A nurse–physician co‐leadership model in psychiatric hospitals: Results of a survey among leading staff members in three sites

Abstract

In three psychiatric hospitals in Baden-Wuerttemberg, Germany, a physician-nurse shared leadership model was implemented in 1997 by the hospital management. The whole hospital, departments, and single wards are led each by a leadership team consisting of a physician, psychologist or social worker and a nurse, being responsible for organization, staff, and budgets. The consequences for staff opinion in leadership positions were evaluated. All 165 leading staff members of all professional groups were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new leadership model. The response rate was 79.4%. Overall, the leading staff members were satisfied with the shared leadership model both in their own clinical practice and in general. Non-medical staff members were significantly more in favour of several aspects of shared leadership than physicians, but even the latter reported to be generally satisfied. However, both professional groups estimated leading positions to be only modestly attractive. The results yield some evidence that the change from traditional leadership models to the physician-nurse shared leadership model may have advantages in the management of psychiatric hospitals.

Senior Level Designers - Designers Shared Leadership Model in Interior Design Companies: The Consequence of an Investigation among Leading Designers in Nine Companies in Korea

“…Finally, we established the consequences presented in Table 3. Although differences did not arrive at significance, there was a propensity that shared leadership was evaluated most favorably in departments where there is close designerssenior level designers cooperation in companies [18].…”

“…In spite of being content with the model of shared leadership, workers of both teams viewed the leading positions as only reasonably attractive. The largest differences between the teams were found in the statements that 'the shared leadership model emphasizes the significance of the designer in a suitable manner' and 'the shared leadership model leads to an unsuitable enhance of leading positions' [18].…”

“…Because the lower end of the scale in the total score represents maximum agreement, while the upper end represents maximum disagreement. Differences with shared leadership in entirety scores were calculated using the t-test [18]. …”

“…In the second section, the general experience with shared leadership within the design organization was evaluated ( Figure 2). This questionnaire was not developed as a standardized instrument for the evaluation of shared leadership in design organization (with the required procedures of item generation and item selection), but it should be understood as a first approach to a relevant field of management in design organizations that empirical evaluation is uncommon [18]. Table 1 presents the questionnaire related to concrete experiences with leadership partners in one's own working area.…”

“…Concerns that senior designers may experience devalued leading to a lack of design organization will be not eventuating. Significant points contain that there are few incentives for the uptake of leadership positions as well as concerns of an increase in the number of management positions and duties on hierarchical levels, eventually leading to greater bureaucracy [18]. Shared leadership can be looked upon as an essential part of a comprehensive managerial concept, the major objectives of which are excellence and quality.…”