The healthcare industry is a complex and open system that is growing rapidly, and it requires the cooperation of multiple levels of leaders to provide high-quality patient care.(1,2) The healthcare sector also is encountering significant challenges in providing quality care to patients, including escalating costs of care, an effective workforce shortage, and the complexity of current medical practice contexts.(2,3)
Healthcare professionals agree on the need for shared responsibilities and team-based care in providing high-quality care to strengthen the health system, enhance employee and patient satisfaction, and maximize efficiency.(4) Therefore, policymakers and various healthcare professionals have started to focus on various ways of improving care delivery and enhancing collaborative care among healthcare professionals by implementing approaches to enhance the effectiveness of care processes and use the models of integrated care.(5-8)
Collaborative leadership style is a relational approach that promotes coproduction, shared decision-making, interdisciplinary collaboration, and mutual responsibility among healthcare professionals and patients to foster systemic improvement.(9,10) Kovacevic, et al.,(11) investigated the impact of collaborative organizational models on the quality of care and patient safety, and concluded that collaborative leadership models had a beneficial impact on service delivery measures and overall patient outcomes. Other researchers have found that collaborative leadership has the potential to increase such characteristics as staff satisfaction, mutual decision-making, reciprocal respect, and exploration of diverse perspectives.(12,13)
Outcomes such as staff burnout and medical errors are likely to occur in hospitals because of ineffective leadership, although the extent and the manner of these failings still demand investigation. The growing number of patients with a variety of long-term diseases and the corresponding increase in life expectancy have significantly heightened the complexity of the medical environment.(12,14) The possibility of collaborative leadership as a solution to these challenges is promising, because it supports establishing a care culture in organizations to facilitate care, teamwork, shared decision-making, and communication.(15)
Although the advantages of collaborative leadership styles have been established, further research is necessary to evaluate the impact of collaborative leadership on different aspects of healthcare teams and organizations. Prior studies have examined the effect of collaborative leadership on various service delivery indices and patient outcomes.(14,16) However, systematic investigation of collaborative leadership’s contribution to the culture of healthcare, team enabling, performance, and organizational outcomes is still required.
This review focused on the following research question: What is the impact of collaborative leadership on employee empowerment, patient outcomes, and organizational outcomes in healthcare settings for creating a healthy culture of care? By implementing the population, exposure, and outcome framework, this research viewed healthcare teams as the population, collaborative leadership practices as the exposure, and team efficiency and productivity as the outcomes.(17)
Methods
A qualitative systematic review was conducted using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to assess the impact of collaborative leadership on the culture of care in healthcare teams and organizations.(17) The research was guided by the post-positivist paradigm.
Data Source and Literature Search Strategy
An extensive range of search criterion, including key words, Boolean operators with truncations adjusted appropriately for each operator, and subject headings, was applied to locate suitable methodological literature. The search terms contained key words associated with shared, collaborative, or distributive leadership and healthcare settings. The search included the following key words and subject headings: collaborative leadership; cooperative leadership; partnership leadership; teamwork; culture of compassion; and healthcare teams. The search sources were PubMed, Scopus, Web of Science, the Cochrane Central Register of Controlled Trials (CENTRAL), the Cumulated Index in Nursing and Allied Health Literature (CINAHL), and other database searches selected to ensure comprehensive coverage of healthcare literature published in medical and scientific disciplines and interdisciplinary studies.
Peer-reviewed scientific articles were captured that focused on collaborative leadership, especially in the healthcare context, using words related to certain types of collaborative leadership. To measure the impact of collaborative leadership on the culture of care in healthcare teams, the following terms were used in the search: Culture of Care; Culture of Care Model; and collaborative leadership, shared leadership, or distributed leadership. Other, broader terms relating to healthcare teamwork and dynamics were included: team culture and team climate. MeSH terms such as Patient Care Team and Team Climate also were integrated into the search to assist in the searching of papers and literature dealing with the processes of healthcare team dynamics.
Inclusion and Exclusion Criteria
The inclusion criteria consisted of peer-reviewed studies published in English between January 2004 and January 2024 that investigated the impact of collaborative leadership on healthcare teams and culture of care. It included health professionals such as physicians, nurses, pharmacists, health technicians, physiotherapists, and patients (Table 1). Studies in languages other than English were excluded.
Data Analysis
The data analysis method was a narrative synthesis, which was suitable for extracting and analyzing the required information. This approach included describing and analyzing the concepts and topics relevant to collaborative leadership, as well as other ideas that can become part of what healthcare teams represent. In order to evaluate the effectiveness of collaborative leadership in the culture and team, the implementation of collaborative leadership models in healthcare organizations, key characteristics, behaviors, and dynamics were examined. It also reviewed the possible outcomes and implications of professional judgment and shared leadership practices regarding team interactions and productivity.
Quality Assessment and Ethical Considerations
Because the current systematic review was a secondary data analysis, no ethics approval was necessary. However, an ethical assessment was conducted to ascertain whether the ultimately included primary research had previously adhered to ethical guidelines when conducted. None of the included studies reported ethical concerns. The source of the data for the analysis was public domain information and published sources. Quality assessment was conducted using the Critical Appraisal Skills Programme (CASP) tool to evaluate the methodological rigor and dependability of included qualitative research studies.(18)
Results
Study Selection Process
A total of 2460 articles were retrieved; of these, 962 duplicative studies were excluded and 1498 studies remained based on their titles and abstracts. A further 1302 studies were excluded because they either did not relate to the research topic or did not meet the inclusion criteria for the study. The abstracts for the remaining 196 studies were screened again, with 142 further studies excluded for various reasons. Finally, 54 studies were found to be eligible and were included in this systematic review (Figure 1).
Figure 1. A PRISMA flow diagram of our research.
Outcome of Critical Quality Appraisal
The critical quality appraisal was applied to 54 articles to ensure that only those meeting rigorous standards were included in this review. None of these studies have been excluded because of quality issues; all included met the standards criteria outlined by the CASP.(18) Most of the included studies met the appraisal criteria, with scores ranging from 8 to 10, indicating high methodological quality (Table 2).
Characteristics of Included Studies
The 54 studies included in this review were carried out across different geographical regions, as follows: North America (n = 22); Europe (n = 17); Asia (n = 9) Australia/Oceania (n = 4); and South America (n = 2). Participants included physicians, nurses, allied health professionals, and administrative staff who operate in the health sector. According to the methodological classification, there were more qualitative articles (n = 28) compared to quantitative articles (n = 18) and mixed methods articles (n = 8). All the studies explored collaborative leadership within different healthcare settings (Figure 2).
Figure 2. Distribution of studies in various healthcare settings.
Findings Related to Research Questions
This review included studies offering a comprehensive understanding of the effectiveness of this leadership style across various cultures. Each study was assessed based on multiple aspects, such as healthcare team dynamics, the influence of leadership on staff empowerment, and their impact on organizational performance. The data obtained support the implementation of collaborative leadership in improving the existing healthcare settings. Bobbio, et al.,(19) in Italy highlighted that collaborative leadership enhances job satisfaction and engagement. Studies from Iran by Ebrahimzade, et al.,(20) highlighted the value of collaboration in leadership in enhancing interdisciplinary practice and decreasing burnout among healthcare workers. The Canadian studies reported improvement in patient care quality and reduced staff turnover, thus indicating that collaborative leadership can have valuable effects in various healthcare contexts (Table 2).
The collaboration in leadership leads to the creation of a supportive, positive culture in healthcare organizations. For instance, Laschinger, et al.,(21) and Laschinger and Fida(22) in Canada showed that implementing team empowerment measures improves patient and organizational outcomes. Similarly, Baik and Zierler,(23) in the United States, reported that interprofessional team collaborative leadership enhanced the level of cohesiveness, which is crucial for quality healthcare delivery.
The Role of Collaborative Leadership in Fostering a Healthy Healthcare Culture
Overall, the included studies firmly provided evidence about the critical role of collaborative leadership in enhancing the healthcare culture. Shared decision-making, open communication, and mutual understanding between team members fostered feeling of confidence, cooperation, and safety.(24) Gittell, et al.,(25) found that collaborative leadership fostered a work climate in which healthcare staff could actively express ideas and participate in organizational decision-making. This environment was further associated with increased staff satisfaction and lower rates of burnout and turnover.(24,26) Additionally, collaborative leadership practices are considered supportive of a learning culture and enhanced professional practice, while also contributing to the development of quality and healthy work environments.(5,27) Through teamwork and open forums, collaborative leaders encouraged the exchange of best practices and empowered cross-disciplinary teams to share experiences.(2,28)
Influence of Collaborative Leadership on Team Empowerment and Performance
This systematic review indicated that collaborative leadership significantly affects team empowerment and performance within a healthcare context. Several research studies proved that if leaders invited subordinates to participate in effective decision-making processes and acknowledged the importance of their opinions, they all felt more empowered.(26) Merrill(29) noted that empowered high-performance teams were observed to be more motivated, innovative, and committed to collective goals. Collaborative leadership also was found to foster positive interactions among team members and enhance teamwork, leading to improved clinical performance.(28) Furthermore, studies have linked collaborative leadership with strengthened communication, reduced rates of medical errors, decreased patient length of stay, and higher levels of patient satisfaction.(2,19,30)
Impact of Collaborative Leadership on Patient Outcomes and Organizational Performance
This systematic review’s quantitative and qualitative research synthesis showed that collaborative leadership positively affected patients and organizational performance. Research showed that when healthcare organizations have leaders who are devoted to collaboration among professionals, adverse incidents and patient harm are reduced, while the quality of care is also enhanced.(31) Gittell, et al.,(25) found that collaborative leadership improved the effectiveness of evidence-based practice, compliance with clinical references, overall patient outcomes, and healthcare costs. Also, a higher level of organizational leadership culture for collaboration yielded higher patient satisfaction and better scores in patient experience.(26) According to Merrill,(29) practices in collaborative leadership were correlated with higher levels of organizational productivity, greater effectiveness in the use of resources, and an overall increase in organizational performance in terms of finances.
Discussion
This study sought to explore the impact of collaborative leadership practice in creating a healthy workplace culture, increasing team empowerment and performance, and measuring patient and organizational outcomes. The key findings from this research were that collaborative leadership leads to a positive healthcare culture. Consistently, shared decision-making, transparent communication, and mutual trust strengthened the culture of working together, embracing constant change, and improving patients’ best interests.
The current study found that a collaborative leadership style enhanced the level of empowerment and the team’s performance. A review of the literature established that collaborative leadership benefited both patients and organizational performance. Collaborative approaches to leadership were linked with improved patient satisfaction, fewer hospital readmissions, protocol compliance, and increased total organizational effectiveness.(32) The review also detailed approaches to how teamwork with collaborative leaders can be implemented to boost employee fulfillment. Such features included clearly defined roles; clear communication channels; frequent team meetings; training improvement programs; and a wholesome organizational culture of encouraging and rewarding collaborative leadership.(33)
Interpretation of Results in the Context of Existing Literature
The findings of this systematic review align with existing literature on collaborative leadership in healthcare organizations. From prior research findings, it is evident that leadership integrates effectively in almost all areas of healthcare delivery, including patient safety, care delivery, and staff welfare.(34,35) The findings of this review regarding the role of collaborative leadership in fostering a healthy organizational culture are consistent with the findings of Cummings, et al.,(5) who emphasized the importance of the style of leadership in shaping and reinforcing organizational culture.
According to the publications examined in this review, collaborative leadership enhances the quality of patient outcomes in terms of satisfaction, safety from adverse events, and optimal utilization of resources in health organizations.(4,36) In addition, the details of the association between collaborative leadership, patient care, and organizational effectiveness are consistent with studies that address the importance of effective teamwork with good cooperation and communication in promoting patient safety.(37) When collaborative leadership models are used, they can increase knowledge and compliance with clinical standards, decrease medical errors, and improve the overall performance of an organization.(14)
To offer a simple perspective on healthcare leadership and organizational culture, it is essential to analyze the strengths and weaknesses of each study. A survey by Alderwick, et al.,(1) explained how joint partnerships and coordination between organizations would improve public health. However, the study also revealed that the effectiveness of collaborations is contingent upon the context between the coordinating actors and the partners involved. The setting of healthcare requires varying strategies for collaboration, and this variability represents a problem.
Although this is not always the case, the recognition of these differences can assist in targeting collaborative input in a manner that is more context-sensitive. However, it might require broader applicability. Additionally, Wong, et al.,(4) observed leadership outcomes beneficial in improving the quality of nursing care, noting a causal connection between strong leadership and enhanced quality and safety in patient care. These results supported the need for effective leadership among teams of nurses; however, the focus of the study on the nursing profession needs to be more robust in generalizing its findings in other healthcare spheres.
Strengths and Limitations of the Systematic Review
The systematic review was conducted in accordance with established guidelines. A comprehensive electronic literature search was performed using defined inclusion and exclusion criteria, and the quality of the included studies was assessed following a structured methodological framework. The selected qualitative, quantitative, mixed-method, and systematic review studies provided substantial information from diverse perspectives.
However, several limitations warrant consideration. First, the search was restricted to English-language publications, which might have resulted in the omission of relevant literature in other languages. Second, the review’s focus on collaborative leadership within healthcare might limit the direct applicability of its findings to other sectors.(38) Furthermore, the heterogeneity of the included studies, with variations in design, setting, and measured outcomes, precluded a quantitative meta-analysis.
Implications of Practice
Promoting Collaborative Leadership in Healthcare Organizations
The findings of this systematic review underscore the importance of advancing a collaborative leadership culture in healthcare settings. Healthcare leaders and senior staff should adopt systems that promote shared decision-making and partnership among team members. Strategies to foster collaborative leadership may include:
Providing training programs for staff and learners to develop collaborative leadership competencies among healthcare managers.(33)
Implementing teamwork fundamentals such as interdisciplinary rounds, teamwork huddles, and regular sub-team meetings to encourage collaboration.(34,39)
Cultivating an organizational culture that recognizes and reinforces cooperative leadership behaviors.(40)
Developing Collaborative Leadership Skills in Healthcare Professionals
In addition to organizational initiatives, it is essential to equip healthcare professionals with the skills needed to engage in and lead collaborative teams. This can be achieved through the following approaches:
Integrating interprofessional education and collaborative leadership training into healthcare curricula and professional development programs.(41)
Supporting continuous learning in areas such as interpersonal communication, conflict resolution, and teamwork to enhance collaborative effectiveness.(40)
Recognizing and rewarding exemplary collaborative leadership practices to reinforce positive outcomes and promote a culture of shared accountability.(42)
Creating a Culture of Care Through Collaborative Leadership
Modern healthcare organizations require leaders who can leverage collaborative approaches to foster a culture of care, a framework centered on patient alignment, continuous improvement, and partnership to deliver safe, high-quality, person-centered care.(6)
To cultivate such a culture, organizations should:
Align organizational policies, decision-making processes, and cultural values with the principles of collaborative leadership and patient-centered care.
Encourage respectful professional relationships that value diversity and inclusiveness among team members.(11)
Implement performance evaluation and incentive systems that prioritize and reward collaboration, teamwork, and the achievement of shared goals.
Recommendations for Future Research
Although this systematic review offers valuable insights into the role of collaborative leadership in healthcare, several areas warrant further investigation.
Prospective research is needed to assess the long-term effects of collaborative leadership on patient outcomes, staff well-being, and organizational performance. Such studies could help determine the sustainability and evolving impact of collaborative practices over time.(43)
Research should examine the specific pathways through which collaborative leadership affects team climate, information sharing, and decision-making processes. A deeper understanding of these mechanisms can inform more targeted leadership interventions.(43)
Future studies should explore how organizational culture, leadership behaviors, and team dynamics interact to shape the effectiveness of collaborative leadership. This would aid in tailoring leadership models to diverse healthcare settings.(43)
Finally, there is a need to develop and validate clear metrics and diagnostic models for assessing collaborative leadership competencies and team effectiveness, grounded in empirical evidence.(43)
Conclusions
This systematic review has provided a comprehensive analysis of how collaborative leadership influences organizational culture, teamwork, and performance outcomes in healthcare. The findings underscore the significant role of collaborative leadership in fostering a positive organizational climate, strengthening team dynamics, and, ultimately, enhancing both patient outcomes and institutional effectiveness. The synthesis of evidence highlighted the critical importance of practices such as shared decision-making, open communication, and mutual trust in building a cohesive, learning-oriented, and patient-centered culture. These elements have been consistently linked to stronger team performance, improved care quality, and greater organizational efficiency. The review further identified actionable measures to sustain collaborative teamwork in daily operations, including clarifying roles and responsibilities, encouraging transparent communication, facilitating shared decision-making processes, providing consistent support and feedback, and recognizing team achievements.
References
Alderwick H, Hutchings A, Briggs A, et al. The impacts of collaboration between local health care and non-health care organizations and factors shaping how they work: a systematic review of reviews. BMC Public Health. 2021;21(1). doi:10.1186/s12889-021-11122-y
Spanos S, Leask E, Patel R, et al. Healthcare leaders navigating complexity: a scoping review of key trends in future roles and competencies. BMC Med Educ. 2024;24(1). doi:10.1186/s12909-023-04658-4
Carayon P, Hundt AS, Manser T. Complexities of healthcare work: a systems approach. In: Carayon P, Hundt AS, Manser T, eds. Handbook of Healthcare Systems Engineering and Human Factors. Springer; 2020:3-22.
Wong CA, Cummings GG, Ducharme L. The relationship between nursing leadership and patient outcomes: a systematic review update. J Nurs Manag. 2013;21:709-724. doi:10.1111/jonm.12116
Cummings GG, Tate K, Lee S, et al. Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. Int J Nurs Stud. 2018;85:19-60. doi:10.1016/j.ijnurstu.2018.04.016
De Brún A, Anjara S, Cunningham U, et al. The Collective Leadership for Safety Culture (Co-Lead) team intervention to promote teamwork and patient safety. Int J Environ Res Public Health. 2020;17:8673. doi:10.3390/ijerph17228673
De Brún A, McAuliffe E. “When there’s collective leadership, there’s the power to make changes”: a realist evaluation of a collective leadership intervention (Co-Lead) in healthcare teams. J Leadersh Organ Stud. 2022;30(2):155–172. https://doi.org/10.1177/15480518221144895
Restivo V, Minutolo G, Battaglini A, et al. Leadership effectiveness in healthcare settings: a systematic review and meta-analysis of cross-sectional and before–and–after studies. Int J Environ Res Public Health. 2022;19(17):10995. doi:10.3390/ijerph191710995
Dickinson H, Brown A, Robinson S, et al. Building collaborative leadership: a qualitative evaluation of the Australian Collaborative Pairs trial. Health Soc Care Community. 2022;30(2):509-518. https://doi.org/10.1111/hsc.13151
Okpala P. Increasing access to quality healthcare through collaborative leadership. Int J Healthc Manag. 2017;13:229-235. https://doi.org/10.1080/20479700.2017.1401276
Kovacevic L, Naik R, Lugo-Palacios DG, et al. The impact of collaborative organisational models and general practice size on patient safety and quality of care in the English National Health Service: a systematic review. Health Policy. 2023;138:104940. doi:10.1016/j.healthpol.2023.104940
Silva JAM, Mininel VA, Agreli HF, et al. Collective leadership to improve professional practice, healthcare outcomes, and staff well-being. Cochrane Database Syst Rev. 2022;2022(10). doi:10.1002/14651858.CD013684.pub2
Guba EG, Lincoln YS. Competing paradigms in qualitative research. In: Denzin NK, Lincoln YS, eds. Handbook of Qualitative Research, 1st ed. Thousand Oaks, CA: Sage Publications, Inc.; 1994:105-117.
Orchard CA, Sonibare O, Morse A, et al. Collaborative leadership, part 1: the nurse leader’s role within interprofessional teams. Nurs Leadersh. 2017;30(2):14-25. doi:10.12927/cjnl.2017.25156
Embree JL, Wagnes L, Hendricks S, et al. Empowering nurses to lead interprofessional collaborative practice environments through a nurse leadership institute. *J Contin Educ Nurs. * 2018;49(2):61-71. doi:10.3928/00220124-20180116-06
Munn Z, Stern C, Aromataris E, et al. What kind of systematic review should I conduct? A proposed typology and guidance for systematic reviewers in the medical and health sciences. BMC Med Res Methodol. 2018;18(1). doi:10.1186/s12874-017-0468-4
Page MJ, Mckenzie JE, Bossuyt PM, et al. The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. BMJ. 2021;372:n71. doi:10.1136/bmj.n71
Critical Appraisal Skills Programme (CASP). CASP Checklists. https://casp-uk.net/casp-tools-checklists/ . Accessed July 11, 2024.
Bobbio A, Bellan M, Manganelli AM. Empowering leadership, perceived organizational support, trust, and job burnout for nurses. Health Care Manag Rev. 2012;37(1):77-87. doi:10.1097/HMR.0b013e31822242b2
Ebrahimzade N, Mooghali A, Lanakarani KB, et al. Relationship between nursing managers’ leadership styles and nurses’ job burnout: a study at Shahid Dr. Faghihi Hospital, Shiraz, Iran. Shiraz E-Med J. 2015;16(8). doi:10.17795/semj23289
Laschinger HK, Wong CA, Cummings GG, et al. Resonant leadership and workplace empowerment: the value of positive organizational cultures in reducing workplace incivility. Nurs Econ. 2014;32(1):5-15.
Spence Laschinger HK, Fida R. New nurses’ burnout and workplace wellbeing: the influence of authentic leadership and psychological capital. Burnout Res. 2014;1(1):19–28. doi:10.1016/j.burn.2014.03.002
Baik D, Zierler B. Clinical nurses’ experiences and perceptions after the implementation of an interprofessional team intervention: a qualitative study. J Clin Nurs. 2018;28:430-443. doi:10.1111/jocn.14633
Hult M, Terkamo-Moisio A, Kaakinen P, et al. Relationships between nursing leadership and organizational, staff, and patient outcomes: a systematic review of reviews. Nurs Open. 2023;10:5920–5936. doi:10.1002/nop2.1801
Gittell JH, Seidner ROB, Wimbush J. A relational model of high-performance work systems. Acad Manag Proc. 2008;2008(1):1-6. doi:10.5465/AMBPP.2008.33632612
Boamah SA, Laschinger HK, Wong C, et al. Effect of transformational leadership on job satisfaction and patient safety outcomes. Nurs Outlook. 2018;66:180-189. doi:10.1016/j.outlook.2017.10.004
Tsai Y. Relationship between organizational culture, leadership behavior, and job satisfaction. BMC Health Serv Res. 2011;11(1). doi:10.1186/1472-6963-11-98
Gottlieb LN, Gottlieb B, Bitzas V. Creating empowering conditions for nurses with workplace autonomy and agency: how healthcare leaders could be guided by strengths-based nursing and healthcare leadership (SBNH-L). J Healthc Leadersh. 2021;13:169-181. doi:10.2147/JHL.S316951
Merrill KC. Leadership style and patient safety. J Nurs Adm. 2015;45(6):319–324. doi:10.1097/NNA.0000000000000207
Laschinger HKS, Borgogni L, Consiglio C, et al. The effects of authentic leadership, six areas of work life, and occupational coping self-efficacy on new graduate nurses’ burnout and mental health: a cross-sectional study*. Int J Nurs Stud.* 2015;52:1080-1089. doi:10.1016/j.ijnurstu.2015.03.002
Tandan M, Dunlea S, Cullen W, et al. Teamwork and its impact on chronic disease clinical outcomes in primary care: a systematic review and meta-analysis. Public Health. 2024;229:88-115. doi:10.1016/j.puhe.2024.03.005
Richardson A, Storr J. Patient safety: a literature review on the impact of nursing empowerment, leadership and collaboration. Int Nurs Rev. 2010;57(1):12–21. doi:10.1111/j.1466-7657.2009.00757.x
Edmondson AC, Higgins M, Singer S, et al. Understanding psychological safety in health care and education organizations: a comparative perspective. Res Hum Dev. 2016;13(1):65-83. doi:10.1080/15427609.2016.1141280
Willgerodt MA, Balakeney EA, Summerside N, et al. Impact of leadership development workshops in facilitating team-based practice transformation. J Interprof Care. 2019;34(1):76-86. doi:10.1080/13561820.2019.1636005
World Health Organization (WHO). Framework for Action on Interprofessional Education & Collaborative Practice. Geneva: WHO; 2010. www.who.int/publications/i/item/framework-for-action-on-interprofessional-education-collaborative-practice . Accessed July 11, 2024.
Ystaas LMK, Nikitara M, Ghobrial S, et al. The impact of transformational leadership in the nursing work environment and patients’ outcomes: a systematic review. Nurs Rep. 2023;13:1271-1290. doi:10.3390/nursrep13030115
Lingard L. Communication failures in the operating room: an observational classification of recurrent types and effects. BMJ Qual Saf. 2004;13:330-334. doi:10.1136/qshc.2003.008425
Manser T. Teamwork and patient safety in dynamic domains of healthcare: a review of the literature. Acta Anaesthesiol Scand. 2009;53:143-151. doi:10.1111/j.1399-6576.2008.01717.x
Wei H, Roberts P, Barber C, et al. A culture of caring: the essence of healthcare interprofessional collaboration. J Interprof Care. 2019;34:324-331.
Cho E, Lee NJ, Kim EY, et al. Nurse staffing level and overtime associated with patient safety, quality of care, and care left undone in hospitals: a cross-sectional study. Int J Nurs Stud. 2016;60:263-271. doi:10.1016/j.ijnurstu.2016.05.009
Brashers V, Haizlip J, Owen JA. The ASPIRE Model: grounding the IPEC core competencies for interprofessional collaborative practice within a foundational framework. J Interprof Care. 2020;34(1):128-132. doi:10.1080/13561820.2019.1636006
Edmondson AC, Lei Z. Psychological safety: the history, renaissance, and future of an interpersonal construct. Annu Rev Organ Psychol Organ Behav. 2014;1(1):23-43. doi:10.1146/annurev-orgpsych-031413-091305
Morello RT, Lowthian JA, Barker AL, McGinnes R, Dunt D, Brand C. Strategies for improving patient safety culture in hospitals: a systematic review. BMJ Qual Saf. 2012;22(1):11-18. doi:10.1136/bmjqs-2011-000582
Nyberg J, Hemberg J. Care leaders’ experiences of collaboration between healthcare professions in primary care: an explorative qualitative study. Int J Caring Sci. 2021;14(1):3-13.