School of Nursing and Midwifery and Centre for Quality and Patient Safety Research in the Institute for Health Transformation, Deakin University, Geelong, Vic., Australia; and Centre for Quality and Patient Safety Research - Eastern Health Partnership, Box Hill, Vic., Australia.
Eastern Health, Box Hill, Vic., Australia.
Aust Health Rev. 2024 Jun;48(3):274-282. doi: 10.1071/AH23179.
Objective Transformational leadership benefits both patients and staff. The objective of this scoping review was to explore personal and organisational attributes that support transformational leadership in acute health care. Methods A scoping review was undertaken using Cumulative Index to Nursing and Allied Health Literature (CINAHL) Complete, Medline Complete, PsycInfo and Emerald Insight databases. Search terms were related to transformational leadership and acute care hospitals. Results A total of 18 studies were included: 14 reported personal attributes and 8 reported organisational attributes supporting transformational leadership. The most common personal attributes were manager educational preparation (n = 5), years of management experience (n = 4), age (n = 3) and emotional intelligence (n = 3). The most common organisational attributes reported were larger organisational size (n = 2) and culture (n = 2). Personal (manager) attributes were synthesised into the following categories: demographics, role characteristics, leadership preparation and traits. Organisational attributes were categorised as manager support, organisational characteristics and organisational processes. Conclusions Despite the beneficial outcomes of transformational leadership for patients, staff and organisations, the personal and organisational attributes supporting transformation leadership are not well understood.
目的
变革型领导对患者和员工都有好处。本范围综述的目的是探讨支持急性保健领域变革型领导的个人和组织属性。
方法
使用 Cumulative Index to Nursing and Allied Health Literature (CINAHL) Complete、Medline Complete、PsycInfo 和 Emerald Insight 数据库进行范围综述。搜索词与变革型领导和急性护理医院有关。
结果
共纳入 18 项研究：14 项报告了支持变革型领导的个人属性，8 项报告了组织属性。最常见的个人属性是经理教育准备（n=5）、管理经验年限（n=4）、年龄（n=3）和情绪智力（n=3）。报告的最常见组织属性是更大的组织规模（n=2）和文化（n=2）。报告的个人（经理）属性被综合为以下几类：人口统计学、角色特征、领导准备和特质。组织属性分为经理支持、组织特征和组织流程。
结论
尽管变革型领导对患者、员工和组织都有有益的结果，但支持变革型领导的个人和组织属性尚未得到很好的理解。
