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Table 2 Summary of findings (Nvivo Coding)

From: What makes an effective Quality Improvement Manager? A qualitative study in the New Zealand Health System

Themes QIMs (Clinical Staff) QIMs (Operations/Process Engineers)
QI Expertise
 Experience of QI in healthcare 35/36 18/20
  Implementing QI initiatives before 15/36 19/20
  Understand healthcare operations 30/36 20/20
  Understand healthcare issues 34/36 18/20
   Care is the core value 35/36 16/20
 Experience in QI (outside healthcare) 10/36 19/20
  Qualifications in QI/operations management 11/36 20/20
   Process engineering 5/36 20/20
   Six Sigma certifications 5/36 18/20
  Implementing QI initiatives before 9/36 19/20
  Root cause problem solving experience 21/36 20/20
Leadership Competencies
 Sensegiving 22/36 20/20
  Encourage people to adopt QI philosophy 20/36 20/20
  Shows the positives of QI 22/36 20/20
  Link QI objectives to personal values (care) 12/36 18/20
 Long-Term Thinking 21/36 20/20
  Long-term view 18/36 20/20
  Explore unintended consequences of initiatives 10/36 18/20
  Reward power 18/36 19/20
 Motivation 25/36 18/20
  Understand what motivates people 25/36 17/20
  Be creative with incentives 10/36 18/20
  Non-monetary incentives 15/36 15/20
 Systems Thinking 15/36 19/20
  Not part of a single department/division 12/36 19/20
  Understand the needs of the complete organisation 14/36 18/20
  Systems understanding 9/36 20/20
  Link organisational silos and erase them 16/36 20/20
Interpersonal Competencies
 Approachability 20/36 18/20
  Respects different opinions and views 27/36 17/20
  Minimum power distance 22/36 15/20
  Easy to talk to 20/36 16/20
 Supportive 29/36 20/20
  Coach others 15/36 20/20
  Supports QI initiatives everywhere 8/36 20/20
 Trustworthy 25/36 17/20
  High trust among QIMs and frontline staff 24/36 17/20
  Frontline staff sees them as ‘insider’, not ‘outsider’ 18/36 20/20