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- W2339182982 abstract "Safety is a growing global phenomenon reaching crisis proportions. In spite of regulatory mandates, pressure from consumer groups, and organisational initiatives, a 10-year followup report card in the USA indicates little improvement is being made to alleviate preventable patient harm (Wachter, 2010). Increasing evidence indicates organisational leadership at the front lines of care is essential to achieve change; leadership commitment to creating a safety culture reinforces a safety mindset amongst all staff and helps develop behaviours necessary to achieve improvements. Safety is closely linked to attitudes and behaviour, and prevailing mindsets across the care team are integral to culture at both the unit and the organisational level. Still, attitudes and behaviours are difficult to change; new competency models can expand capacity for nurses to develop emotionally intelligent leaders who help lead organisational change in developing and supporting cultures of safety (Armstrong and Sherwood, 2012; Horton-Deutsch and Sherwood, 2008). This perspective examines leadership strategies for creating a culture of patient safety within a learning organisational structure and describes the six core quality and safety competencies from the Quality and Safety Education for Nurses project (Cronenwett et al., 2007) to prepare all staff with the knowledge, skills and attitudes that shape unit safety culture." @default.
- W2339182982 created "2016-06-24" @default.
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- W2339182982 date "2015-12-01" @default.
- W2339182982 modified "2023-09-30" @default.
- W2339182982 title "Perspectives: Nurses' expanding role in developing safety culture: Quality and Safety Education for Nurses – competencies in action" @default.
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- W2339182982 doi "https://doi.org/10.1177/1744987115621142" @default.
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