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Table 8 Barriers and facilitators of implementation outcomes and inner-context outcomes

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

  Barriers N (%)a Facilitators N (%)a
Inner-context outcomes
Implementation Climate Strategic leadership 1 (5%) General leadership 1 (5%)
 Low implementation leadership [65] 1 (5%)  High transformational leadership [65] 1 (5%)
 Low middle managers’ implementation role [65] 1 (5%) Strategic leadership 1 (5%)
    High implementation leadership [65] 1 (5%)
    High middle managers’ implementation roles [65] 1 (5%)
Implementation outcomes
Fidelity General leadership 1 (5%) General leadership 1 (5%)
 Low transformational leadership [90] 1 (5%)  High transformational leadership [90] 1 (5%)
Behaviors 1 (5%)  High transactional leadership [90] 1 (5%)
 Inequitable workload distribution [90] 1 (5%) Strategic leadership 1 (5%)
 Poor organization [90] 1 (5%)  High implementation leadership [90] 1 (5%)
 Poor management of team relations [90] 1 (5%)  High middle managers’ implementation roles [90] 1 (5%)
   Behaviors 1 (5%)
    Equitable workload distribution [90] 1 (5%)
    Good management of team relations [90] 1 (5%)
Implementation General leadership 3 (14%) General leadership 2 (10%)
 Low transactional leadership [87, 93] 2 (10%)  High transformational leadership [95, 96] 2 (10%)
 High passive-avoidant leadership [93, 96] 2 (10%) Strategic leadership 3 (10%)
Strategic leadership 3 (14%)  High implementation leadership [91, 94] 2 (10%)
 Low implementation leadership [91, 93, 96] 3 (14%)  High middle managers' implementation roles [91, 94] 2 (10%)
 Low middle managers’ implementation roles [93] 1 (5%)  High EBP champion [95] 1 (5%)
Behaviors 3 (14%) Characteristics 1 (5%)
 Poor management of competing priorities [93, 95] 2 (10%)  High EBP buy-in [68] 1 (5%)
 Poor communication [87] 1 (5%)   
Characteristics 1 (5%)   
 Low EBP buy-in [91] 1 (5%)   
Sustainment    Strategic leadership 1 (5%)
    High implementation leadership [83] 1 (5%)
    High middle managers’ implementation roles [83] 1 (5%)
    High EBP champion [83] 1 (5%)
  1. Transactional leadership only refers to the domain contingent reward
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Implementation Science

ISSN: 1748-5908