Article; study country; year of publication [reference no]

Type of study

Sample size

Main findings

Conclusion

Gordon et al.; all countries; 2011 [47]

Systematic review

10 studies

・ Nine out of ten studies showed improvement in attitudes or knowledge and skills in handover.

・ One study showed successful transfer of skills to workplace.

Evidence from poor quality published studies on effectiveness of educational interventions to improve handover skills demonstrated the application of this skills at workplace but none was found to improve patient safety.

Mathole et al.; South Africa; 2018

[42]

Mixed-methods case-study

19

・ In the better performing hospital, innovative and supportive leadership motivated staff and improved patient satisfaction on quality of services.

・ In the poorly performing hospital, authoritative leadership style and insufficient support from their leaders led to frustration among staff, poor communication, and healthcare outcomes.

Leadership styles, structures and work culture influence teamwork and maternal health care services in district hospitals where resources and support from authorities are limited.

Musinguzi et al.; Uganda; 2018 [48]

Cross-sectional study

564 health workers from 228 health facilities

・ II behaviour and IS but not management by exception, improved motivation.

・ IS improved job satisfaction.

・ IIb, II attributed and contingent reward also improved teamwork.

Transformational styles are more positively associated with job satisfaction, motivation, and teamwork than transactional or laissez-faire styles.

Wasylkiw et al.; Canada; 2015 [46]

Mixed-methods pilot study

11 retreat, 10 controls, 28 informants

・ Retreat participants reported increased mindfulness and decreased stress across 8 weeks’ post-intervention.

・ Leadership effectiveness also improved as corroborated by the informants.

MAP showed preliminary support in reducing perceived stress and enhancing leadership efficacy.

Weaver et al.; Canada; 2015 [43]

Case-study

4 cultural artifacts

・ Leadership statements contained principles that oriented the primary care practice towards a reliability-seeking culture of care.

・ ‘‘Problem knowledge coupler’’ decision support tools and daily ‘‘huddles’’ also instilled the reliability principles.

・ Unexpected events or close calls are reported to adjust routines and prevent adverse events.

Leadership, tools, and organizational processes are important elements to develop a reliable-seeking culture.

Weller et al.; New Zealand; 2011 [44]

Semi-structured interviews

13 junior doctors and 12 nurses

・ Junior doctors and nurses expressed professionalism, mutual respect and saw each other as complements with non-competitive roles in patient care.

・ Leadership which is required to establish an inter-professional team is not always apparent.

・ There were barriers identified in maintaining an open communication for patient safety.

Junior doctors and nurses demonstrated professionalism, mutual respect, and adaptability, which are essential qualities to improve inter-professional collaboration.