The relationship between first-level leadership and inner-context and implementation outcomes in behavioral health: a scoping review.
The relationship between first-level leadership and inner-context and implementation outcomes in behavioral health: a scoping review.
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第一级领导力与内在的领导与行为健康的实现成果之间的关系：范围审查。
DOI：
10.1186/s13012-021-01104-4
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发表时间：
2021-07-06
期刊：
影响因子：
--
通讯作者：
Dorsey S
中科院分区：
文献类型：
--
作者：
Meza RD;Triplett NS;Woodard GS;Martin P;Khairuzzaman AN;Jamora G;Dorsey S
由于一级领导能够接触到服务提供商并与服务提供商建立关系，因此一级领导在支持行为健康的循证实践 (EBP) 实施方面具有独特的优势。一级领导是直接监督和管理一线员工的个人，不管理其他人。然而，在现有的领导力对 EBP 实施影响的审查中，一级领导力的代表性不足。本次审查描述了一级领导与实施决定因素和结果之间的关系。我们进行了范围界定审查，以综合有关一级领导力与内部背景和实施结果之间关系的文献。在 PubMed、Eric、PsycINFO、CINAHL、Scopus 和 Web of Science 中进行了文献检索。为了符合资格，研究必须检查一级领导力，在提供行为健康服务的环境中进行，并检查一级领导力与实施或内部背景结果之间的关系。进行数据提取和综合来描述研究特征、领导者与结果的关系以及领导力框架的重叠。二十一条记录符合我们的纳入标准。研究主要依赖于观察设计，并且通常是横断面的。研究更多地考察一般领导力，而不是战略性地关注 EBP 实施的领导力（即战略实施领导力）。我们的研究结果表明，几种形式的一级领导与一系列广泛的实施决定因素的关系不一致，并且很少检查具体的实施结果。研究的实施决定因素范围广泛，重复次数有限，而且结果不一致，导致任何特定领导力与结果关系的证据很少。大量证据表明，一般领导力与提供者的 EBP 态度之间存在积极关系，尤其是变革型领导力的形式。接下来是战略实施领导力促进总体实施的证据。我们的综合揭示了实施领导理论和中层管理人员在实施中的角色理论中描述的战略实施领导行为的适度概念重叠。我们的研究结果表明，一级领导可能在塑造实施决定因素和结果方面发挥重要作用，但一致的实证支持很少，而且方法论问题削弱了信心。为了推进这一领域的发展，我们需要采用更严格的方法论的研究，解决领导框架中的概念重叠问题，检查更广泛的实施结果，并检查领导力影响实施的条件。该评论未注册。在线版本包含可在 10.1186/s13012-021-01104-4 获取的补充材料。
First-level leadership is uniquely positioned to support evidence-based practice (EBP) implementation for behavioral health due to first-level leaders’ access to and relationship with service providers. First-level leaders are individuals who directly supervise and manage frontline employees who do not manage others. However, first-level leadership is underrepresented in existing reviews of the impact of leadership on EBP implementation. This review describes the relationship between first-level leadership and implementation determinants and outcomes. A scoping review was performed to synthesize the literature on the relationship between first-level leadership and inner-context and implementation outcomes. A literature search was conducted in PubMed, Eric, PsycINFO, CINAHL, Scopus, and Web of Science. To be eligible, studies had to examine first-level leadership, be conducted in settings providing behavioral health services, and examine the relationship between first-level leadership and an implementation or inner-context outcome. Data extraction and synthesis were performed to describe study characteristics, leader-outcome relationships, and overlap in leadership frameworks. Twenty-one records met our inclusion criteria. Studies primarily relied on observational designs and were often cross-sectional. Studies more often examined general leadership rather than leadership strategically focused on EBP implementation (i.e., strategic implementation leadership). Our findings suggest that several forms of first-level leadership are inconsistently related to a broad set of implementation determinants, with infrequent examination of specific implementation outcomes. The broad set of implementation determinants studied, limited number of replications, and inconsistent findings have resulted in sparse evidence for any specific leadership-outcome relationship. The greatest accumulation of evidence exists for general leadership’s positive relationship with providers’ EBP attitudes, most notably in the form of transformational leadership. This was followed by evidence for strategic implementation leadership facilitating general implementation. Our synthesis revealed moderate conceptual overlap of strategic implementation leadership behaviors described in the theory of implementation leadership and theory of middle managers’ role in implementation. Our findings suggest that first-level leadership may play an important role in shaping implementation determinants and outcomes, but consistent empirical support is sparse and confidence dampened by methodological issues. To advance the field, we need studies that adopt stronger methodological rigor, address the conceptual overlap in leadership frameworks, examine a broader set of implementation outcomes, and examine conditions under which leadership impacts implementation. This review was not registered. The online version contains supplementary material available at 10.1186/s13012-021-01104-4.
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影响因子：
7.2
作者：
Birken, Sarah A.;Lee, Shoou-Yih Daniel;Weiner, Bryan J.
通讯作者：
Weiner, Bryan J.
DOI：
10.1023/b:mhsr.0000024351.12294.65
发表时间：
2004-06-01
期刊：
Mental health services research
影响因子：
--
作者：
Aarons, Gregory A
通讯作者：
Aarons, Gregory A
DOI：
10.1007/s10488-015-0672-7
发表时间：
2017-07
期刊：
Administration and policy in mental health
影响因子：
--
作者：
Aarons GA;Ehrhart MG;Farahnak LR;Sklar M;Horowitz J
通讯作者：
Horowitz J
影响因子：
4
作者：
Anderson, Stuart;Allen, Pauline;Goodwin, Nick
通讯作者：
Goodwin, Nick
影响因子：
2.5
作者：
Birken, Sarah A.;Lee, Shoou-Yih Daniel;Schaefer, Cynthia T.
通讯作者：
Schaefer, Cynthia T.