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	Skala Przywództwa Implementacyjnego (ILS)	Postrzegana Gotowość Organizacyjna do Wspierania Systemu (PORAS)
Dziedzina	Nauka o wdrażaniu	Nauka o wdrażaniu
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	2014	2009
Twórca	Gregory A. Aarons, PhD; Michelle G. Ehrhart, PhD; Lydia R. Farahnak, PhD	Christopher D. Helfrich, PhD; Ying-Fang Li, PhD; Neil D. Sharp, MD; colleagues at Veterans Affairs and University of Washington
Typ	Self-report questionnaire	Self-report organizational survey
Źródło pierwotne	Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Sklar, M. (2014). Aligning leadership across systems and organizations to develop integrated care. Journal of Behavioral Health Services & Research, 41(2), 159–178.	Helfrich, C. D., Li, Y. F., Sharp, N. D., & Sales, A. E. (2009). Organizational readiness to change assessment (ORCA): Development of an instrument based on the perspectives of health care professionals. Journal of the American Medical Informatics Association, 16(4), 523–530.
Inne nazwy	ILS, Implementation Leadership, ILS-12	PORAS, Perceived Organizational Readiness, Perceived Readiness Scale
Pokrewne	5	5
Podsumowanie	The Implementation Leadership Scale (ILS) is a 12-item self-report measure that assesses unit-level leadership behaviors critical to successful implementation of evidence-based practices and innovations. Developed by Aarons, Ehrhart, and Farahnak in 2014, the ILS measures four dimensions of implementation leadership: proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. This brief, validated instrument is designed to capture frontline leaders' (managers, supervisors, unit heads) implementation-specific behaviors as perceived by clinical staff, and is widely used in healthcare implementation research to evaluate leadership effectiveness and predict implementation success.	The Perceived Organizational Readiness for Assisting the System (PORAS) is a 19-item self-report measure developed by Helfrich and colleagues to assess organizational readiness to implement health information technology systems and other healthcare innovations. Grounded in Weiner's theory of organizational readiness for change, the PORAS measures four dimensions of readiness: Valence (perceived importance of the change to the organization), Motivation (organizational commitment and drive to implement), Resource Adequacy (availability of financial, human, and technical resources), and Change Efficacy (staff belief in organizational capability to successfully implement). While originally developed for health IT implementation, the PORAS framework and scale are applicable to broader healthcare innovations and evidence-based practice implementation.