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Table 7 Relationships between leadership and inner-context and implementation outcomes

From: The relationship between first-level leadership and inner-context and implementation outcomes in behavioral health: a scoping review

Leadership style N (%) Dir Inner-context outcomes N (%) Dir Implementation outcomes
General leadership
Transformational 1 (5%) – Burnout [85] 1 (5%) + Sustainment [83]
5 (24%) +/– EBP attitudesa [81, 82, 84, 86, 92]    
1 (5%) +/ EBP knowledge [92]    
1 (5%) + Innovation climatea [82]    
2 (10%) + Organizational climate [84, 88]    
2 (10%) + – Organizational culturea [85, 98]    
Transactional 1 (5%) / Burnoutc [85] 1 (5%) / Sustainmentd [83]
1 (5%) + EBP attitudesab [81]    
1 (5%) / Organizational cultureac [85]    
Passive-avoidant 1 (5%) / Burnout [85] 1 (5%) – Sustainmentd [83]
  1 (5%) –/ Organizational culturea [85]    
Strategic leadership
Implementation 2 (10%) +/– EBP Attitudesa [15, 92] 2 (10%) +/ Adoption [15, 97]
1 (5%) / EBP Knowledge [92]    
1 (5%) + Implementation Climatea [97]    
1 (5%) + Organizational Climatea [45]    
Leader characteristics
EBP attitudes     1 (5%) +/ Adoption [89]
Readiness-for-change     1 (5%) +/ Adoption [89]
  1. + Significant positive association between constructs
  2. – Significant negative association between constructs
  3. / Non-significant association between constructs
  4. +/ Significant positive association and a non-significant association between constructs
  5. –/ Significant negative association and a non-significant association between constructs
  6. + – Significant positive and negative association between constructs
  7. +/– Significant positive, significant negative, and non-significant between constructs
  8. Statistical significance determined as p < .05. The direction of relationships can be mixed within a study if they report on subscales of a measure. We report only on total scores of a measure when available, otherwise, we report on subscale scores. Results reflect direct and indirect associations. When leader and provider scores were reported for the same measure, we report only the provider scores
  9. aReflects constructs that have been reframed to reflect the positive form of the construct (e.g., transformational leadership showing a negative association with demoralizing organizational climate is characterized as having a positive association with organizational climate)
  10. bMeasurement of transactional leadership included contingent reward, active management-by-exception, passive management-by-exception, and laissez-faire
  11. cMeasurement of transactional leadership included contingent reward, active management-by-exception, and passive management-by-exception
  12. dDomains comprising transactional leadership measurement were not defined
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Implementation Science

ISSN: 1748-5908