title: The Michigan leadership model: developing a management infrastructure.
abstract: University of Michigan Health System underwent a number of reduction strategies in the early 1990s to address the rising costs of healthcare. By 2001, an analysis revealed that these strategies negatively impacted employee satisfaction and patient care. A team of nurse managers was charged with redesigning the current support structure for nurse managers. The team conducted an analysis of the current situation and designed a new model called the Michigan Leadership Model comprising both administrative and leadership support positions.
authors.affiliation: Nursing Services, University of Michigan Health System, Ann Arbor, MI 48109, USA.
authors.forename: Carrie
authors.initials: C
authors.lastname: Dawson
authors.forename: Michelle
authors.initials: M
authors.lastname: Aebersold
authors.forename: Nancy
authors.initials: N
authors.lastname: Mamolen
authors.forename: Janet
authors.initials: J
authors.lastname: Goldberg
authors.forename: Cathy
authors.initials: C
authors.lastname: Frank
mesh_terms: D006801:Humans; D007857:Leadership; D008824:Michigan; D017146:Models, Organizational; D009718:Nurse Administrators; D009741:Nursing Staff, Hospital / Q000458:organization & administration*; D009745:Nursing, Supervisory; D010557:Personnel Administration, Hospital; D020415:Personnel Downsizing; D013647:Task Performance and Analysis