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The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or quality of care.

We reviewed the literature from January 2000 until September 2011. We searched Pubmed, Embase, Cinahl, Psychlit, and Econlit.

We found 10 studies addressing the relationship between head nurse leadership and safety and quality. A wide array of styles and practices were associated with different patient outcomes. Transformational leadership was the most used concept in the studies. A trend can be observed over these studies suggesting that a trustful relationship between the head nurse and subordinates is an important driving force for the achievement of positive patient outcomes. Furthermore, the effects of these trustful relationships seem to be amplified by supporting mechanisms, often objective conditions like clinical pathways and, especially, staffing level.

This study offers an up-to-date review of the limited number of studies on the relationship between nurse leadership and patient outcomes. Although mostly transformational leadership was found to be responsible for positive associations with outcomes, also contingent reward had positive influence on outcomes. We formulated some comments on the predominance of the transformational leadership concept and suggested the application of complexity theory and political leadership for the current context of care. We formulated some implications for practice and further research, mainly the need for more systematic empirical and cross cultural studies and the urgent need for the development of a validated set of nurse-sensitive patient outcome indicators.

Although “satisfaction” is not easy to define, excellence in health care is impossible without professional/patient satisfaction, so this paper aims to report on a pilot study designed in order to evaluate the degree of nursing staff satisfaction with the implementation of measures to improve quality of care.

The project consisted of several phases: writing protocols of care; training of nursing staff in their management; and a cross‐sectional study to evaluate nursing staff satisfaction with them. The design of the survey consisted of a 16‐item Likert scale, which had to be auto filled. A factorial analysis to simplify and validate the tools was used, using statistical analyses with SPSS software 8.0.

The results are applicable to young small oncological units with high degree of variability in patient care. The study showed that nursing staff satisfaction with new improvement measures taken improves safety and finally quality of care.

The study obtained four dimensions (D) explaining 100 percent of variance. Each dimension with several items: D1: “Nursing job quality” explaining 48.4 percent of variance; D2: “Satisfaction with the knowledge”; D3: “Nursing job feelings/perceptions”; D4: “Nursing communication with doctors/patients”. It provided a direct point of view of each nurse, knowledge about problems encountered daily and demonstration of how a simple/convenient method is useful to engage the staff in decision‐making‐process and implementation of new strategies or to promote the integration of basic aspects of health management in daily clinical practice.

This is the first study evaluating nursing staff satisfaction with new improvement measures taken in a small medical unit, aiming at quality of care benefits. Very promising results were obtained although the sample size was small.

High patient satisfaction is not simply a customer service goal; it is an important dimension of quality and part of financial incentives and public reporting requirements. However, patient experience is often siloed within health system organizational charts and considered separately from quality and safety initiatives, instead of being seen predominantly as a “customer service” initiative. Representatives from 52 health care systems across the United States completed an online survey to explore both the processes and infrastructure hospitals employ to improve patient experience, and the metrics hospitals use to assess the quality of patient experience beyond patient satisfaction survey data. When asked about performance metrics beyond satisfaction, most hospitals or systems noted other metrics of the entire patient experience such as the rate of complaints or grievances and direct feedback from patient and family advisors. Additionally, respondents suggested that a broader definition of “quality of the patient experience” may be appropriate to encompass measures of access, clinical processes, and quality of care and patient safety outcomes. Almost all respondents that we surveyed listed metrics from these less traditional categories, indicating that performance improvement within the patient experience domain in these organizations is linked with other areas of hospital performance that rely on the same metrics, such as clinical quality and patient safety.

The purpose of this paper is to examine the relationship between patient safety culture and hospital performance using objective performance measures and secondary data on patient safety culture.

Patient safety culture is measured using data from the Agency for Healthcare Research and Quality’s Hospital Survey on Patient Safety Culture. Hospital performance is measured using objective patient safety and operational performance metrics collected by the Centers for Medicare and Medicaid Services (CMS). Control variables were obtained from the CMS Provider of Service database. The merged data included 154 US hospitals, with an average of 848 respondents per hospital providing culture data. Hierarchical linear regression analysis is used to test the proposed relationships.

The findings indicate that patient safety culture is positively associated with patient safety, process quality and patient satisfaction.

Hospital managers should focus on building a stronger patient safety culture due to its positive relationship with hospital performance.

This is the first study to test these relationships using several objective performance measures and a comprehensive patient safety culture data set that includes a substantial number of respondents per hospital. The study contributes to the literature by explicitly mapping high-reliability organization (HRO) theory to patient safety culture, thereby illustrating how HRO theory can be applied to safety culture in the hospital operations context.

The purpose of this paper is to determine the dimensions of service quality in Indian hospitals, from the perspectives of patients and their family members/friends (referred to as “attendants”).

Based on the existing models and the literature on healthcare services, a framework is proposed to conceptualize and measure hospital service quality.

Two instruments for measuring the dimensions of hospital service quality, one each from the perspective of patients and attendants, are proposed.

This framework enables hospital managers to understand how patients and their attendants evaluate the quality of healthcare provided in respect of every dimension. A comparison of perceptions between patients and attendants would aid them to allocate resources to various aspects of healthcare, with respect to these two customer groups. Hospital administrators can use the instruments proposed to obtain feedback on their performance on service quality parameters so that they can benchmark themselves with their competitors.

This paper contributes to research on healthcare services by the development of a comprehensive framework for customer (both patient and attendant)‐perceived healthcare quality.

With the exigencies of health-care service quality to actualize sustainable socio-economic and developmental aspirations, in both peripheral and core countries, this paper aims to provide empirical evidence on health-care service quality and its precursor – patients’ satisfaction, and continuous service utilization.

A total of 398 screened questionnaires were analyzed from selected hospitals of the Koforidua, Ghana. Findings from the structural equation modeling showed a significant association among perceived quality, patients’ satisfaction and tangibility. Contrary to the expectations, the results did not show a significant association among the constructs – perceived quality, safety and empathy. Again, the model fit indices collaboratively showed that the hypothesized model overwhelmingly “fit” the sample data, and further proved the predictive robustness of the model.

The results of the analysis demonstrate that patients were discontent with empathy and safety measures at the hospitals. However, tangible and perceived quality were identified as significant predictors of patients’ satisfaction.

There is a dearth of empirical investigations on the assessment of health-care service quality and patients’ satisfaction in developing economies such as Ghana. Therefore, the implication of the study will equip the top hierarchy of the Health System of Ghana in achieving their mission, and objectives in line with quality service delivery. In particular, MoH and GHS can embark on a routine exercise to audit the hospitals for re-accreditation, and provide CCT cameras to improve safety and security conditions at the hospitals, while enforcing the culture of receptive hospital environment to improve empathy.

Given the complexity and difficulties of the health sector, the question that this study attempts to answer is as follows: what are the main results of studies on business process management (BPM) and lean in the health sector? The purpose of this paper is to analyze the results of studies that address the promotion of BPM and lean in the health sector.

To conduct a survey of published studies using the BPM and lean approach in healthcare, a search was performed in the Scopus, Web of Science, and PubMed databases in two steps. The first step consisted of the collection and analysis of data related to the BPM approach in the health sector, based on a survey of published articles on this topic. The second step consisted of the collection and analysis of data related to the use of lean in the same sector, based on the survey of systematic reviews published in major databases.

The main results of the studies that address the promotion of BPM and lean in the health sector are as follows: a reduced length of hospitalization, increased patient satisfaction, increased patient efficiency and safety, a reduction in the time of notification of infection, help with organizational change, understanding the end-to-end process, increased motivation, understanding the importance of some handoffs for patient safety, improvements in quality indicators in the emergency department, and improvements in the organization’s focus on high-level processes. By contrast, a single study showed difficulties in promoting management focused on processes in which decisions are unique and difficult to model.

The results may help in the identification of research gaps in the promotion of BPM and lean healthcare and in the development of relevant research. In addition, by understanding how health organizations are promoting management focused on processes and the results obtained with this approach, managers from other organizations, especially in this sector, can reflect and develop similar actions that seek to improve the quality of services offered, increase productivity and customer satisfaction, and reduce costs, errors, and waiting times.

The purpose of this paper is to explain the patients’ views towards private healthcare service providers. The study focussed on hospital service quality and analysed the relative significance of quality measurements in anticipating the patients’ satisfaction and loyalty. The mediating role of patient satisfaction is assessed between quality of hospital healthcare services and patient loyalty.

A total 611 patients (both indoor and outdoor) participated in a questionnaire survey from the six private hospitals of capital city, Islamabad, Pakistan. Data were analysed through descriptive statistics, common method variance, reliability, correlation and regression in order to investigate customer perceived service quality and how the quality of services stimulates loyalty intentions towards private service suppliers.

Findings depict that private healthcare service providers are attempting to deliver well improved healthcare services to their customers. Results confirmed that better quality of healthcare services inclines to build satisfaction and loyalty among patients. The healthcare service quality aspects (i.e. physical environment, customer-friendly environment, responsiveness, communication, privacy and safety) are positively related with patient loyalty which is mediated through patient satisfaction.

Findings will help the hospital managers to articulate effective strategies in order to ensure superior quality of healthcare services to patients. The study will induce hospital management to deliver attentions towards the quality of private healthcare service systems and improvements towards the deficient healthcare services. Furthermore, the study will present a clear picture of patient’s behavioural attitudes; satisfaction and loyalty intentions towards the quality of healthcare services.

The study provides the views and perceptions of patients towards the quality of healthcare services. The healthcare service quality dimensions, i.e., physical environment, customer-friendly environment, responsiveness, communication, and privacy and safety were assessed. Hospital healthcare service quality was examined in order to find out its effect on patient satisfaction and patient loyalty.

Clinical front-line staff are best positioned within the organizations to identify patient safety problems and craft solutions. However, in traditional models, safety committees are led by senior executives who are not clinically responsible for patients. This top-down approach can result in missed opportunities to address patient-centered challenges and better manage the health of the defined populations served by these organizations.

To foster teamwork, enhance empowerment, and improve the patient care environment, Operations Councils led by trained front-line staff were deployed in 15 clinical areas at the Ohio State University Wexner Medical Center (OSUWMC) as a performance improvement tool.

Standardized training of Council facilitators was designed and implemented to guide the performance improvement process. Balanced scorecards were developed in each Council based on the risks and concerns of that particular clinical area. After initial implementation of the Operations Councils, patient safety events declined and team engagement improved by over 34% across the medical center; the highest changes were seen in areas where Operations Councils had been deployed. Additionally, outcome metrics including area-specific and system-wide mortality and readmissions improved after implementation.

We suggest that this type of approach may be an appropriate strategy to consider in other health care organizations as such institutions are challenged to better manage the health of their defined patient populations.

The purpose of this study is to capture patients' and employees' perception of quality of care in the Indian private hospitals and to find the possible perceptual gaps between both the groups.

Authors have referred to the Victorian patient satisfaction monitoring (VPSM) scale and studied the responses of 327 patients and 327 employees collected from six private Indian tertiary care hospitals. SPSS v26 software was used to conduct the data reliability test, descriptive analysis and Mann–Whitney U test.

Authors have found significant differences in perceptions of quality of care between the patients and employees in the Indian hospitals. Employees have high positive perceptions towards the provided medical care whereas the patients have less favourable perceptions for many quality indicators.

This study findings help the healthcare managers, practitioners and healthcare workers of the Indian hospitals to understand the perceptions of both the employees and the patients towards healthcare quality elements and help to reduce the existing perceptual gap in the process of providing quality healthcare services.

To the best of authors knowledge, this is one of the pioneering studies conducted in Indian healthcare industry to capture and compare the perceptions of both the employees' and the patients' perceptions of various quality of care elements. This study highlighted the existing perceptual gap between the employees and the patients on various healthcare quality elements and indicated the critical areas for improvement to provide high quality healthcare services.