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APHA Scientific Session and Event Listing

Recorded presentation

Janice L. Dreachslin, PhD¹, Ellen Foster Curtis Foster Curtis, DBA¹, and Marie Sinioris, MPH². (1) Management Division, Penn State Great Valley School of Graduate Professional Studies, 30 E. Swedesford Road, Malvern, PA 19355, (610) 648-3269, jld13@psu.edu, (2) CEO, National Center for Healthcare Leadership, 515 North State Street, Suite 2000, Chicago, IL 60610

Due to the growing racial/ethnic diversity of the US population and new regulations such as the Office of Minority Health's CLAS (Culturally and Linguistically Appropriate Services) Standards, health care organizations are investing in organizational development activities to build strategic diversity leadership and cultural competency skills, knowledge, and abilities in administration, staff, and clinicians. Health care organizations currently lack ready access to valid research about the design and delivery requirements that are associated with highly effective interventions. This research fills the gap through its review of management and health administration literature published between January 2000 and April 2005, which characterizes the quality and extent of empirical evidence about the relationship between such leadership development interventions and organizational performance. Leadership development is operationally defined as education, training, mentoring, and other interventions (e.g., survey feedback, process consultation) to improve diversity management. Diversity management is defined as the leadership, culture, climate, strategy, and human resource practices that are undertaken in order to optimize organizational performance and provide a context for equitable and culturally competent care. Organizational performance is evidenced by outcomes such as career experiences and accomplishments, workplace perceptions, employee and patient satisfaction, group task performance, inter-group conflict and communication, recruitment and retention/turnover, absenteeism, productivity, profitability, and quality of care. Studies included in this meta-analysis were categorized by research methodology and by type of intervention: diversity training and education; mentoring; and other organizational development interventions. Specific characteristics of effective interventions are identified. Gaps in the literature and an agenda for future research are described.

Learning Objectives: The participant will be able to

• Summarize research about the relationship between diversity leadership development and organizational performance.
• Describe the key characteristics of effective diversity leadership development interventions.
• Design an effective diversity leadership development intervention.

Keywords: Cultural Competency, Evaluation

Presenting author's disclosure statement:

Any relevant financial relationships? Yes

Organization	Clinical/Research Area	Type of Relationship
National Center for Healthcare Leadership	organizational development	Advisory Committee/Board, Consultant and Independent Contractor (contracted research and clinical trials)

Any company-sponsored training?	No
Any institutionally-contracted trials related to this submission?	No

I agree to comply with the American Public Health Association Conflict of Interest and Commercial Support Guidelines, and to disclose to the participants any off-label or experimental uses of a commercial product or service discussed in my presentation.

Recorded presentation