Introduction

Reflecting on advancements in the context of the healthcare industry, it is crucial to note that leadership has never been as essential as it is today (Hermes et al., 2020). Evidence-Based Leadership (EBL) is a practice derived from the medical field and implies the decision-making process based on evidence (Renolen et al., 2020). This approach ensures that the leadership practices are informed by research and at the same time, client centered in the care of the patients, as well as organizational centered in the functioning of the healthcare facility.

The relevance of this approach is due to the fact that it fosters accountability and improvement culture within the organization as pointed out by Kokshagina (2021). Leaders who adopt research-informed approaches can make a positive impact on their teams, improve confidence, and foster trust (Graham and Woodhead, 2021). This method not only helps to improve the quality of patient care but also contributes to staff development and satisfaction.

Additionally, the use of modern evidence in leadership practices guarantees the relevance and efficiency of the decisions made (Groves and Feyerherm, 2022). Leaders who keep abreast with the current research are in a better position to manage the challenges of the health care system. They can practice evidence-based innovative strategies that are effective to meet the current and future needs of the patients and healthcare organizations.

Accessing Contemporary Evidence Sources

Medical and Healthcare Databases are primary resources, providing vast collections of peer-reviewed articles, systematic reviews, and clinical guidelines for evidence-based leadership.

PubMed, available through the U. S. National Library of Medicine, is a primary resource for finding biomedical information (Sayers et al., 2022). It contains more than 30 million references from Medline, life science journals, and other online books. One of the major advantages of PubMed is that it enables users to carry out highly refined searches by publication date, article type, and content, which makes it a valuable resource for leaders who require up-to-date information. This broad coverage guarantees access to a wide range of studies, including clinical trials, meta-analyses, and others that shape leadership strategies and decisions.

Another essential database is CINAHL (Cumulative Index to Nursing and Allied Health Literature) helpful for nurses and other allied health workers (Lucas et al., 2021). It is a major source of literature in nursing, biomedicine, health sciences librarianship, allied health, consumer health and 17 allied health specialties. It is comprehensive as well with over 770 journals indexed and its indexing is very stringent to provide high quality and relevant literature (Lucas et al., 2021). For the healthcare leaders, it provides an understanding of the existing practices and new ideas in the areas of patient care and staff management.

The Cochrane Library is particularly famous for its systematic reviews, which combine data from many studies to provide high-level evidence on the effectiveness of healthcare interventions (Cumpston et al., 2022). Cochrane Reviews are also up to date with the latest information and practices that are available in the literature. These reviews are therefore helpful to policy makers and health care administrators because they offer specific suggestions that can be put into practice.

The Cochrane methodology and the coverage of reviews ensure that leadership decisions are made from the best available evidence. Using these databases, the healthcare leaders can come across with a range of evidences that may support their decisions. Hence, it is crucial to seek the most up-to-date information that can effectively address the strategies which are helpful in the current health care system.

Professional Organisations are useful in sharing the current knowledge because they provide material in the form of journals and other tools that provide information on current practices, trends, and new ideas in healthcare management.

The American College of Healthcare Executives (ACHE) is a professional association of health care managers and administrators; it offers journals, books, and white papers on relevant health care management and leadership issues (Perez, 2021). ACHE’s official publication is the Journal of Healthcare Management; it contains articles that have been reviewed and approved by other practitioners in the field as well as academic writers, and the topics covered range from strategic planning to quality improvement. Leaders find them very useful especially when they need to be in touch with new information regarding their line of work. ACHE also provides opportunities for leaders to engage in continuing education and professional development to enhance their performance.

Furthermore, the National Health Service (NHS) in the United Kingdom can also be considered as a source of modern references (Maniatopoulos et al., 2020). The NHS has a wealth of guidelines and policy papers, research reports and documents that provide guidance to leaders in the healthcare field to deliver quality care. The NHS Leadership Academy provides support and initiatives that are designed to improve leadership and the adoption of best practice. With these resources in place, leaders can go further back and learn about what works in practice considering the literature published in scholarly journals. This quest to deliver high quality care to patients is the reason why NHS is a rich source of information for health care managers locally and internationally.

Top UK Assignment Cities

Besides providing essential journal and magazine, professional organisations play vital social career roles and responsibilities. These organisations provide leadership conferences, webinars, and workshops to allow a leader to meet and engage with his or her peers and gain insights from other leaders and specialists in that particular sector (Sayers et al., 2022). The notion of collaboration also improves in the sharing of information and knowledge; practice is conducted based on research findings.

The NHS Leadership Academy produces guidance and resources for leadership, as well as programmes to underpin the use of evidence. By use of these resources, leaders have the opportunity of searching for strategies that have been found to be effective. This is why the NHS is a valuable source of information for healthcare leaders because the organisation seeks to improve itself continually.

The aforementioned organizations not only provide educational resources in the form of publications, but also networking and professional advancement opportunities. These organizations conduct conferences, webinars and workshops in which leaders can sit together with other leaders, share their experience and listen to the experts (Sayers et al., 2022). Such a collaborative setting fosters the exchange of information and assists in the adoption of benchmark practices.

Evidence-Based Leadership Frameworks

In addition to the existing guidelines, the leaders in the healthcare field can also refer to the frameworks provided by the reputable institutions to successfully implement the EBPs. These frameworks provide a number of procedures by which the research knowledge is implemented to leadership practice to avoid the fact that the decisions being made are random.

The National Center for Healthcare Leadership (NCHL) provides the Competency Model which is an elaborate model concerning skills and competencies of leaders in this field (Garman et al., 2020). The leadership competencies described in this framework include strategic direction, management of talent and performance management among others. Thus, with the help of this model, leaders can identify and strengthen the necessary competencies for the correct and efficient use of the above practices.

Also, there is the Huron Consulting Group that offers the framework called the Evidence-Based Leadership (EBL). This framework has been developed based on the concept of behaviour adjustment to enhance the patient’s care and the organisation’s efficiency based on the evidence as outlined by Goldberg (2020). This framework of leadership is done based on the goal, behaviour as well as the process congruence in order to ensure that leadership practices are well done and are in order. It also fosters accountability structure where leaders and staff have to explain how they were able to realize the given success targets. It may also be used by leaders to develop a deliberate climate of improvement and of obtaining high performances.

Thus, using the above frameworks, one can define the practices that should be followed by healthcare leaders. They provide clear instructions on how the evidence should be assessed, how to implement the use of the evidence and the accountability, as well as ways of enhancing the practice. With the help of these frameworks, the healthcare leaders can develop their skills in order to improve the functioning in the constantly changing and more and more complex healthcare system.

Implementing Evidence-Based Leadership in Practice

Identifying Relevant Evidence: Firstly, leaders are expected to determine what types of evidence practice is most beneficial and of great quality within the specified context (Williams et al., 2020). This involves analysing medical and healthcare databases in order to identify peer reviewed articles, systematic reviews, and clinical guidelines.

Critical Appraisal: There is the need to deliberate over potential evidence that can be found and their admissibility in a given scenario (Kitson et al., 2021). Thus, further steps include evaluating the methodological quality and general applicability of the presented studies to the organizational setting.

Synthesis and Integration: In the context of the evidence-based practice, leaders require finding ways of understanding the results and implementing the learning into practice (Kitson et al., 2021). It can also present the need to define new policies, alter prevailing policies or promulgation of new practices based on research insights.

Training and Development: These are crucial in ensuring that personnel are able to use EBP as intended (Tucker et al., 2021). It entails providing skills and knowledge development both in initial stages and during the working process to guarantee the proper level of training and the presence of the necessary knowledge.

Monitoring and Evaluation: Finally, leaders should check that all the practices implemented in the processes are reviewed constantly for efficiency (Lucas et al, 2021). This involves the acquisition of relevant details, evaluation of outcomes, and adjustment of activities if a better outcome can be achieved.

In this way, healthcare leaders would be assured that their practices are based only on sound research evidence that can be localized to their own settings. This not only affects positively on the quality of services that the patients are likely to receive from the organization, but its productivity and the morale of the employees as well.

Analysing and Applying Critical Evidence in Leadership Practice

EBL involves enhancing the ability to appraise evidence, assimilate information from various sources, and applying efficient implementation strategies (Olga Viktorovna et al., 2022)). All of them are important for maintaining the continuous improvement and for making the leadership practices evidence-based.

Critical Appraisal Skills

A systematic approach of analyzing research information with the aim of establishing its usefulness, applicability and credibility is critical appraisal (Long et al., 2020). This skill is very important in the current health care setting because the professional is able to make informed choices and not based on his or her feelings or assumptions.

The ability to determine the quality of research, the approach used, and the potential for such biases or the dependability of the findings are critical skills for leaders. As Newman and Gough (2020) have mentioned, the CASP (Critical Appraisal Skills Programme) checklists are one among a range of useful approaches. Long et al. (2020) states that these are helpful for assessing qualitative papers, systematic reviews and meta-analysis, and RCTs. So, it can provide leaders with an idea of the quality and relevance of the evidence through its systematic application.

New findings can be just as beneficially examined when using SWOT Analysis, which is one of the tools for strategic planning (Mays and Pope, 2020). Leaders can evaluate evidence on the basis of how important it is and how well-supported it is in relation to what has been unveiled about strengths and weaknesses. For example, a strength of study is the inclusion of clinical trial data for a new intervention. However, these studies may face some drawbacks if the number of patients included in the studies was relatively small (Newman and Gough, 2020).

Integrative approach takes different findings towards coming up with general strategies that can work in an organization depending on its goals and challenges (Toronto and Remington, 2020). This broad perspective guarantees that leadership decisions are made comprehensively and with consideration of various sources of information. Leaders need to have the ability to integrate evidence from different studies and sources. This includes integration of information from various research articles, guidelines, and opinions on the topic under study (Renolen et al., 2020). Of these, systematic reviews and meta-analyses are especially useful as they pool data across many studies, thereby offering greater evidence (Prill et al., 2021). In this way, the information presented can be used to create strategies that are not only grounded in research but also tailored to the specific context.

After the evidence is accumulated, the leaders need to turn the evidence into practical solutions. This calls for understanding of the goals of the organization and the unique problems involved. For instance, if studies show that transformational leadership enhances staff satisfaction and patients’ status, Leaders should create training schemes to foster such behaviors in their subordinates (Kokshagina, 2021). Moreover, the use of research findings in policy making ensures that the practices in an organization are informed by current research.

Get Assignment Help for Top Subjects

Implementation Techniques

EBP entails the use of practical ways to execute the strategies, assess the results and adapt appropriately. This helps in the implementation of effective interventions that are supported by research findings and their continued use in the future (Groves and Feyerherm, 2022).

There are several practical ways that can be used to apply the evidence in health care facilities. Patient and staff rounding for instance entails frequent visits by leaders to the clinical areas with a view of interacting with the staff and patients (Real et al., 2020). This practice also assists in obtaining timely feedback and shows customers that quality and safety are a priority. Other important processes that are employed to ensure that best practices are observed on the ground include checking and confirming vital signs and medication administration, also practicing safety measures. These practices assist in keeping high standards of care and hence result in enhanced outcomes of the patient.

Regular Review and Adjustment is important for leaders to continuously make improvements in their practices as a way of practicing evidence-based leadership (Newman and Gough, 2020). Leaders must periodically evaluate the results of the actions taken to determine their efficiency. This is done by collecting information relating to the KPIs, the trends and then arriving at some decisions. For instance, when a new Patient Safety policy is implemented, various indicators such as; incidence of adverse events and patient satisfaction must be monitored by leaders (Dreiher et al., 2020). From this perspective, leaders can identify the domains which require enhancements in order to further develop the strategy and make it more useful in the future.

However, for evidence-based leadership to be most effective, they have to be grounded in the culture of the organization (Ost et al., 2020). This requires encouraging a culture of learning and improvement. Organisations can enhance this through encouraging the staff to use evidence, training the staff on how to appraise the evidence and creating platforms where the evidence and its implications are discussed. Incorporating evidence-based practice as a core value means that the leaders are making sure that their team is always learning and growing according to the evidence.

Challenges in Interpreting and Utilizing Evidence

The advantages of evidence-based leadership are well understood, though there are several barriers that can hinder the process of evidence analysis and application. Awareness of these issues is critical for healthcare executives to overcome them effectively.

Accessibility of Evidence: A major barrier is the availability of good quality information. Every healthcare organization does not subscribe to major medical databases or have access to latest research publications (Hulsen, 2020). Leaders need to go out and look for it, perhaps through partnerships with universities or through personal and professional connections.

Time Constraints: The dynamic nature of the healthcare system means that there is little time for leaders to spend reviewing evidence (Biddle et al., 2020). To overcome this challenge, there is a need to find ways of creating efficient ways of updating oneself such as daily briefings on new research findings or assigning the evidence review to a separate team.

Resistance to Change: The use of research-based practices involves modifications in standard procedures and practices, which may be opposed by employees (Biddle et al., 2020). Leaders have to be competent in change management, where they involve employees through communication, training, and assurance.

Keeping Up with New Evidence: The number of published articles in healthcare is ever increasing, which makes it difficult to keep abreast with the up-to-date literature (Aveyard et al., 2021). Leaders can counter this by establishing mechanisms that provide periodic updates like subscribing to journals, attending conferences, and engaging in continuing education.

Influence of contemporary evidence on leadership in Healthcare

Case Studies and Examples

Implementation of Transformational Leadership Styles

Leadership that focuses on changing organizational culture and empowering employees to embrace the vision has become relevant in the healthcare sector because of its effectiveness. Research has found that transformational leadership increases staff morale, job satisfaction, and patient care (Hussain and Khayat, 2021). When hospitals adopt transformational leadership, they experience higher nurse retention rates, low burnout levels, and higher patient satisfaction scores.

For example, magnet-designated hospitals provide an example of the successful implementation of transformational leadership. Magnet status awarded by the American Nurses Credentialing Center (ANCC) identifies healthcare organizations with superior quality patient care, nursing standards, and advancements in nursing practice. A study by Abuzied et al. (2022) shows that these hospitals, where Leaders often apply transformational leadership, have better patient outcomes than non-magnet hospitals.

Role of Data Analytics in Decision Making

The integration of data analytics in the field of healthcare leadership has therefore greatly impacted decision making processes. For instance, using predictive models for example, identify the patients who are at high risk of developing complications so that they are closely monitored and managed (Akindote et al., 2023).

The use of big data analytics is perhaps best captured by Mount Sinai Health System in New York, USA (Wang et al., 2020). There is a data analytic solution that is adopted by the hospital to monitor patient data in real time for effective patient care management. It has helped to reduce incidences of hospital infections, shorten the hospital stay of patients and improve overall satisfaction of patients. Applying data analytics helps leaders to decide, particularly when it comes to quality of service and performance.

Quality Improvement (QI) Initiatives

Those in leadership positions use data collected from QI activities to implement changes with the aim of enhancing safety of patients, quality as well as outcomes. Among such initiatives, the Institute for Healthcare Improvement’s (IHI) 100,000 Lives Campaign is one of the most recognized. Its goal is to prevent unwarranted hospital deaths by implementing six evidence-based practices as part of this program, including the fast response team and accurate drug orders.

The campaign has also helped save over 100s of thousands of lives proving beyond doubt that evidence-based treatment works (Brady et al., 2021). The hospital administrators who applied these procedures found them effective, with benefits such as improved patient safety and care. The approach that the IHI has developed for integrating the evidence into the QI process is a theoretical one, which provides the recommendations on how healthcare leaders all over the world can act.

Impact Analysis

Contemporary evidence is crucial in health care leadership as it impacts the healthcare system with a measure of measurability.

Reduced Patient Mortality

It is also important to note that the implementation of EBPs has a way of reducing patient mortality. Scholarly work has shown that mortality level is always lower in hospitals that implement EBPs compared to those that don’t. For example, a systematic review in BMC medicine emphasized that the mortality of such conditions as myocardial infarction, stroke, and sepsis was lower in the hospitals with higher EBP implementation (Trentino et al., 2020).

Modern protocols and guidelines ensure that the patient receives the best from modern techniques without delays (Perez, 2021). The former aids in minimizing disparities in quality of care, the latter in minimizing the occurrence of errors and the latter in optimizing the live of individuals.

Higher Patient Satisfaction

One of the most important indicators that can be used to measure the quality of healthcare services is patients’ satisfaction. Promising leadership practices, including patient and staff communication and shared decision making, have been found to improve satisfaction among patients. For example, transformational leadership which promotes positive organisational culture and patient centred care is associated with increased patient satisfaction scores (Ree, 2020).

As noted in a Journal of Healthcare Management study, the hospitals where the leaders had daily interactions with the patients and employees through rounds and feedback were likely to have higher patient satisfaction (Delisle et al., 2021). This resulted in patients experiencing more patient-centeredness and the perception of better care quality.

Enhanced Staff Morale and Productivity

Recent findings also show that leadership that incorporates evidence has a positive impact on staff morale and productivity. Proactivity results in an organizational culture that is built on trust, teamwork, and professional development, which increases staff morale and motivation (Nzuva and Kimanzi, 2022).

For instance, the application of transformational leadership in magnet-designated hospitals increases patient satisfaction while also increasing staff satisfaction. Registered nurses in these hospitals report higher job satisfaction, low level of burnout and high sense of professional accomplishment (Abuzied et al., 2022). These positive attitudes foster productivity, lower turnover rates and even better organizational performance.

Top UK Assignment Samples

Enhanced Operational Efficiency

Leaders who incorporate data analysis and evidence-based practices into their organizations increase efficiency, cut costs, and manage resources effectively. For example, the application of predictive analytics in controlling patient flow and bed availability has helped in the effective utilization of hospital assets and decrease in patient’s wait time (Franklin et al., 2022).

A study conducted by the Healthcare Financial Management Association (HFMA) showed that hospitals employing evidence-based management practices like Lean and Six Sigma realized significant gains in operational performance (Noronha et al., 2023). These hospitals indicated that they were able to cut costs, increase revenues, and improve patient care.

Financial Performance

The financial health of healthcare organizations is also enhanced by evidence-based leadership. The healthcare leaders can decrease the costs and increase the revenue by adopting the practices that enhance the patient’s quality of care and organizational effectiveness. For example, healthcare facilities hospitals that adopt research-based approaches to manage chronic diseases are likely to admit fewer patients and thus incur less costs, and have optimal financials (Pugh et al., 2021).

The Commonwealth Fund report also highlighted that the adoption of EBIs for chronic disease management allowed hospitals to save millions of dollars per year for decreased complications and hospitalizations (Kennedy-Leon, 2022). Such financial benefits give credence to the significance of modern evidence in, not only delivering quality patient care, but also in attaining financial sustainability.

Innovation and Continuous Improvement

The leaders who advocate for evidence-based practices encourage their subordinate to read articles, to experiment with different approaches and to seek for ways to enhance the delivery of care to the patients.

For instance, the application of telemedicine during the COVID-19 pandemic was grounded on evidence of the benefits of this innovative approach to ensuring safe and accessible care (Nittari et al., 2022). Those who embraced telemedicine based on such evidence were able to continue with their operations, reduce the risks of infections, and improve patient satisfaction. Such a culture of change acceptance and learning from new evidence is vital for the viability of healthcare organizations.

Conclusion

It is essential to apply contemporary evidence in managing the healthcare industry as a way of enhancing its growth and development. Leadership, information technology, and quality improvement have all demonstrated that they have a positive effect in reducing the patient mortality, increasing the patient and staff satisfaction. Such practices as exemplified in the Veterans Health Administration models have so much to say on what comes with the use of the best practice evidence in making leadership decisions.

In addition, leadership that is informed by research should not be viewed as a single practice but rather an integrated framework. A research-based evidence search enables decisions from the most updated and relevant research findings as identified in the literature. In order to ascertain that the evidence that is being used has met the hallmarks of validity, reliability, and applicability in specific organizational contexts, then the evidence has to be critically reviewed. It involves developing new policies and procedures, modifying existing practices, and introducing new interventions in practical fields based on the findings of these studies.

However, it is crucial to continue investing in training and development programs to ensure that the staff is ready to apply research-based practices. The implementation of these practices must be followed by constant monitoring and evaluation through data collection and outcome analysis to guarantee the adaptation of healthcare organisations to the new evidence. Lastly, the dedication to evidence-based practice fosters a climate of quality improvement, personal responsibility, and career satisfaction.

Therefore, by integrating the best evidence from the current practice into the leadership practices of healthcare organizations, leaders can attain optimal patient satisfaction, organizational performance, and lasting success. This approach not only improves the quality of care but also prepares the healthcare organizations to manage the challenges of the current healthcare systems well.

References

Abuzied, Y., Al-Amer, R., Abuzaid, M. and Somduth, S. (2022) ‘The Magnet recognition program and quality improvement in nursing’, Global Journal on Quality and Safety in Healthcare, 5(4), pp.106-108.

Akindote, O.J., Adegbite, A.O., Dawodu, S.O., Omotosho, A., Anyanwu, A. and Maduka, C.P. (2023) ‘Comparative review of big data analytics and GIS in healthcare decision-making’, World Journal of Advanced Research and Reviews, 20(3), pp.1293-1302.

Aveyard, H., Payne, S. and Preston, N. (2021) A postgraduate’s guide to doing a literature review in health and social care, 2nd edn.

Biddle, L., Wahedi, K. and Bozorgmehr, K. (2020) ‘Health system resilience: a literature review of empirical research’, Health Policy and Planning, 35(8), pp.1084-1109.

Brady, P.J., Gandhi, T.K., Mcgaffigan, P.A., Novak, A. and Watson, S.R. (2021) ‘Safer Together: A national action plan to advance patient safety’, Management in Healthcare, 6(2), pp.155-168.

Cumpston, M.S., McKenzie, J.E., Welch, V.A. and Brennan, S.E. (2022) ‘Strengthening systematic reviews in public health: guidance in the Cochrane Handbook for Systematic Reviews of Interventions’, Journal of Public Health, 44(4), pp.e588-e592.

Delisle, D.R., Dajani, J. and Overton, L. (2021) ‘An integrated model to accelerate patient satisfaction improvement’, American Journal of Medical Quality, 36(4), pp.255-262.

Dreiher, D., Blagorazumnaya, O., Balicer, R. and Dreiher, J. (2020) ‘National initiatives to promote quality of care and patient safety: achievements to date and challenges ahead’, Israel Journal of Health Policy Research, 9, pp.1-16.

Franklin, B.J., Mueller, S.K., Bates, D.W., Gandhi, T.K., Morris, C.A. and Goralnick, E. (2022) ‘Use of hospital capacity command centers to improve patient flow and safety: a scoping review’, Journal of Patient Safety, 18(6), pp.e912-e921.

Garman, A.N., Standish, M.P. and Wainio, J.A. (2020) ‘Bridging worldviews: toward a common model of leadership across the health professions’, Health Care Management Review, 45(4), pp.E45-E55.

Goldberg, M.J. (2020) ‘Compassionate care: making it a priority and the science behind it’, Journal of Pediatric Orthopaedics, 40, pp.S4-S7.

Graham, R.N.J. and Woodhead, T. (2021) ‘Leadership for continuous improvement in healthcare during the time of COVID-19’, Clinical Radiology, 76(1), pp.67-72.

Groves, K.S. and Feyerherm, A.E. (2022) ‘Developing a leadership potential model for the new era of work and organizations’, Leadership & Organization Development Journal, 43(6), pp.978-998.

Hermes, S., Riasanow, T., Clemons, E.K., Böhm, M. and Krcmar, H. (2020) ‘The digital transformation of the healthcare industry: exploring the rise of emerging platform ecosystems and their influence on the role of patients’, Business Research, 13(3), pp.1033-1069.

Hulsen, T. (2020) ‘Sharing is caring—data sharing initiatives in healthcare’, International Journal of Environmental Research and Public Health, 17(9), p.3046.

Hussain, M.K. and Khayat, R.A.M. (2021) ‘The impact of transformational leadership on job satisfaction and organisational commitment among hospital staff: a systematic review’, Journal of Health Management, 23(4), pp.614-630.

Kennedy-Leon, K.R. (2022) ‘A Qualitative Descriptive Design Study Examining Experiences of Hospital Middle Managers Involved in Innovation Implementation’, Grand Canyon University.

Kitson, A.L., Harvey, G., Gifford, W., Hunter, S.C., Kelly, J., Cummings, G.G., Ehrenberg, A., Kislov, R., Pettersson, L., Wallin, L. and Wilson, P. (2021) ‘How nursing leaders promote evidence‐based practice implementation at point‐of‐care: A four‐country exploratory study’, Journal of Advanced Nursing, 77(5), pp.2447-2457.

Kokshagina, O. (2021) ‘Managing shifts to value-based healthcare and value digitalization as a multi-level dynamic capability development process’, Technological Forecasting and Social Change, 172, p.121072.

Long, H.A., French, D.P. and Brooks, J.M. (2020) ‘Optimising the value of the critical appraisal skills programme (CASP) tool for quality appraisal in qualitative evidence synthesis’, Research Methods in Medicine & Health Sciences, 1(1), pp.31-42.

Lucas, G., Daniel, D., Thomas, T., Brook, J., Brown, J. and Salmon, D. (2021) ‘Healthcare professionals’ perspectives on enrolled nurses, practical nurses and other second-level nursing roles: A systematic review and thematic synthesis’, International Journal of Nursing Studies, 115, p.103844.

Maniatopoulos, G., Hunter, D.J., Erskine, J. and Hudson, B. (2020) ‘Large-scale health system transformation in the United Kingdom: Implementing the new care models in the NHS’, Journal of Health Organization and Management, 34(3), pp.325-344.

Mays, N. and Pope, C. (2020) ‘Quality in qualitative research’, Qualitative Research in Health Care, pp.211-233.

Newman, M. and Gough, D. (2020) ‘Systematic reviews in educational research: Methodology, perspectives and application’, Systematic Reviews in Educational Research: Methodology, Perspectives and Application, pp.3-22.

Nittari, G., Savva, D., Tomassoni, D., Tayebati, S.K. and Amenta, F. (2022) ‘Telemedicine in the COVID-19 era: a narrative review based on current evidence’, International Journal of Environmental Research and Public Health, 19(9), p.5101.

Noronha, A., Bhat, S., Gijo, E.V., Antony, J., Laureani, A. and Laux, C. (2023) ‘Performance and service quality enhancement in a healthcare setting through lean six sigma strategy’, International Journal of Quality & Reliability Management, 40(2), pp.365-390.

Nzuva, S.M. and Kimanzi, P.M. (2022) ‘The impact of organisational culture on employees’ productivity: A comprehensive systematic review’, European Journal of Business and Management, 14(4), pp.42-55.

Olga Viktorovna, S., Aleksey Yurievich, A., Dmitry Ivanovich, K., Yusef, Y.N., Dmitrievna Sitdikova, I., Liudmila Ivanovna, G., Oleg Vladimirovich, R., Sergeevich, G.A.R., Vladimirovna, M.J. and Vladimirovna, F.R. (2022) ‘Evidence-based healthcare management’, Revista Latinoamericana de Hipertension, 17(2).

Ost, K., Blalock, C., Fagan, M., Sweeney, K.M. and Miller-Hoover, S.R. (2020) ‘Aligning organizational culture and infrastructure to support evidence-based practice’, Critical Care Nurse, 40(3), pp.59-63.

Perez, J. (2021) ‘Leadership in healthcare: Transitioning from clinical professional to healthcare leader’, Journal of Healthcare Management, 66(4), pp.280-302.

Prill, R., Karlsson, J., Ayeni, O.R. and Becker, R. (2021) ‘Author guidelines for conducting systematic reviews and meta-analyses’, Knee Surgery, Sports Traumatology, Arthroscopy, 29, pp.2739-2744.

Pugh, J., Penney, L.S., Noël, P.H., Neller, S., Mader, M., Finley, E.P., Lanham, H.J. and Leykum, L. (2021) ‘Evidence based processes to prevent readmissions: more is better, a ten-site observational study’, BMC Health Services Research, 21, pp.1-11.

Real, K., Bell, S., Williams, M.V., Latham, B., Talari, P. and Li, J. (2020) ‘Patient perceptions and real-time observations of bedside rounding team communication: The interprofessional teamwork innovation model (ITIM)’, The Joint Commission Journal on Quality and Patient Safety, 46(7), pp.400-409.

Ree, E. (2020) ‘What is the role of transformational leadership, work environment and patient safety culture for person‐centred care? A cross‐sectional study in Norwegian nursing homes and home care services’, Nursing Open, 7(6), pp.1988-1996.

Renolen, Å., Hjaelmhult, E., Høye, S., Danbolt, L.J. and Kirkevold, M. (2020) ‘Creating room for evidence‐based practice: Leader behavior in hospital wards’, Research in Nursing & Health, 43(1), pp.90-102.

Rosen, C.S., Morland, L.A., Glassman, L.H., Marx, B.P., Weaver, K., Smith, C.A., Pollack, S. and Schnurr, P.P. (2021) ‘Virtual mental health care in the Veterans Health Administration’s immediate response to coronavirus disease-19’, American Psychologist, 76(1), p.26.

Sayers, E.W., Bolton, E.E., Brister, J.R., Canese, K., Chan, J., Comeau, D.C., Connor, R., Funk, K., Kelly, C., Kim, S. and Madej, T. (2022) ‘Database resources of the national center for biotechnology information’, Nucleic Acids Research, 50(D1), pp.D20-D26.

Toronto, C.E. and Remington, R. eds. (2020) A step-by-step guide to conducting an integrative review.

Trentino, K.M., Farmer, S.L., Leahy, M.F., Sanfilippo, F.M., Isbister, J.P., Mayberry, R., Hofmann, A., Shander, A., French, C. and Murray, K. (2020) ‘Systematic reviews and meta-analyses comparing mortality in restrictive and liberal haemoglobin thresholds for red cell transfusion: an overview of systematic reviews’, BMC Medicine, 18, pp.1-14.

Tucker, S., McNett, M., Mazurek Melnyk, B., Hanrahan, K., Hunter, S.C., Kim, B., Cullen, L. and Kitson, A. (2021) ‘Implementation science: Application of evidence‐based practice models to improve healthcare quality’, Worldviews on Evidence‐Based Nursing, 18(2), pp.76-84.

Wang, Z., Zheutlin, A.B., Kao, Y.H., Ayers, K.L., Gross, S.J., Kovatch, P., Nirenberg, S., Charney, A.W., Nadkarni, G.N., O’Reilly, P.F. and Just, A.C. (2020) ‘Analysis of hospitalized COVID-19 patients in the Mount Sinai Health System using electronic medical records (EMR) reveals important prognostic factors for improved clinical outcomes’, MedRxiv, pp.2020-04.

Williams, N.J., Wolk, C.B., Becker-Haimes, E.M. and Beidas, R.S. (2020) ‘Testing a theory of strategic implementation leadership, implementation climate, and clinicians’ use of evidence-based practice: a 5-year panel analysis’, Implementation Science, 15, pp.1-15.

Explore Recent Blogs