A Tale of Two Sites: Lessons on Leadership from the Implementation of a Longterm Care Delivery Model (CDM) in Western Canada

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dc.contributor.authorCloutier, Denise
dc.contributor.authorCox, Amy
dc.contributor.authorKampen, Ruth
dc.contributor.authorKobayashi, Karen
dc.contributor.authorCook, Heather
dc.contributor.authorTaylor, Deanne
dc.contributor.authorGaspard, Gina
dc.date.accessioned2018-12-19T05:42:40Z
dc.date.available2018-12-19T05:42:40Z
dc.date.copyright2016en_US
dc.date.issued2016-01
dc.description.abstractResidential, long-term care serves vulnerable older adults in a facility-based environment. A new care delivery model (CDM) designed to promote more equitable care for residents was implemented in a health region in Western Canada. Leaders and managers faced challenges in implementing this model alongside other concurrent changes. This paper explores the question: How did leadership style influence team functioning with the implementation of the CDM? Qualitative data from interviews with leadership personnel (directors and managers, residential care coordinators and clinical nurse educators), and direct care staff (registered nurses, licensed practical nurses, health care aides, and allied health therapists), working in two different facilities comprise the main sources of data for this study. The findings reveal that leaders with a servant leadership style were better able to create and sustain the conditions to support successful model implementation and higher team functioning, compared to a facility in which the leadership style was less inclusive and proactive, and more resistant to the change. Consequently, staff at the second facility experienced a greater sense of overload with the implementation of the CDM. This study concludes that strong leadership is key to facilitating team work and job satisfaction in a context of change.en_US
dc.description.reviewstatusRevieweden_US
dc.description.scholarlevelFacultyen_US
dc.description.sponsorshipThis research received funding from the Michael Smith Foundation for Health Research and in-kind support from the health authority in western Canada. We also wish to thank the staff, and residents and families in the health region for their time and participation in this study.en_US
dc.identifier.citationCloutier, D., Cox, A., Kampen, R., Kobayashi, K., Cook, H., Taylor, D. & Gaspard, G. (2016). A Tale of Two Sites: Lessons on Leadership from the Implementation of a Long-term Care Delivery Model (CDM) in Western Canada. Healthcare, 4(1), 3. https://doi.org/10.3390/healthcare4010003en_US
dc.identifier.urihttps://doi.org/10.3390/healthcare4010003
dc.identifier.urihttp://hdl.handle.net/1828/10421
dc.language.isoenen_US
dc.publisherHealthcareen_US
dc.subjectcare delivery model
dc.subjectleadership
dc.subjectdirect care staff
dc.subjectlong-term care
dc.subjectteam work
dc.subjectchange management
dc.subject.departmentDepartment of Geography
dc.subject.departmentDepartment of Sociology
dc.titleA Tale of Two Sites: Lessons on Leadership from the Implementation of a Longterm Care Delivery Model (CDM) in Western Canadaen_US
dc.typeArticleen_US

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