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Strengthening leadership as a catalyst for enhanced patient safety culture: a repeated cross-sectional experimental study
  1. Solvejg Kristensen1,2,3,
  2. Karl Bang Christensen4,
  3. Annette Jaquet3,
  4. Carsten Møller Beck3,
  5. Svend Sabroe5,
  6. Paul Bartels1,6,
  7. Jan Mainz3,6
  1. 1The Danish Clinical Registries, Aarhus, Denmark
  2. 2Department of Health Science and Technology, Aalborg University, Aalborg, Denmark
  3. 3Aalborg University Hospital—Psychiatric Hospital, Aalborg, Denmark
  4. 4Department of Biostatics, University of Copenhagen, Copenhagen, Denmark
  5. 5Department of Public Health, Aarhus University, Aarhus, Denmark
  6. 6Department of Clinical Medicine, Aalborg University, Aalborg, Denmark
  1. Correspondence to Solvejg Kristensen; solkri{at}rm.dk

Abstract

Objectives Current literature emphasises that clinical leaders are in a position to enable a culture of safety, and that the safety culture is a performance mediator with the potential to influence patient outcomes. This paper aims to investigate staff's perceptions of patient safety culture in a Danish psychiatric department before and after a leadership intervention.

Methods A repeated cross-sectional experimental study by design was applied. In 2 surveys, healthcare staff were asked about their perceptions of the patient safety culture using the 7 patient safety culture dimensions in the Safety Attitudes Questionnaire. To broaden knowledge and strengthen leadership skills, a multicomponent programme consisting of academic input, exercises, reflections and discussions, networking, and action learning was implemented among the clinical area level leaders.

Results In total, 358 and 325 staff members participated before and after the intervention, respectively. 19 of the staff members were clinical area level leaders. In both surveys, the response rate was >75%. The proportion of frontline staff with positive attitudes improved by ≥5% for 5 of the 7 patient safety culture dimensions over time. 6 patient safety culture dimensions became more positive (increase in mean) (p<0.05). Frontline staff became more positive on all dimensions except stress recognition (p<0.05). For the leaders, the opposite was the case (p<0.05). Staff leaving the department after the first measurement had rated job satisfaction lower than the staff staying on (p<0.05).

Conclusions The improvements documented in the patient safety culture are remarkable, and imply that strengthening the leadership can act as a significant catalyst for patient safety culture improvement. Further studies using a longitudinal study design are recommended to investigate the mechanism behind leadership's influence on patient safety culture, sustainability of improvements over time, and the association of change in the patient safety culture measures with change in psychiatric patient safety outcomes.

  • patient safety culture
  • PSYCHIATRY
  • leadership
  • intervention

This is an Open Access article distributed in accordance with the Creative Commons Attribution Non Commercial (CC BY-NC 4.0) license, which permits others to distribute, remix, adapt, build upon this work non-commercially, and license their derivative works on different terms, provided the original work is properly cited and the use is non-commercial. See: http://creativecommons.org/licenses/by-nc/4.0/

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