Improving employee engagement and distributed leadership through lean systems process mapping

Joanne Harris, Ian Elliott

Research output: Contribution to journalArticlepeer-review

Abstract

Background/Aims Evidence of the impact and effectiveness of lean systems thinking in healthcare settings remains mixed. This study explores the impact of participation in a process mapping activity on employee engagement and distributed leadership in the NHS. Methods A qualitative study was undertaken using semi-structured interviews with nine employees within an NHS trust in the north east of England. Questions explored participants' experiences of process mapping. A thematic analysis was then carried out. Findings Following the implementation of process mapping, staff appeared more engaged and there was a closer relationship between teams and management. The end result of process mapping was increased employee engagement, greater team working, well-distributed leadership, increased job satisfaction and reduced stress levels. Conclusions Participation in process mapping can have a number of positive impacts, including improved team working, reduced staff stress levels and improved relationships between staff and management. Using process mapping could help NHS trusts to implement a more distributed method of leadership.
Original languageEnglish
Pages (from-to)1-9
Number of pages9
JournalBritish Journal of Health Care Management
Volume26
Issue number12
DOIs
Publication statusPublished - 2 Dec 2020

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