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Combating infections at Maine Medical Center: Insights into complexity-informed leadership from positive deviance

Resource type
Authors/contributors
Title
Combating infections at Maine Medical Center: Insights into complexity-informed leadership from positive deviance
Abstract
A case study of how the organizational change process known as Positive Deviance was used to fight healthcare-associated infections at Maine Medical Center highlights the human and social aspects of leadership in a complex adaptive system. It illustrates that leadership can shape self-organization in a manner that facilitates creative, productive, desirable outcomes. We found influential roles of anxiety, attachment, and relationships in facilitating organizational leadership. We describe how the process of leadership permeated the Medical Center's hierarchies and networks and reflected emergent power dynamics, which included contemporizing some aspects of traditional managerial authority. The study contributes to the management literature by clarifying the dynamics and qualities associated with change in complex human systems and illuminating what constitutes complexity-informed leadership and how it can be practiced. © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.
Publication
Leadership
Volume
9
Issue
2
Pages
229-253
Date
2013
Language
English
DOI
10.1177/1742715012468784
ISSN
1742-7150
Short Title
Combating infections at Maine Medical Center
Archive
Scopus
Library Catalog
Scopus
Citation
Lindberg, C., & Schneider, M. (2013). Combating infections at Maine Medical Center: Insights into complexity-informed leadership from positive deviance. Leadership, 9(2), 229–253. Scopus. https://doi.org/10.1177/1742715012468784