Journal of Healthcare Management - March/April 2014 - (Page 127)

l e a d e rs H i p p erceptions of s tructures , p rocesses , and p riorities for Q uality is another area that should be explored in future research. assist hospitals in identifying areas that require change and innovation. CONCLUSION While many books, articles, and reports have been published regarding so-called principles of good management and governance, the research on hospital leadership has been heavily qualitative and based on self-report, making it difficult to ascertain whether results are accurate or representative of the field. New financing models, such as valuebased purchasing under the Affordable Care Act (Blum, 2010), support the case for a more evidence-based approach to leadership engagement in quality. The federal government is already producing quality-related information, such as the CMS Core Measures, Hospital Compare, and HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems); beginning in 2014, Medicare payments will be adjusted for several conditions, including heart failure, myocardial infarction, pneumonia, and surgical infections, based on meeting quality benchmarks (Belmont et al., 2011). Responding to these changes will require senior leadership not only to recognize the need for commitment to quality but also to communicate that vision throughout the organization and appropriate the necessary resources. Hospitals need to develop a culture of quality that permeates all levels of the organization and drives the identification and adoption of structures and processes that improve quality and safety. Improvement efforts begin with a comprehensive organizational selfassessment. This study's findings indicate that application of the HLQAT can ACKNOWLEDGMENTS This research was funded by the Commonwealth Fund. ID/grantee #20080155/University of Iowa, PI-Thomas Vaughn. REFERENCES American College of Healthcare Executives (ACHE). (2011, January 24). American College of Healthcare Executives announces top issues confronting hospitals: 2010. [Press release]. Retrieved from http://www.ache.org/Pubs/Releases /2011/topissues.cfm American Hospital Association (AHA). (2010). Annual survey of hospitals. Chicago, IL: Author. Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. Beer, M. (2000). Lead organizational change by creating dissatisfaction and realigning the organization with new competitive realities. In E. A. Locke (Ed.), The Blackwell handbook of principles of organizational behavior (pp. 370-386). Malden, MA: Blackwell. Belmont, E., Haltom, C. C., Hastings, D. A., Homchick, R. G., Morris, L., Taitsman, J., . . . Peisert, K. C. (2011). A new quality compass: Hospital boards' increased role under the Affordable Care Act. Health Affairs, 30(7), 1282-1289. Blake, S. C., Kohler, S. S., Culler, S. D., Hawley, J., & Rask, K. J. (2013). Designing effective healthcare quality improvement training programs: Perceptions of nursing and other senior leaders. Journal of Nursing Education and Practice, 3(5), 66-77. Blum, J. D. (2010). The quagmire of hospital governance. Journal of Legal Medicine, 31, 35-57. Bohmer, R. M. J. (2010). Fixing health care on the front lines. Harvard Business Review, 88(4), 62-69. Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, CA: Sage. Classen, D. C., & Kilbridge, P. M. (2002). The roles and responsibility of physicians to 127 http://www.ache.org/Pubs/Releases/2011/topissues.cfm http://www.ache.org/Pubs/Releases/2011/topissues.cfm

Table of Contents for the Digital Edition of Journal of Healthcare Management - March/April 2014

Journal of Healthcare Management - March/April 2014
Contents
Interview With Marna P. Borgstrom, FACHE, President and Chief Executive Officer, Yale New Haven Health System, and Chief Executive Officer, Yale-New Haven Hospital, Connecticut
Specialties: Missing in Our Healthcare Reform Strategies?
Costs and Benefits of Transforming Primary Care Practices: A Qualitative Study of North Carolina’s Improving Performance in Practice
Governing Board, C-suite, and Clinical Management Perceptions of Quality and Safety Structures, Processes, and Priorities in U.S. Hospitals
Use of Electronic Health Record Documentation by Healthcare Workers in an Acute Care Hospital System
Why Hospital Improvement Efforts Fail: A View From the Front Line

Journal of Healthcare Management - March/April 2014