PDF(Pubmed)
Abstract：
BACKGROUND: Patient safety and healthcare quality are considered integral parts of the healthcare system that are driven by a dynamic combination of human and non-human factors. This review article provides an insight into the two major human factors that impact patient safety and quality including compassion and leadership. It also discusses how compassion is different from empathy and explores the impact of both compassion and leadership on patient safety and healthcare quality. In addition, this review also provides strategies for the improvement of patient safety and healthcare quality through compassion and effective leadership.
METHODS: This narrative review explores the existing literature on compassion and leadership and their combined impact on patient safety and healthcare quality. The literature for this purpose was gathered from published research articles, reports, recommendations and guidelines.
RESULTS: The findings from the literature suggest that both compassion and transformational leadership can create a positive culture where healthcare professionals (HCPs) prioritise patient safety and quality. Leaders who exhibit compassion are more likely to inspire their teams to deliver patient-centred care and focus on error prevention.
CONCLUSIONS: Compassion can become an antidote for the burnout of HCPs. Compassion is a behaviour that is not only inherited but can also be learnt. Both compassionate care and transformational leadership improve organisational culture, patient experience, patient engagement, outcomes and overall healthcare excellence. We propose that transformational leadership that reinforces compassion remarkably improves patient safety, patient engagement and quality.
METHODS: This narrative review explores the existing literature on compassion and leadership and their combined impact on patient safety and healthcare quality. The literature for this purpose was gathered from published research articles, reports, recommendations and guidelines.
RESULTS: The findings from the literature suggest that both compassion and transformational leadership can create a positive culture where healthcare professionals (HCPs) prioritise patient safety and quality. Leaders who exhibit compassion are more likely to inspire their teams to deliver patient-centred care and focus on error prevention.
CONCLUSIONS: Compassion can become an antidote for the burnout of HCPs. Compassion is a behaviour that is not only inherited but can also be learnt. Both compassionate care and transformational leadership improve organisational culture, patient experience, patient engagement, outcomes and overall healthcare excellence. We propose that transformational leadership that reinforces compassion remarkably improves patient safety, patient engagement and quality.
摘要：
背景：患者安全和医疗保健质量被认为是医疗保健系统的组成部分，它们是由人为因素和非人为因素的动态组合驱动的。这篇综述文章提供了对影响患者安全和质量的两个主要人为因素的见解，包括同情心和领导力。它还讨论了同情与同情的不同，并探讨了同情和领导力对患者安全和医疗质量的影响。此外,本综述还提供了通过同情和有效领导来改善患者安全和医疗质量的策略.
方法：本叙述性综述探讨了有关同情心和领导力及其对患者安全和医疗保健质量的综合影响的现有文献。为此目的的文献是从已发表的研究文章中收集的，reports,建议和准则。
结果：来自文献的发现表明，同情心和变革型领导都可以创造一种积极的文化，使医疗保健专业人员（HCP）优先考虑患者的安全和质量。表现出同情心的领导者更有可能激励他们的团队提供以患者为中心的护理，并专注于预防错误。
结论：同情可以成为HCPs倦怠的解毒剂。同情是一种行为，不仅可以继承，而且可以学习。富有同情心的关怀和变革型领导都能改善组织文化，患者体验,患者参与,结果和整体医疗保健卓越。我们建议，加强同情心的变革型领导可以显着提高患者的安全性，患者参与和质量。
方法：本叙述性综述探讨了有关同情心和领导力及其对患者安全和医疗保健质量的综合影响的现有文献。为此目的的文献是从已发表的研究文章中收集的，reports,建议和准则。
结果：来自文献的发现表明，同情心和变革型领导都可以创造一种积极的文化，使医疗保健专业人员（HCP）优先考虑患者的安全和质量。表现出同情心的领导者更有可能激励他们的团队提供以患者为中心的护理，并专注于预防错误。
结论：同情可以成为HCPs倦怠的解毒剂。同情是一种行为，不仅可以继承，而且可以学习。富有同情心的关怀和变革型领导都能改善组织文化，患者体验,患者参与,结果和整体医疗保健卓越。我们建议，加强同情心的变革型领导可以显着提高患者的安全性，患者参与和质量。
