Critical success factors findings reveal interdependent critical relationships between leadership, employees, physicians, patients, and the organization.Award-winning hospital cultures were identified to have evolved over time into cohesive teams comprised of an engaged empowered workforce, actionable leaders, and partnering physicians.
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Leadership perspective of alignment between Joint Commission standards and Baldrige healthcare criteria implementation constructs was found to be inconsequential.
To my mother, Blanche, for her love, support, and enduring faith in me To fellow doctorate student Dr.
A Three Part Dissertation: Part I - Implementation of the Baldrige Performance Excellence Framework for Education: A Case Study of a Suburban School District's Improvement in Operational Processes Over a Ten-Year Period, Resulting in Sustained Student Learning Environment Satisfaction and Improvement.
Part II - Creating a Sustainable Organization Through the Development of a Strategic Plan.
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This qualitative phenomenological study sought exploration of healthcare leadership through the lived experience of 22 senior leaders with Quality Improvement leadership experience within 11 high-performing Malcolm Baldrige Award winning U. Findings from the current study revealed that successful healthcare leaders proactively practice leadership with a blend of servant, transformational, and competency based leadership styles.
Four significant themes emerged: (a) healthcare leadership practices; (b) healthcare Quality Improvement Critical Success Factors; (c) healthcare cultural nuances; (d) leader perspective of Joint Commission standards and Baldrige Award healthcare criteria alignment.
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The objective of this research was to determine whether there is a relationship between the level of maturity of an organization's business processes as measured by the Malcolm Baldrige National Quality Award's Criteria for Performance Excellence (BCPE) and the level of employee engagement.