Impact of a compassionate care leadership programme

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dc.contributor.authorSaab, Mohamad M.
dc.contributor.authorDrennan, Jonathan
dc.contributor.authorCornally, Nicola
dc.contributor.authorLanders, Margaret
dc.contributor.authorHegarty, Josephine
dc.contributor.authorSavage, Eileen
dc.contributor.authorLunn, Cora
dc.contributor.authorCoffey, Alice
dc.date.accessioned2019-08-15T11:53:51Z
dc.date.available2019-08-15T11:53:51Z
dc.date.issued2019-06-12
dc.date.updated2019-08-15T11:50:17Z
dc.description.abstractCompassionate care delivery enhances patient satisfaction and quality of life and reduces nurse burnout. This study measured the perceptions of nursing and midwifery leaders regarding the impact of the ‘Leaders for Compassionate Care Programme’ on their personal development, learning experience, service and care delivery, programme quality, and satisfaction with the programme. Seventy-nine leaders were surveyed using the Leaders for Compassionate Care Outcomes Evaluation Questionnaire and the Leaders for Compassionate Care Evaluation Questionnaire. Participants' perceived ability to support peer learning, manage conflict, and build trust with patients increased significantly following the programme (P≤0.001). Over 80% of participants reported that they were able to apply to practice what they had learnt from the programme and reported an increase in their motivation to lead in compassionate care delivery. Various strategies are needed to improve compassionate care leadership and further research is needed to explore the long-term impact of the programme.en
dc.description.statusPeer revieweden
dc.description.versionAccepted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationSaab, M. M., Drennan, J., Cornally, N., Landers, M., Hegarty, J., Savage, E., Lunn, C. and Coffey, A. (2019) 'Impact of a compassionate care leadership programme', British Journal of Nursing, 28(11), pp. 708-714. doi: 10.12968/bjon.2019.28.11.708en
dc.identifier.doi10.12968/bjon.2019.28.11.708en
dc.identifier.endpage714en
dc.identifier.issn0966-0461
dc.identifier.issued11en
dc.identifier.journaltitleBritish Journal of Nursingen
dc.identifier.startpage708en
dc.identifier.urihttps://hdl.handle.net/10468/8326
dc.identifier.volume28en
dc.language.isoenen
dc.publisherMark Allen Healthcareen
dc.relation.urihttps://www.magonlinelibrary.com/doi/abs/10.12968/bjon.2019.28.11.708
dc.rights© 2019 MA Healthcare Ltd. This document is the Accepted Manuscript version of a Published Work that appeared in final form in the British Journal of Nursing copyright © MA Healthcare, after peer review and technical editing by the publisher. To access the final edited and published work see https://doi.org/10.12968/bjon.2019.28.11.708en
dc.subjectCompassionen
dc.subjectCareen
dc.subjectLeadershipen
dc.subjectMidwiferyen
dc.subjectNursingen
dc.subjectProfessional developmenten
dc.subjectProgramme evaluationen
dc.titleImpact of a compassionate care leadership programmeen
dc.typeArticle (peer-reviewed)en
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