What the study found
The study found three main themes: tensions between accreditation and quality culture, leadership as a collective and emotionally demanding effort, and accreditation as a process that can bring both tangible improvements and emotional reinforcement. The authors also report a need to clarify the role of the internal lead and to align accreditation language with clinical and managerial realities.
Why the authors say this matters
The authors conclude that their findings support leadership development, institutional investment, and redesigning accreditation standards so they better reflect clinical practice and managerial responsibilities. They also say the study highlights the emotional and cultural impact of organisational change and the importance of supportive environments that encourage shared responsibility, team engagement, and sustainable quality improvement.
What the researchers tested
The researchers used a qualitative hermeneutic approach in a European public hospital. They combined individual and group semi-structured interviews with participant observation, involving six healthcare professionals responsible for accreditation projects under the Andalusian Agency for Health Quality. The data were analysed using Ricoeur’s interpretative framework, guided by the PRECEDE model, which is a framework for identifying predisposing, enabling, and reinforcing factors.
What worked and what didn't
Accreditation was described as generating both tangible improvements and emotional reinforcement. At the same time, the study identified conceptual tensions between accreditation and quality culture, and described leadership as collective and emotionally demanding. The abstract does not specify which particular accreditation changes worked best or which did not.
What to keep in mind
The study was based on six participants in one European public hospital, so the scope was limited. The abstract says future research could examine how gender dynamics influence leadership in accreditation processes. Other limitations are not described in the available summary.
Key points
- Three themes emerged: tensions between accreditation and quality culture, collective and emotionally demanding leadership, and accreditation producing both improvements and emotional reinforcement.
- The study says the internal lead’s role needs to be clarified and accreditation language aligned with clinical and managerial realities.
- The researchers used interviews, group interviews, and participant observation with six healthcare professionals in a European public hospital.
- Ricoeur’s interpretative framework and the PRECEDE model guided the analysis.
- The abstract says future research could examine gender dynamics in accreditation leadership.
Disclosure
- Research title:
- Accreditation leaders shape quality culture in clinical units
- Authors:
- Maria Pilar Mesa-Blanco, Pedro E. Ventura-Puertos, Víctor M. González‐Chordá, Manuel Rich-Ruiz
- Institutions:
- Cordoba University, Cordoba University, Cordoba University, Hospital Universitario Reina Sofía, Hospital Universitario Reina Sofía, Instituto Maimónides de Investigación Biomédica de Córdoba, Instituto Maimónides de Investigación Biomédica de Córdoba, Medical Research Network, Triangle : Action, Discours, Pensée politique et économique, Unidad de Investigación en cuidados y servicios de salud (Investén-isciii), Universitat Jaume I
- Publication date:
- 2026-01-07
- OpenAlex record:
- View
- Image credit:
- Photo by Markus Winkler on Unsplash · Unsplash License
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