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Organisational Learning, Transformational Leadership and Implementation of Continuous Quality Improvement in Canadian Hospitals

Author

Listed:
  • Rolland LeBrasseur

    (School of Commerce and Administration, Laurentian University, Sudbury, Ontario, Canada P3E 2C6. Email: Rlebrass@nickel.laurentian.ca)

  • Robert Whissell

    (Department of Psychology, Laurentian University, Sudbury, Ontario, Canada P3E 2C6.)

  • Abhoy Ojha

    (I.I.M. Bangalore, Bannerghatta Road, Bangalore, India 560076.)

Abstract

Implementing continuous quality improvement (CQI) in acute care general hospitals was investigated as an occurrence of a paradigm shift and organisational learning. Presented within a contextual framework, two case studies are reported, and are complemented by a survey of hospitals operating in Ontario, Canada. The findings support a top-down approach where the CEO exhibits transformational leadership and aligns the organisation's strategy, structure, and culture to CQI. The conflicting stakeholder goals of quality of care and cost savings are harmonized. Organisational members undergo both a cognitive and behavioural adjustment centred on teamwork, facilitated by training and education. Teamwork and involvement of physicians remain long-term challenges.

Suggested Citation

  • Rolland LeBrasseur & Robert Whissell & Abhoy Ojha, 2002. "Organisational Learning, Transformational Leadership and Implementation of Continuous Quality Improvement in Canadian Hospitals," Australian Journal of Management, Australian School of Business, vol. 27(2), pages 141-162, December.
    • Handle: RePEc:sae:ausman:v:27:y:2002:i:2:p:141-162
    DOI: 10.1177/031289620202700203
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    References listed on IDEAS

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