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Leadership for quality improvement

In: Research Handbook on Leadership in Healthcare

Author

Listed:
  • Charlotte Overton
  • Joy Furnival
  • Anna Lewis
  • Ceri Feltbower
  • Jane Robinson

Abstract

This chapter considers the role of leadership in quality improvement (QI). Recognising both the necessity for and the difficulties in defining quality and QI, it draws upon an empirical framework which embraces the complex and dynamic nature of this work, entwined with the people who make change happen. Using a case study undertaken in an English district general hospital, we explore what it means to provide leadership for QI. We grapple with its ambiguity and ‘messiness’, concluding that the essence of the leadership task is both contextual and relational. Leaders who can nurture the conditions and model the behaviours which activate intrinsic motivation for improvement and give ‘meaning’ to work alongside providing practical and coordinated support for change, are those best placed to improve quality in healthcare. This chapter intentionally foregrounds the intangible connections fostered by leaders with teams to bring improvement and leadership together every day, to improve the quality of patient care.

Suggested Citation

  • Charlotte Overton & Joy Furnival & Anna Lewis & Ceri Feltbower & Jane Robinson, 2023. "Leadership for quality improvement," Chapters, in: Research Handbook on Leadership in Healthcare, chapter 14, pages 252-267, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:20708_14
    as

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    File URL: https://www.elgaronline.com/doi/10.4337/9781800886254.00022
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