© Joint Commission International 1 The Role Of Transformational Leadership In Patent Safety Medhealth Cairo March 2013 Ashraf Ismail, MD, MPH, CPHQ Managing Director, Middle East Region Joint Commission International

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International Components of Transformational Leadership 4

© Joint Commission International Four Components Of The Transformational Leadership 1.Inspirational Motivation 2.Idealized Influence 3.Individualized Consideration And 4.Intellectual Stimulation 5

© Joint Commission International Transformational Leadership & Patient Safety 6

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International  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

© Joint Commission International 13 Set Of Linkages Related To Improvements In Patient Safety In Hospitals

© Joint Commission International  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

© Joint Commission International 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

© Joint Commission International 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

© Joint Commission International 17 Ashraf Ismail, MD, MPH, CPHQ Managing Director, Middle East Region Joint Commission International