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Administration and Policy in Mental Health and Mental Health Services Research

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01-09-2016 | Original Article

Leadership, Organizational Climate, and Perceived Burden of Evidence-Based Practice in Mental Health Services

Authors: Kim C. Brimhall, Karissa Fenwick, Lauren R. Farahnak, Michael S. Hurlburt, Scott C. Roesch, Gregory A. Aarons

Published in: Administration and Policy in Mental Health and Mental Health Services Research | Issue 5/2016

Abstract

The use of evidence-based practices (EBPs) is associated with favorable client outcomes, yet perceived burden of using EBPs may affect the adoption and implementation of such practices. Multilevel path analysis was used to examine the associations of transformational leadership with organizational climate, and their associations with perceived burden of using EBPs. Results indicated significant relationships between transformational leadership and empowering and demoralizing climates, and between demoralizing climate and perceived burden of EBPs. We found significant indirect associations of leadership and perceived burden through organizational climate. Findings suggest that further research is needed to examine the extent to which improving leadership and organizational climate may reduce perceived burden and use of EBPs with the ultimate goal of enhancing quality of care.

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Title: Leadership, Organizational Climate, and Perceived Burden of Evidence-Based Practice in Mental Health Services
Authors: Kim C. Brimhall
Karissa Fenwick
Lauren R. Farahnak
Michael S. Hurlburt
Scott C. Roesch
Gregory A. Aarons
Publication date: 01-09-2016
Publisher: Springer US
Published in: Administration and Policy in Mental Health and Mental Health Services Research / Issue 5/2016
Print ISSN: 0894-587X
Electronic ISSN: 1573-3289
DOI: https://doi.org/10.1007/s10488-015-0670-9

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Leadership, Organizational Climate, and Perceived Burden of Evidence-Based Practice in Mental Health Services

Abstract

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Abstract

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