LEIDERSCHAP IN DE ZORGREVIEW                  Koen Balcaen
ContextOpvolging   en        Leiderschap    Definitiesmonitoring               literatuur
ContextKB 13/7/2006: functie van hoofdverpleegkundige   Hoofdstuk 1    VERANTWOORDELIJKHEID          Organisatie       ...
ContextKB 13/7/2006: functie van hoofdverpleegkundige      Hoofdstuk 2       Aligneren op strategische visie van het ziek...
ContextKB 13/7/2006: functie van hoofdverpleegkundige      Hoofdstuk 3: m.b.t. zorg       Organisatie – coördinatie – toe...
ContextKB 13/7/2006: functie van hoofdverpleegkundige      Hoofdstuk 4: personeelsbeleid       Nodige personeel kwantitat...
ContextKB 13/7/2006: functie van hoofdverpleegkundige•   Hoofdstuk 5: middeleninzet      Doeltreffende inzet in functie v...
ContextKB 27/4/2007: interne en externe toetsing van kwaliteit van verpleegkundigezorg
ContextConvenant patiëntveiligheid
ContextVisitatie/AccreditatieThe international essentials of health care quality and patient safety    1.   Leadership pro...
Accreditatie   Section I: Patient-Centered Standards   International Patient Safety Goals (IPSG)   Access to Care and Cont...
Standard of QPS. 1Those responsible for governing and managing the organization participate in planning and measuring a qu...
Standard QPS.10Improvement and safety activities are undertaken for the priority areas identified by the organization’s le...
ContextRN4CASTWorking environment             - Adequacy of nursing staff             - Collaboration between nurses      ...
ContextEconomische toestandCrisis:    1. Nationaal    2. Europees    3. Wereldwijd   Kostenbeheersing   Efficiëntie   L...
ContextOpvolging   en        Leiderschap    Definitiesmonitoring               literatuur
Definities• Leadership: the process of influencing  people to accomplish goals• Strong leadership: the empowering of  indi...
Definities• Management: the process of influencing employees work towards the goals of the organization by integrating res...
Definities5 aspects of leadership1.   The leader2.   The follower3.   The situation4.   The communication process5.   The ...
Definities • Transformational leadership: activate      followers to perform to their full potential and      provide a se...
Definities• Authentic leadership: building trust, sound work environments by special attention to honesty, integrety and e...
ContextOpvolging   en        Leiderschap    Definitiesmonitoring               literatuur
Systematic review:  2 doelstellingen  1.Welke factoren worden door de verpleegkundige gepercipieerd als    beïnvloedend op...
Systematic review:  2 conclusies:  1.Negatieve relatie tussen taakgeörienteerd   leiderschap en optimale verpleegkundige o...
Systematic review:  Conclusie:  Positieve relatie tussen transformationeel leiderschap,  ondersteunende werkomgeving en in...
ContextOpvolging   en        Leiderschap    Definitiesmonitoring               literatuur
Ondersteunende instrumenten voorontwikkeling van leiderschapT    • Primaire ontwikkeling van klinischA     leiderschap in ...
Ondersteunende instrumenten voorontwikkeling van leiderschapIN    •   Duidelijke visie van het ziekenhuisV   •   Betrokken...
Ondersteunende instrumenten voorontwikkeling van leiderschapS    •   MentorshipU    •   Coaching & feedbackPP    •   Loopb...
Ondersteunende instrumenten voorontwikkeling van leiderschapT    • Balanced score cardO      – ActiviteitenO     – Middele...
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
Leiderschap in de zorg
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Leiderschap in de zorg

  1. 1. LEIDERSCHAP IN DE ZORGREVIEW Koen Balcaen
  2. 2. ContextOpvolging en Leiderschap Definitiesmonitoring literatuur
  3. 3. ContextKB 13/7/2006: functie van hoofdverpleegkundige Hoofdstuk 1  VERANTWOORDELIJKHEID  Organisatie  Continuïteit  kwaliteit  PARTICIPATIE  Uitbouw verpleegkundig beleid  Implementatie op microniveau  BELAST MET  Toezicht en evaluatie van team  SAMENWERKING  Integratie van verpleegkundige activiteit in het geheel van activiteiten in het ziekenhuis
  4. 4. ContextKB 13/7/2006: functie van hoofdverpleegkundige Hoofdstuk 2  Aligneren op strategische visie van het ziekenhuis
  5. 5. ContextKB 13/7/2006: functie van hoofdverpleegkundige Hoofdstuk 3: m.b.t. zorg  Organisatie – coördinatie – toezicht zorgactiviteiten  Doelstellingen team  Patiëntgerichte verpleegkundige zorgorganisatie/ ethiek/ patiëntenrechten  Bijsturen van zorg i.f.v. behoeften en noden van patiënt/ vernieuwingsprojecten  Kwaliteit en continuïteit van zorg
  6. 6. ContextKB 13/7/2006: functie van hoofdverpleegkundige Hoofdstuk 4: personeelsbeleid  Nodige personeel kwantitatief en kwalitatief  Werkverdeling  Working environment  Coaching en mentoring
  7. 7. ContextKB 13/7/2006: functie van hoofdverpleegkundige• Hoofdstuk 5: middeleninzet  Doeltreffende inzet in functie van kwaliteit van de zorg• Hoofdstuk 6: opleiding en ontwikkeling  Opleidingsbeleidsplan  loopbaanplanning  Studentenbeleid• Hoofdstuk 7: overleg in functie van interne en externe informatiedoorstroming
  8. 8. ContextKB 27/4/2007: interne en externe toetsing van kwaliteit van verpleegkundigezorg
  9. 9. ContextConvenant patiëntveiligheid
  10. 10. ContextVisitatie/AccreditatieThe international essentials of health care quality and patient safety 1. Leadership proces and accountabilty 2. Competent and capable workforce 3. Safe environment for staff and patients 4. Clinical care of patients 5. Improving quality and safety
  11. 11. Accreditatie Section I: Patient-Centered Standards International Patient Safety Goals (IPSG) Access to Care and Continuity of Care (ACC) Patient and Family Rights (PFR) Assessment of Patients (AOP) Care of Patients (COP) Anesthesia and Surgical Care (ASC) Medication Management and Use (MMU) Patient and Family Education (PFE) Section II: Health Care Organization Management Standards Quality Improvement and Patient Safety (QPS) Prevention and Control of Infections (PCI) Governance, Leadership, and Direction (GLD) Facility Management and Safety (FMS) Staff Qualifications and Education (SQE) Management of Communication and Information (MCI)
  12. 12. Standard of QPS. 1Those responsible for governing and managing the organization participate in planning and measuring a qualityimprovement and patient safety program.• Intent of QPS.1 If an organization is to initiate and to maintain improvement and to reduce risks to patients and staff, leadership and planning are essential. This leadership and planning come from the governing body of the organization along with those who manage the clinical and managerial activities of the organization on a daily basis. Collectively they represent the leadership of the organization. The leadership is responsible for establishing the organization’s commitment, approach to improvement and safety, and program management and oversight. The leadership develops the quality and patient safety plan and, through its vision and support, shapes the quality culture of the organization. The governing body holds ultimate accountability for quality and patient safety in the organization, and, thus, it approves the quality and patient safety plan (also see GLD.1.6); on a regular basis, it receives and acts on reports related to the organization’s program to improve quality and patient safety (also see GLD.1.6).• Measurable Elements of QPS.1 ❏ 1. The organization’s leadership participates in developing the plan for the quality improvement and patient safety program. ❏ 2. The organization’s leadership participates in measuring the quality improvement and patient safety program. ❏ 3. The organization’s leadership establishes the oversight process or mechanism for the organization’s quality improvement and patient safety program. ❏ 4. The organization’s leadership reports on the quality and patient safety program to governance. JOINT COMMISSION INTERNATIONAL ACCREDITATION STANDARDS FOR HOSPITALS, 4TH EDITION
  13. 13. Standard QPS.10Improvement and safety activities are undertaken for the priority areas identified by the organization’s leaders.• Intent of QPS.10 The organization uses appropriate resources and involves those individuals, disciplines, and departments closest to the processes or activities to be improved. Responsibility for planning and carrying an improvement is assigned to individuals or a team, any needed training is provided, and information management or other resources are made available. Once planned, data are collected during a test period to demonstrate that the planned change was actually an improvement. To ensure that the improvement is sustained, measurement data are then collected for ongoing analysis. Effective changes are incorporated into standard operating procedure, and any necessary staff education is carried out. The organization documents those improvements achieved and sustained as part of its quality management and improvement program.• Measurable Elements of QPS.10 ❏ 1. The priority areas identified by the organization’s leaders are included in improvement activities. (Also see QPS.3, ME 1) ❏ 2. Human and other resources needed to carry out an improvement are assigned or allocated. ❏ 3. Changes are planned and tested. ❏ 4. Changes that resulted in improvements are implemented. ❏ 5. Data are available to demonstrate that improvements are effective and sustained. ❏ 6. Policy changes necessary to plan, to carry out, and to sustain the improvement are made. ❏ 7. Successful improvements are documented. JOINT COMMISSION INTERNATIONAL ACCREDITATION STANDARDS FOR HOSPITALS, 4TH EDITION
  14. 14. ContextRN4CASTWorking environment - Adequacy of nursing staff - Collaboration between nurses - Working climate - Participation in hospital affairs - The administrative support - Patient documentation is continuously updatedQuality and saftety - quality of patient care - quality improvement last year - patient safety on the ward - psycho-social attention - patient ability to manage care after dischargeStatisfaction and emotional exhaustion
  15. 15. ContextEconomische toestandCrisis: 1. Nationaal 2. Europees 3. Wereldwijd Kostenbeheersing Efficiëntie Lean management Kwaliteit= Meerwaarde / cost
  16. 16. ContextOpvolging en Leiderschap Definitiesmonitoring literatuur
  17. 17. Definities• Leadership: the process of influencing people to accomplish goals• Strong leadership: the empowering of individuals and instilling the belief and confidence in their ability to achieve and succeed D,L,Huber; Leadership and nursing care management; 2006 third edition
  18. 18. Definities• Management: the process of influencing employees work towards the goals of the organization by integrating resources through planning, organizing, coordinating, directing and controlling D,L,Huber; Leadership and nursing care management; 2006 third edition
  19. 19. Definities5 aspects of leadership1. The leader2. The follower3. The situation4. The communication process5. The goals D,L,Huber; Leadership and nursing care management; 2006 third edition
  20. 20. Definities • Transformational leadership: activate followers to perform to their full potential and provide a sense of directionC.A.Wong, H.K.Laschinger, G.G.Cummings; athentic leadership ansd nurses voice, behaviour and perceptions of care; journal of nursing management;2010
  21. 21. Definities• Authentic leadership: building trust, sound work environments by special attention to honesty, integrety and ethical standards in the relationship of leader-follower D,L,Huber; Leadership and nursing care management; 2006 third edition
  22. 22. ContextOpvolging en Leiderschap Definitiesmonitoring literatuur
  23. 23. Systematic review: 2 doelstellingen 1.Welke factoren worden door de verpleegkundige gepercipieerd als beïnvloedend op hun motivatie om goed te presteren? – Autonomie – Working relationship – Access to resources – Individual nurse characteristics – Leadership practices 2.Welke leiderschapsgedragingen correleren met verpleegkundige performantie?P.B.Germain, G.G.Cummings; The influence of nursing leadership on nurse performance: a systematic review; Journalof Nursing Management; 2010; 425-439
  24. 24. Systematic review: 2 conclusies: 1.Negatieve relatie tussen taakgeörienteerd leiderschap en optimale verpleegkundige outcomes 2.Transformationeel leiderschap en relationeel leiderschap beïnvloedt verpleegkundige job satisfactie, recruitment, retentie en gezonde werkomgevingG.G. Cummings, T. McGregor, M. Davey,H.Lee, C.A. Wong, E. Lo, M. Muise, E. Stafford; Leadership styles and outcomepatterns for the nursing workforce and work environment; A systematic review; 2010; International Journal of NursingStudies 47; 363-385
  25. 25. Systematic review: Conclusie: Positieve relatie tussen transformationeel leiderschap, ondersteunende werkomgeving en intentie van verpleegkundige staf om te blijven werken in huidige werkomgevingT. Cowden, G.G. Cummings, J.P.Mc-Grath; Leadership practices and staff nurses intent tot stay: a systematic review;Journal of Nursing Management; 2011; 19; 461-477
  26. 26. ContextOpvolging en Leiderschap Definitiesmonitoring literatuur
  27. 27. Ondersteunende instrumenten voorontwikkeling van leiderschapT • Primaire ontwikkeling van klinischA leiderschap in basisopleidingL • Specifieke focus in master- opleidingE • In house detectie van talentN • LoopbaanontwikkelingT • Training/ verdieping
  28. 28. Ondersteunende instrumenten voorontwikkeling van leiderschapIN • Duidelijke visie van het ziekenhuisV • Betrokken bij operationele invullingOL • CommunicatieVE • Duidelijke doelstellingen (SMART)MENT
  29. 29. Ondersteunende instrumenten voorontwikkeling van leiderschapS • MentorshipU • Coaching & feedbackPP • LoopbaangeleidingO • 360° FBR • POPT • FG
  30. 30. Ondersteunende instrumenten voorontwikkeling van leiderschapT • Balanced score cardO – ActiviteitenO – Middelen (personeel/ verbruiksgoederen)L – InvesteringenS – Q-indicatoren • Structuur/proces/outcome

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