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dc.contributor.authorMoullin, Joanna
dc.contributor.authorEhrhart, M.
dc.contributor.authorAarons, G.
dc.date.accessioned2018-12-13T09:16:41Z
dc.date.available2018-12-13T09:16:41Z
dc.date.created2018-12-12T02:47:08Z
dc.date.issued2018
dc.identifier.citationMoullin, J. and Ehrhart, M. and Aarons, G. 2018. The Role of Leadership in Organizational Implementation and Sustainment in Service Agencies. Research on Social Work Practice. 28 (5): pp. 558-567.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/73495
dc.identifier.doi10.1177/1049731517718361
dc.description.abstract

© 2017, The Author(s) 2017. Implementation is posited as a multiphasic process, influenced by a range of factors, within a multilevel context. While there appears to be a general consensus that every implementation initiative will have a unique combination of influences that vary in importance across the implementation phases, leadership is an essential tenant throughout implementation frameworks, models, and theories. The exploration, preparation, implementation, sustainment framework is used to explore leadership, at both the inner organizational level and the outer system level, and to guide a discussion regarding three critical issues involved in implementation (organizational climate/culture, collaborative relationships, and contracting). Finally, three implementation strategies focused on improving leadership are described in order to provide examples of these issues.

dc.titleThe Role of Leadership in Organizational Implementation and Sustainment in Service Agencies
dc.typeJournal Article
dcterms.source.volume28
dcterms.source.number5
dcterms.source.startPage558
dcterms.source.endPage567
dcterms.source.issn1049-7315
dcterms.source.titleResearch on Social Work Practice
curtin.departmentSchool of Pharmacy and Biomedical Sciences
curtin.accessStatusFulltext not available


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