AH Organization: A Case Study

Leadership and change theories are fundamental to success of the alarm management project. TJC (2013) have required a commitment from the highest level of leaders as the first requirement in phase I of the NPSG 06.01.01. The basis for the alarm management project for the AH Organization rests on the theory of leadership and the commitment to the values of the organization by the senior leadership team and consequently for those who follow. The values include stewardship, trust, integrity, collaboration inclusion, courage, innovation and excellence. The IOM states that leaders of acute healthcare organizations are challenged to deliver high quality care that is timely, cost effective, safe, and accurate, while achieving customer satisfaction
Staffs are expected to follow the guidance of leaders’ hold individuals accountable. However this is best achieved through trustful leader-frontline relationships where the value of the project is thought to hold worth by all involved. According to the executive summary from the IOM and Rogers work on trust, changes to organizational restructuring initiatives and the impact of healthcare economics, has diminished the frontline staff members’ trust in hospital leadership. Despite the mistrust, ultimately healthcare organizations must overcome this hurdle and promote and develop trust to achieve efficient, safe, and effective outcomes through cost effective measures. Since nurses have significant exposure to patient alarm systems, their impact on quality outcomes is a key element for the success of this alarm project and mitigating adverse alarm events. Positive front line staff behavior is significantly influenced by their trust in the organization’s leadership (Graper, 2015). Therefore, it seems reasonable for healthcare leaders to address leadership as an influence on the alarm management
The areas noted to enhance were communication, trust, team work and hand-off, and problem solving (Graper, 2015). Common to leadership concepts is support for enhancing and promoting trust in healthcare relationships as a root cause for promoting behaviors that promote safe, quality outcomes (Graper, 2015). The outcomes include patient satisfaction, nurse satisfaction and quality measures, such as those related to infection, fall rates and adverse events. With knowledge of these concepts, one goal of positive leadership style is to promote an environment of trust between leadership and the frontline care providers, most frequently nurses, which is expected to result in positive, committed behaviors towards clients and the safety measures as set by the NPSG. Work published by leadership scholars including Laschinger, Finegan, & Shamian, Rodgers, and Wong & Giallonardo, show positive behaviors will promote safe quality outcomes, including improved patient satisfaction and behaviors that may help reduce harmful events (Graper, 2015). The benefits of positive leadership are one of the reasons the commitment was directed in the NPSG