Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout.
Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout.
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DOI：
10.1136/bmjqs-2016-006399
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发表时间：
2018-04
影响因子：
5.4
通讯作者：
Frankel AS
中科院分区：
文献类型：
--
作者：
Sexton JB;Adair KC;Leonard MW;Frankel TC;Proulx J;Watson SR;Magnus B;Bogan B;Jamal M;Schwendimann R;Frankel AS
人们对领导力巡视（WR）与安全文化、员工敬业度、职业倦怠和工作与生活平衡等领域之间的关系知之甚少。本横断面调查研究评估了在829种工作环境中，因WR而采取的行动的反馈与医护人员对患者安全文化、员工敬业度、倦怠和工作与生活平衡的评估之间的关系。在23 853份问卷中，有16 797份被回收（70.4%）。5497人（占总人数的32.7%）报告参与了WR， 4074人（24.3%）报告参与了有反馈的WR。报告更多WR和反馈的工作环境具有更高的安全文化领域得分（第一与第四四分位数科恩的d范围：0.34-0.84；%增长范围：15-27），并且在六个领域中的四个领域中具有更高的敬业度得分（第一与第四四分位数科恩的d范围：0.02-0.76；%增长范围：0.48-0.70）。这项关于患者安全和组织成果的WR研究在迄今为止最大的医院和受访者样本中测试了与一套全面的安全文化和参与指标的关系。除了简单地衡量WR是否发生之外，我们还通过反馈来检查WR，因为WR做得很好。我们建议，当wr得到实施和执行，并将结果反馈给相关人员时，工作环境是一个更好的地方，可以通过广泛的指标进行评估，包括团队合作、安全、领导力、成长机会、参与决策和倦怠的情绪耗尽部分。带反馈的WR是更好的规范的表现，还是这些规范的原因尚不清楚，但这种联系显然是强有力的。
There is a poorly understood relationship between Leadership WalkRounds (WR) and domains such as safety culture, employee engagement, burnout and work-life balance. This cross-sectional survey study evaluated associations between receiving feedback about actions taken as a result of WR and healthcare worker assessments of patient safety culture, employee engagement, burnout and work-life balance, across 829 work settings. 16 797 of 23 853 administered surveys were returned (70.4%). 5497 (32.7% of total) reported that they had participated in WR, and 4074 (24.3%) reported that they participated in WR with feedback. Work settings reporting more WR with feedback had substantially higher safety culture domain scores (first vs fourth quartile Cohen’s d range: 0.34–0.84; % increase range: 15–27) and significantly higher engagement scores for four of its six domains (first vs fourth quartile Cohen’s d range: 0.02–0.76; % increase range: 0.48–0.70). This WR study of patient safety and organisational outcomes tested relationships with a comprehensive set of safety culture and engagement metrics in the largest sample of hospitals and respondents to date. Beyond measuring simply whether WRs occur, we examine WR with feedback, as WR being done well. We suggest that when WRs are conducted, acted on, and the results are fed back to those involved, the work setting is a better place to deliver and receive care as assessed across a broad range of metrics, including teamwork, safety, leadership, growth opportunities, participation in decision-making and the emotional exhaustion component of burnout. Whether WR with feedback is a manifestation of better norms, or a cause of these norms, is unknown, but the link is demonstrably potent.