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Table 4 Associations between characteristics of QI teams (i.e., composition, participation, functioning and the organizational context) and performance indicators (i.e., patient outcomes, monitoring, screening/assessment) for successful teams

From: Factors associated with the impact of quality improvement collaboratives in mental healthcare: An exploratory study

  Anxiety disorders Dual diagnosis Schizo
phrenia 		Anxiety disorders Dual
diagnosis 		Schizo
phrenia 		Anxiety disorders Dual
diagnosis
  Patient outcomes Monitoring Screening/assessment
Team Composition      
Average age +       - -
Number of team members -     + +   
Number of different professionals +        -
Level of education:         
% Master degree   -    - -   -
% Bachelor degree      -    +
% Associate degree   +    +    
Years of practice in this job +   - + +   -  
Years of practice in this organization        - -
Number of team members with specialized knowledge +      + -  
Time spent on improvement -   +      
% Involvement in quality improvement    + -   - + -
Participation in the national program
% Attendance conferences QI team members   +    +    
% Attendance conferences by QI team leaders   +    + -   
Team functioning       
Social influence   +     -   
Efficacy -   -      
Attitude    -      -
Attitude quality improvement   +    +   -  
Communication/innovation   +     +   
Targets         
Approach-working method   + -     -  
Attitude guidelines, factor innovation (specificity/flexibility)         +
Organizational context
Organizational conditions present   +    +    
Support management   +   + +   +  
Type of leadership:         
Inspirational leadership + +   +   +   
Transactional leadership       +   
Passive leadership - - + -    -  
  1. + = Positive association, - = negative association, empty cell = no association
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Implementation Science

ISSN: 1748-5908