The Responsive Leadership Intervention

The Responsive Leadership Intervention (RLI) is a multi-faceted intervention aimed at improving leadership and individualized care in long-term care | Geriatric Nursing

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We evaluated the influence of the RLI on

  1. Responsive leadership practices by team leaders
  2. Health care aides’ (HCAs) self-determination
  3. HCAs’ perceived ability to provide individualized care.

Change from baseline to 1-month post-intervention was greater in the intervention group than control group for Individualized Care (IC) (p = 0.001), but not for Self Determination (p = 0.26).

Perceived levels of responsive leadership was greater following the intervention among participants with baseline measures that were less than the median (p = 0.007), but not if greater.

At 3-months post-intervention, the intervention group retained 32% of the difference from control in IC, and 49% of the difference from control in responsive leadership; at 6-months post-intervention, 35% and 28%, respectively. The RLI is a feasible method for improving responsive leadership practices and individualized care.

Full reference: Caspar, S. et al. (2017) The Responsive Leadership Intervention: Improving leadership and individualized care in long-term care. Geriatric Nursing. DOI: 10.1016/j.gerinurse.2017.04.004

Leading Across The Health And Care System: Lessons From Experience

This paper offers those who are leading new systems of care some guidance on how to address the challenges they face| The King’s Fund

Leading health

Image source: The King’s Fund

As the NHS seeks to move away from competition towards integration and to develop new models of care, individuals and organisations across the health and care system need to learn to work together to make the best use of collective skills and knowledge.

Part of our Leadership in action series, this paper offers those who are leading new systems of care some guidance on how to address the challenges they face. It draws on the Fund’s work on the development of new care models, sustainability and transformation plans, and accountable care organisations. It is also informed by the experience of people who have occupied system leadership roles and draws on case studies from our research and organisational development work.

Read the full report here