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Related Experiment Videos

The Michigan leadership model: developing a management infrastructure.

Carrie Dawson1, Michelle Aebersold, Nancy Mamolen

  • 1Nursing Services, University of Michigan Health System, Ann Arbor, MI 48109, USA.

The Journal of Nursing Administration
|August 4, 2005
PubMed
Summary

Healthcare cost reduction strategies in the early 1990s negatively impacted employee satisfaction and patient care. A new Michigan Leadership Model was developed to improve support structures for nurse managers.

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Area of Science:

  • Healthcare Management
  • Nursing Leadership
  • Organizational Psychology

Background:

  • Rising healthcare costs in the early 1990s prompted reduction strategies at the University of Michigan Health System.
  • An analysis in 2001 revealed negative impacts of these strategies on employee satisfaction and patient care.

Purpose of the Study:

  • To redesign the support structure for nurse managers.
  • To address the negative consequences of previous cost-reduction measures.

Main Methods:

  • A team of nurse managers analyzed the existing situation.
  • A new support model, the Michigan Leadership Model, was designed.

Main Results:

  • The Michigan Leadership Model was developed, integrating administrative and leadership support.

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  • The model aimed to improve the work environment for nurse managers.

    • Conclusions:

    • The Michigan Leadership Model offers a structured approach to enhance nurse manager support.
    • This initiative sought to mitigate the adverse effects of past healthcare system changes.