Team Leadership and Patient Outcomes in US Psychiatric Treatment Settings  

Oleh:

Wells, Rebecca ; Jinnett, Kimberly ; Alexander, Jeffrey ; Lichtenstein, Richard ; Liu, Dawei ; Zazzali, James L.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Social Science & Medicine (www.elsevier.com/locate/sosscimed) vol. 62 no. 8 (Apr. 2006), page 1840-1852.
Topik: TEAM LEADERSHIP; US; teams; leadership; psychiatric; repect; patient outcomes

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS53.3 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Previous studies suggest that psychitaric patients mirror the behaviors of the staff members who treat them, but there is little empirical evidence about how staff dynamics affect patients over time. The goals of this study were to examine associations between : 1. team leader discipline and mutual respect among treatment team members, and 2. mutual respect among team members and improvements in patient quality of life. Two models were tested on data from psychiatric treatment teams within the US Veterans Administration. The first examined associations between the discipline of each team's emergent leader and the level of mutual respect along that team's memebrs. The second model tested associations between mutual respect among staff and changer overtime in patients' quality of life. The subjects for model 1 were psychiatric staff members (N = 785) whose responses were aggregated for team level analyses (n = 78). Mutual respect was highest in social worker led teams and lowest in physician led teams. The subjects for model 2 were 1638 seriously mentally ill patients in 44 of the units examined in the first model. When mutual respect among staff was greater, patients improved more over time in their satisfaction with the quality of their housing, relations with families, social life and finances. Together these analyses imply that mutual respect may improve patient outcomes and that leadership by some disciplines may facilitate such dynamics. In general, leaders may consider learning from other disciplines strengths to improve their impact.

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