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Gregory A Aarons - One of the best experts on this subject based on the ideXlab platform.
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Measures of Organizational culture, Organizational Climate, and implementation Climate in behavioral health: A systematic review
'SAGE Publications', 2021Co-Authors: Byron J Powell, Gregory A Aarons, Mark G Ehrhart, Kayne D Mettert, Caitlin N Dorsey, Bryan J Weiner, Cameo F Stanick, Rebecca Lengnick-hall, Melanie A Barwick, Laura J DamschroderAbstract:Background: Organizational culture, Organizational Climate, and implementation Climate are key Organizational constructs that influence the implementation of evidence-based practices. However, there has been little systematic investigation of the availability of psychometrically strong measures that can be used to assess these constructs in behavioral health. This systematic review identified and assessed the psychometric properties of measures of Organizational culture, Organizational Climate, implementation Climate, and related subconstructs as defined by the Consolidated Framework for Implementation Research (CFIR) and Ehrhart and colleagues. Methods: Data collection involved search string generation, title and abstract screening, full-text review, construct assignment, and citation searches for all known empirical uses. Data relevant to nine psychometric criteria from the Psychometric and Pragmatic Evidence Rating Scale (PAPERS) were extracted: internal consistency, convergent validity, discriminant validity, known-groups validity, predictive validity, concurrent validity, structural validity, responsiveness, and norms. Extracted data for each criterion were rated on a scale from −1 (“poor”) to 4 (“excellent”), and each measure was assigned a total score (highest possible score = 36) that formed the basis for head-to-head comparisons of measures for each focal construct. Results: We identified full measures or relevant subscales of broader measures for Organizational culture ( n = 21), Organizational Climate ( n = 36), implementation Climate ( n = 2), tension for change ( n = 2), compatibility ( n = 6), relative priority ( n = 2), Organizational incentives and rewards ( n = 3), goals and feedback ( n = 3), and learning Climate ( n = 2). Psychometric evidence was most frequently available for internal consistency and norms. Information about other psychometric properties was less available. Median ratings for psychometric properties across categories of measures ranged from “poor” to “good.” There was limited evidence of responsiveness or predictive validity. Conclusion: While several promising measures were identified, the overall state of measurement related to these constructs is poor. To enhance understanding of how these constructs influence implementation research and practice, measures that are sensitive to change and predictive of key implementation and clinical outcomes are required. There is a need for further testing of the most promising measures, and ample opportunity to develop additional psychometrically strong measures of these important constructs. Plain Language Summary Organizational culture, Organizational Climate, and implementation Climate can play a critical role in facilitating or impeding the successful implementation and sustainment of evidence-based practices. Advancing our understanding of how these contextual factors independently or collectively influence implementation and clinical outcomes requires measures that are reliable and valid. Previous systematic reviews identified measures of Organizational factors that influence implementation, but none focused explicitly on behavioral health; focused solely on Organizational culture, Organizational Climate, and implementation Climate; or assessed the evidence base of all known uses of a measure within a given area, such as behavioral health–focused implementation efforts. The purpose of this study was to identify and assess the psychometric properties of measures of Organizational culture, Organizational Climate, implementation Climate, and related subconstructs that have been used in behavioral health-focused implementation research. We identified 21 measures of Organizational culture, 36 measures of Organizational Climate, 2 measures of implementation Climate, 2 measures of tension for change, 6 measures of compatibility, 2 measures of relative priority, 3 measures of Organizational incentives and rewards, 3 measures of goals and feedback, and 2 measures of learning Climate. Some promising measures were identified; however, the overall state of measurement across these constructs is poor. This review highlights specific areas for improvement and suggests the need to rigorously evaluate existing measures and develop new measures
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leader member exchange and Organizational Climate effects on clinician turnover intentions
Journal of Health Organisation and Management, 2020Co-Authors: Gregory A Aarons, Kate L Conover, Mark G Ehrhart, Elisa M Torres, Kendal ReederAbstract:Purpose Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with Organizational Climate, team functioning and clinician turnover intentions (TI). This study examines leader-member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to Organizational Climate and clinician TI. Design/methodology/approach Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader-member exchange with Organizational Climate and turnover intentions. Findings Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing Climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI. Originality/value This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with Organizational Climate and TI. These findings highlight the importance of leader-follower relationships and Organizational Climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor-supervisee relationships.
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the humble leader association of discrepancies in leader and follower ratings of implementation leadership with Organizational Climate in mental health
Psychiatric Services, 2017Co-Authors: Gregory A Aarons, Mark G Ehrhart, Elisa M Torres, Natalie K Finn, Rinad S BeidasAbstract:Objectives:Discrepancies, or perceptual distance, between leaders’ self-ratings and followers’ ratings of the leader are common but usually go unrecognized. Research on discrepancies is limited, but there is evidence that discrepancies are associated with Organizational context. This study examined the association of leader-follower discrepancies in Implementation Leadership Scale (ILS) ratings of mental health clinic leaders and the association of those discrepancies with Organizational Climate for involvement and performance feedback. Both involvement and performance feedback are important for evidence-based practice (EBP) implementation in mental health.Methods:A total of 593 individuals—supervisors (leaders, N=80) and clinical service providers (followers, N=513)—completed surveys that included ratings of implementation leadership and Organizational Climate. Polynomial regression and response surface analyses were conducted to examine the associations of discrepancies in leader-follower ILS ratings wi...
Elisa M Torres - One of the best experts on this subject based on the ideXlab platform.
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leader member exchange and Organizational Climate effects on clinician turnover intentions
Journal of Health Organisation and Management, 2020Co-Authors: Gregory A Aarons, Kate L Conover, Mark G Ehrhart, Elisa M Torres, Kendal ReederAbstract:Purpose Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with Organizational Climate, team functioning and clinician turnover intentions (TI). This study examines leader-member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to Organizational Climate and clinician TI. Design/methodology/approach Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader-member exchange with Organizational Climate and turnover intentions. Findings Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing Climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI. Originality/value This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with Organizational Climate and TI. These findings highlight the importance of leader-follower relationships and Organizational Climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor-supervisee relationships.
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the humble leader association of discrepancies in leader and follower ratings of implementation leadership with Organizational Climate in mental health
Psychiatric Services, 2017Co-Authors: Gregory A Aarons, Mark G Ehrhart, Elisa M Torres, Natalie K Finn, Rinad S BeidasAbstract:Objectives:Discrepancies, or perceptual distance, between leaders’ self-ratings and followers’ ratings of the leader are common but usually go unrecognized. Research on discrepancies is limited, but there is evidence that discrepancies are associated with Organizational context. This study examined the association of leader-follower discrepancies in Implementation Leadership Scale (ILS) ratings of mental health clinic leaders and the association of those discrepancies with Organizational Climate for involvement and performance feedback. Both involvement and performance feedback are important for evidence-based practice (EBP) implementation in mental health.Methods:A total of 593 individuals—supervisors (leaders, N=80) and clinical service providers (followers, N=513)—completed surveys that included ratings of implementation leadership and Organizational Climate. Polynomial regression and response surface analyses were conducted to examine the associations of discrepancies in leader-follower ILS ratings wi...
Beatrice Van Der Heijden - One of the best experts on this subject based on the ideXlab platform.
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Organizational Climate for innovation and Organizational performance the mediating effect of innovative work behavior
Journal of Vocational Behavior, 2017Co-Authors: Roy Shanker, Ramudu Bhanugopan, Beatrice Van Der Heijden, Mark A FarrellAbstract:Despite a plethora of literature on Organizational Climate for innovation and the persuasive arguments establishing its link to Organizational performance, few studies hitherto have explored innovative work behavior of managers. Specifically, limited attention has been paid to explaining how organizations perceive the importance of stimulating innovative work environments. Drawing from Organizational Climate theory, this study investigates the mediating effects of innovative work behavior on the relationship between Organizational Climate for innovation and Organizational performance. Our findings from a survey of 202 managers working in Malaysian companies demonstrate that innovative work behavior plays a mediating role in the relationship between Organizational Climate for innovation and Organizational performance. Implications of these findings and avenues for future research are discussed.
Mark G Ehrhart - One of the best experts on this subject based on the ideXlab platform.
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Measures of Organizational culture, Organizational Climate, and implementation Climate in behavioral health: A systematic review
'SAGE Publications', 2021Co-Authors: Byron J Powell, Gregory A Aarons, Mark G Ehrhart, Kayne D Mettert, Caitlin N Dorsey, Bryan J Weiner, Cameo F Stanick, Rebecca Lengnick-hall, Melanie A Barwick, Laura J DamschroderAbstract:Background: Organizational culture, Organizational Climate, and implementation Climate are key Organizational constructs that influence the implementation of evidence-based practices. However, there has been little systematic investigation of the availability of psychometrically strong measures that can be used to assess these constructs in behavioral health. This systematic review identified and assessed the psychometric properties of measures of Organizational culture, Organizational Climate, implementation Climate, and related subconstructs as defined by the Consolidated Framework for Implementation Research (CFIR) and Ehrhart and colleagues. Methods: Data collection involved search string generation, title and abstract screening, full-text review, construct assignment, and citation searches for all known empirical uses. Data relevant to nine psychometric criteria from the Psychometric and Pragmatic Evidence Rating Scale (PAPERS) were extracted: internal consistency, convergent validity, discriminant validity, known-groups validity, predictive validity, concurrent validity, structural validity, responsiveness, and norms. Extracted data for each criterion were rated on a scale from −1 (“poor”) to 4 (“excellent”), and each measure was assigned a total score (highest possible score = 36) that formed the basis for head-to-head comparisons of measures for each focal construct. Results: We identified full measures or relevant subscales of broader measures for Organizational culture ( n = 21), Organizational Climate ( n = 36), implementation Climate ( n = 2), tension for change ( n = 2), compatibility ( n = 6), relative priority ( n = 2), Organizational incentives and rewards ( n = 3), goals and feedback ( n = 3), and learning Climate ( n = 2). Psychometric evidence was most frequently available for internal consistency and norms. Information about other psychometric properties was less available. Median ratings for psychometric properties across categories of measures ranged from “poor” to “good.” There was limited evidence of responsiveness or predictive validity. Conclusion: While several promising measures were identified, the overall state of measurement related to these constructs is poor. To enhance understanding of how these constructs influence implementation research and practice, measures that are sensitive to change and predictive of key implementation and clinical outcomes are required. There is a need for further testing of the most promising measures, and ample opportunity to develop additional psychometrically strong measures of these important constructs. Plain Language Summary Organizational culture, Organizational Climate, and implementation Climate can play a critical role in facilitating or impeding the successful implementation and sustainment of evidence-based practices. Advancing our understanding of how these contextual factors independently or collectively influence implementation and clinical outcomes requires measures that are reliable and valid. Previous systematic reviews identified measures of Organizational factors that influence implementation, but none focused explicitly on behavioral health; focused solely on Organizational culture, Organizational Climate, and implementation Climate; or assessed the evidence base of all known uses of a measure within a given area, such as behavioral health–focused implementation efforts. The purpose of this study was to identify and assess the psychometric properties of measures of Organizational culture, Organizational Climate, implementation Climate, and related subconstructs that have been used in behavioral health-focused implementation research. We identified 21 measures of Organizational culture, 36 measures of Organizational Climate, 2 measures of implementation Climate, 2 measures of tension for change, 6 measures of compatibility, 2 measures of relative priority, 3 measures of Organizational incentives and rewards, 3 measures of goals and feedback, and 2 measures of learning Climate. Some promising measures were identified; however, the overall state of measurement across these constructs is poor. This review highlights specific areas for improvement and suggests the need to rigorously evaluate existing measures and develop new measures
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leader member exchange and Organizational Climate effects on clinician turnover intentions
Journal of Health Organisation and Management, 2020Co-Authors: Gregory A Aarons, Kate L Conover, Mark G Ehrhart, Elisa M Torres, Kendal ReederAbstract:Purpose Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with Organizational Climate, team functioning and clinician turnover intentions (TI). This study examines leader-member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to Organizational Climate and clinician TI. Design/methodology/approach Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader-member exchange with Organizational Climate and turnover intentions. Findings Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing Climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI. Originality/value This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with Organizational Climate and TI. These findings highlight the importance of leader-follower relationships and Organizational Climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor-supervisee relationships.
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the humble leader association of discrepancies in leader and follower ratings of implementation leadership with Organizational Climate in mental health
Psychiatric Services, 2017Co-Authors: Gregory A Aarons, Mark G Ehrhart, Elisa M Torres, Natalie K Finn, Rinad S BeidasAbstract:Objectives:Discrepancies, or perceptual distance, between leaders’ self-ratings and followers’ ratings of the leader are common but usually go unrecognized. Research on discrepancies is limited, but there is evidence that discrepancies are associated with Organizational context. This study examined the association of leader-follower discrepancies in Implementation Leadership Scale (ILS) ratings of mental health clinic leaders and the association of those discrepancies with Organizational Climate for involvement and performance feedback. Both involvement and performance feedback are important for evidence-based practice (EBP) implementation in mental health.Methods:A total of 593 individuals—supervisors (leaders, N=80) and clinical service providers (followers, N=513)—completed surveys that included ratings of implementation leadership and Organizational Climate. Polynomial regression and response surface analyses were conducted to examine the associations of discrepancies in leader-follower ILS ratings wi...
Kendal Reeder - One of the best experts on this subject based on the ideXlab platform.
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leader member exchange and Organizational Climate effects on clinician turnover intentions
Journal of Health Organisation and Management, 2020Co-Authors: Gregory A Aarons, Kate L Conover, Mark G Ehrhart, Elisa M Torres, Kendal ReederAbstract:Purpose Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with Organizational Climate, team functioning and clinician turnover intentions (TI). This study examines leader-member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to Organizational Climate and clinician TI. Design/methodology/approach Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader-member exchange with Organizational Climate and turnover intentions. Findings Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing Climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI. Originality/value This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with Organizational Climate and TI. These findings highlight the importance of leader-follower relationships and Organizational Climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor-supervisee relationships.
