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The association between transformational leadership in German hospitals and the frequency of events reported as perceived by medical directors

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  • Hendrik Hillen
  • Holger Pfaff
  • Antje Hammer

Abstract

This paper aimed to evaluate how transformational leadership behaviour is associated with patient safety culture in a hospital context. In line with findings from other high-hazard industries, we predicted that in hospitals, executives’ perceived emphasis on transformational behaviour would positively influence the frequency of events reported by staff on the front line of service provision. Our hypothesis was confirmed by fitting a multivariable regression model to a sample of 507 medical directors of German acute-care hospitals. Results revealed transformational leadership in hospitals was a significant predictor of the reporting frequency of safety events, as perceived by medical directors. Our findings highlighted the critical role that executive behaviour plays in staff participation in patient safety initiatives. Preventing patients from unintended harm can then be traced back to the organisational level that is the farthest away from direct patient interaction. Consequently, these findings may provide guidance for hospitals aiming to raise employees’ awareness of patient safety and prevent unintended patient harm prospectively.

Suggested Citation

  • Hendrik Hillen & Holger Pfaff & Antje Hammer, 2017. "The association between transformational leadership in German hospitals and the frequency of events reported as perceived by medical directors," Journal of Risk Research, Taylor & Francis Journals, vol. 20(4), pages 499-515, April.
  • Handle: RePEc:taf:jriskr:v:20:y:2017:i:4:p:499-515
    DOI: 10.1080/13669877.2015.1074935
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    References listed on IDEAS

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    1. Hunter, David J., 1992. "Doctors as managers: Poachers turned gamekeepers?," Social Science & Medicine, Elsevier, vol. 35(4), pages 557-566, August.
    2. Goodall, Amanda H., 2011. "Physician-leaders and hospital performance: Is there an association?," Social Science & Medicine, Elsevier, vol. 73(4), pages 535-539, August.
    3. Hoff, Timothy J., 2000. "Professional commitment among US physician executives in managed care," Social Science & Medicine, Elsevier, vol. 50(10), pages 1433-1444, May.
    4. K. Itoh & N. Omata & H. B. Andersen, 2009. "A human error taxonomy for analysing healthcare incident reports: assessing reporting culture and its effects on safety performance," Journal of Risk Research, Taylor & Francis Journals, vol. 12(3-4), pages 485-511, June.
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    Cited by:

    1. Shahrizada Tangatarova & Yongqiang Gao, 2021. "Transformational leadership and patient safety in hospital: Transformational leadership and patient safety in hospital," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(2), pages 106-122, March.
    2. Holger Pfaff & Jeffrey Braithwaite, 2020. "A Parsonian Approach to Patient Safety: Transformational Leadership and Social Capital as Preconditions for Clinical Risk Management—the GI Factor," IJERPH, MDPI, vol. 17(11), pages 1-13, June.

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