Date of Conferral
6-5-2024
Date of Award
June 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Walter McCollum
Abstract
Medical errors can be preventable with ongoing education and training. However, some health care leaders struggle to develop and implement new strategies for reducing medical errors. Healthcare leaders must develop and implement new strategies to reduce errors, as medical errors may lead to a decrease in patients seeking medical services, financial liability, and a lack of community trust. Grounded in transformational leadership theory and the define, measure, analyze, improve, and control process, the purpose of this qualitative single case study was to explore leadership strategies for reducing medical errors. The participants included six healthcare leaders with 5 years of experience at a single hospital in Southern California. Data were collected using semistructured interviews. Thematic analysis resulted in the emergence of five common themes: (a) team collaboration; (b) team communication; (c) coaching, education, and training; (d) performance improvement; and (e) leadership. A key recommendation is for health care leaders to include healthcare workers in the feedback loop when developing new strategies and introducing new product lines and processes. The implication for positive social change includes the potential for higher quality care, reduced medical errors, and increased community trust.
Recommended Citation
Kitasato, Jill, "Leadership Strategies for Reducing Medical Errors" (2024). Walden Dissertations and Doctoral Studies. 15914.
https://scholarworks.waldenu.edu/dissertations/15914
