Clinical Governance, Organisational Culture, Leadership
23 October 2019
Bradfield, T. (2019). Clinical Governance, Organisational Culture, Leadership. (A thesis submitted in partial fulfilment of the degree of Master of Professional Practice at Otago Polytechnic, Dunedin, New Zealand.) [PDF 1.4 KB]
There are an abundance of clinical governance frameworks, tools and processes available to support health care organisations in their responsibilities for quality health care, but they do not bring clinical governance to life. My research affirms people bring clinical governance to life; organisations should focus on cementing the crucial relationship between clinicians, leaders and governance with the aim to improve overall engagement in this complex topic.
Governing boards play a vital role in setting the direction of their organisation. In my study, the clinical governance committee has emerged as pivotal in effecting good governance, providing governing boards with an opportunity to achieve improved insight in their governance role by reconsidering ‘how’ they make decisions.
This study accessed three providers of healthcare services, two not for profit, one government funded. Governance, senior management and senior clinicians participated in this qualitative research; individual interviews, followed up with focus groups, and a literature review provided the narrative and data supporting the conclusions of this study.
Key words: Clinical Governance; Organisational Culture; Leadership.
Teresa Bradfield's thesis was supervised by Margy-Jean Malcolm and Trish Franklin.
This thesis is available under a Creative Commons Attribution-NonCommercial-NoDerivatives licence CC BY-NC-ND 4.0 International