© J

oint

Com

mis

sion

Int

erna

tiona

l

1

The Role Of Transformational Leadership

In Patent Safety

Medhealth Cairo

12-13 March 2013

Ashraf Ismail, MD, MPH, CPHQManaging Director, Middle East RegionJoint Commission International

© J

oint

Com

mis

sion

Int

erna

tiona

l

Transformational Leader

Able to inspire others to change expectations and

motivations to work toward common goals.

Charismatic, inspiring, stimulating, and considerate

They provide followers with a :- Sense of purpose; - Portray an image of success, self-confidence and self-

belief; - Articulate shared goals and question Traditional

assumptions, while taking into account the needs of subordinates.

2

© J

oint

Com

mis

sion

Int

erna

tiona

l

How does a Transformational Leader work?

It is about leading with an integrity and authenticity that resonates with others, and inspires them to follow.

Not only does it inspire others to follow, but to become leaders themselves

This approach to leadership takes us from a constricting model of competition between individuals, teams or nations, to a connection with the whole of a

situation, and leadership for the good of all

3

© J

oint

Com

mis

sion

Int

erna

tiona

l

Components of Transformational Leadership

4

© J

oint

Com

mis

sion

Int

erna

tiona

l

Four Components Of The

Transformational Leadership

1. Inspirational Motivation

2. Idealized Influence

3. Individualized Consideration

And

4. Intellectual Stimulation

5

© J

oint

Com

mis

sion

Int

erna

tiona

l

Transformational Leadership & Patient Safety

6

© J

oint

Com

mis

sion

Int

erna

tiona

l

Approaching patient safety within an organization requires

a review in six key areas:

1. Structure

2. Environment

3. Equipment and Technologies,

4. Processes,

5. People, and

6. Leadership and Culture

7

© J

oint

Com

mis

sion

Int

erna

tiona

l

The leadership and culture of an organization can

influence safety when a willingness exists to:

Allocate appropriate resources (e.g., staff, equipment),

Analyze processes

Implement changes

Support non punitive error-reporting and

Promote evidence-based practice.

8

© J

oint

Com

mis

sion

Int

erna

tiona

l

Evidence

There is evidence that transformational leadership is

linked to improving safety

Hospitals should actively seek feedback from

employees to ensure they are effectively practicing the

TFL style

They must also recognize the need to follow a

systematic approach in order to achieve the desired

outcomes in the area of patient safety

9

© J

oint

Com

mis

sion

Int

erna

tiona

l

Transformational leadership has a direct relationship with

creating a culture of safety which provides:

A caring, safe environment free of blame, with open

communication and collegiality, and

The commitment and drive to be a safety-centered

institution

10

Evidence

© J

oint

Com

mis

sion

Int

erna

tiona

l

Transformational leadership has an indirect relationship

with “

The implementation of initiatives as mediated through

culture, and

Ultimately an indirect relationship with improved

patient safety outcomes as mediated through culture

and initiatives.

11

Evidence

© J

oint

Com

mis

sion

Int

erna

tiona

l

Leaders helps permeate safety values throughout the

entire system– As a result of cultural influence, employees share in

valuing safety as a priority of the organization.

12

Evidence

© J

oint

Com

mis

sion

Int

erna

tiona

l

13

Set Of Linkages Related To Improvements In Patient Safety In Hospitals

© J

oint

Com

mis

sion

Int

erna

tiona

l

Improving patient safety begins at the top of the

organization with a hospital CEO who possesses a

TFL style, and it empirically demonstrates that the

charismatic-inspirational leadership style is directly

related to a culture of safety within the hospital, which

is tied to the successful implementation of PSI, and

ultimately to improved PSO.

14

© J

oint

Com

mis

sion

Int

erna

tiona

l

These Patient Safety Ooutcomes include :

The reduction in the frequency, severity, and impact of

errors,

As well as

Heightened awareness and understanding of errors

15

© J

oint

Com

mis

sion

Int

erna

tiona

l

References

The patient safety chain: Transformational leadership’s effect on patient

safety culture, initiatives, and outcomes

Kathleen L. McFadden a,*, Stephanie C. Henagan b, Charles R. Gowen IIIb

NAHQ Leadership and Management- Third Edition Q Solutions

Cathy E. Duquette

16

© J

oint

Com

mis

sion

Int

erna

tiona

l

17

Ashraf Ismail, MD, MPH, CPHQ

Managing Director, Middle East Region

Joint Commission International