Health Care Leaders Strategies and Patient Satisfaction

Ineffective patient satisfaction strategies can negatively impact patient satisfaction scores and overall organizational performance. Health care leaders who struggle to increase patient satisfaction are at high risk of diminished organizational performance and long-term sustainability. Grounded in the transformative learning theory, the purpose of this qualitative single case study was to explore strategies health care leaders implemented to improve patient satisfaction. The participants were five health care leaders in Ohio who effectively implemented strategies to increase overall patient satisfaction. Data were collected from semistructured interviews, organizational documents provided by the participants, and the company website. Yin’s five-step method was used to analyze the data. Four themes emerged: patient-focused model of care, timely access to care, staffing of health care facilities, and continuous quality improvement. A key recommendation is for health care leaders to create a patient-focused model of care. Leaders who implement a focused model of care may improve the patient experience, leading to increased patient satisfaction and revenue for the organization. The implications for positive social change include the potential for health care organizations to give back to the local community by providing necessary funds and knowledge for health care needs