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Leadership for Quality Improvement in Health Care: Empirical Evidence on Hospital Boards, Managers, and Physicians

dc.contributor.authorWeiner, Bryan J.en_US
dc.contributor.authorAlexander, Jeffrey A,en_US
dc.contributor.authorShortell, Stephen M.en_US
dc.date.accessioned2010-04-14T13:49:48Z
dc.date.available2010-04-14T13:49:48Z
dc.date.issued1996en_US
dc.identifier.citationWeiner, Bryan; Alexander, Jeffrey; Shortell, Stephen (1996). "Leadership for Quality Improvement in Health Care: Empirical Evidence on Hospital Boards, Managers, and Physicians." Medical Care Research and Review 53(4): 397-416. <http://hdl.handle.net/2027.42/68621>en_US
dc.identifier.issn1077-5587en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/68621
dc.description.abstractThis article explores factors promoting leadership from the top for hospital quality improvement (CQI/FQM). From literature on governance, quality improvement, and organization theory, working hypotheses were developed about the effects of physician and management involvement in governance on CQIITQM adoption, board leadership for quality, and top management leadership for quality. Hypotheses were tested using a sample of 2,030 hospitals obtained by merging two national mailed surveys. Probit and logistic regression showed physician involvement in governance played a significant role in CQI/FQM adoption and board activity in quality improvement. Formal management involvement in governance demonstrated little effect on CQI/FQM adoption, board leadership for quality, or top management leadership for quality. Informal management involvement in governance, as reflected in opportunities to influence board composition, had negative effects on board and top management leadership for quality. Top management leadership for quality increased board leadership for quality. Implications are discussed.en_US
dc.format.extent3108 bytes
dc.format.extent2085595 bytes
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dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.titleLeadership for Quality Improvement in Health Care: Empirical Evidence on Hospital Boards, Managers, and Physiciansen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelPublic Healthen_US
dc.subject.hlbtoplevelHealth Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumUniversity of Michiganen_US
dc.contributor.affiliationotherTulane University Medical Centeren_US
dc.contributor.affiliationotherJ. L. Kellogg Graduate School of Managementen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/68621/2/10.1177_107755879605300402.pdf
dc.identifier.doi10.1177/107755879605300402en_US
dc.identifier.sourceMedical Care Research and Reviewen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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