An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals

Power, Ailsa; Allbutt, Helen; Munro, Lucy; Macleod, Marion; Kennedy, Simon; Cameron, Donald; Scoular, Ken; Orr, G.; Gillies, John

doi:10.1080/14739879.2016.1266239

Cited by 3 publications

(3 citation statements)

References 7 publications

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“…25 A survey of primary care professionals in Scotland found fewer than half had previous leadership training, and among nurses, less than 30% had such training. 26 Nevertheless, there are documented examples of primary care practices that do have engaged leaders who have successfully transitioned practices into advanced PCMH models despite challenges. 20,27,28 Over the past 30 years, two of the authors (WLM and BFC) actively engaged in a program of research that included hundreds of primary care practices.…”

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confidence: 99%

“…A recent focus group study in Norway found that while general practitioners recognized the need to take on leadership roles, they did not have the leadership skills and training needed to effectively lead their teams 25 . A survey of primary care professionals in Scotland found fewer than half had previous leadership training, and among nurses, less than 30% had such training 26 . Nevertheless, there are documented examples of primary care practices that do have engaged leaders who have successfully transitioned practices into advanced PCMH models despite challenges 20,27,28 …”

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Leading Innovative Practice: Leadership Attributes in LEAP Practices

et al. 2020

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An onslaught of policies from the federal government, states, the insurance industry, and professional organizations continually requires primary care practices to make substantial changes; however, ineffective leadership at the practice level can impede the dissemination and scale‐up of these policies. The inability of primary care practice leadership to respond to ongoing policy demands has resulted in moral distress and clinician burnout. Investments are needed to develop interventions and educational opportunities that target a broad array of leadership attributes. Context Over the past several decades, health care in the United States has undergone substantial and rapid change. At the heart of this change is an assumption that a more robust primary care infrastructure helps achieve the quadruple aim of improved care, better patient experience, reduced cost, and improved work life of health care providers. Practice‐level leadership is essential to succeed in this rapidly changing environment. Complex adaptive systems theory offers a lens for understanding important leadership attributes. Methods A review of the literature on leadership from a complex adaptive system perspective identified nine leadership attributes hypothesized to support practice change: motivating others to engage in change, managing abuse of power and social influence, assuring psychological safety, enhancing communication and information sharing, generating a learning organization, instilling a collective mind, cultivating teamwork, fostering emergent leaders, and encouraging boundary spanning. Through a secondary qualitative analysis, we applied these attributes to nine practices ranking high on both a practice learning and leadership scale from the Learning from Effective Ambulatory Practice (LEAP) project to see if and how these attributes manifest in high‐performing innovative practices. Findings We found all nine attributes identified from the literature were evident and seemed important during a time of change and innovation. We identified two additional attributes—anticipating the future and developing formal processes—that we found to be important. Complexity science suggests a hypothesized developmental model in which some attributes are foundational and necessary for the emergence of others. Conclusions Successful primary care practices exhibit a diversity of strong local leadership attributes. To meet the realities of a rapidly changing health care environment, training of current and future primary care leaders needs to be more comprehensive and move beyond motivating others and developing effective teams.

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Leading Innovative Practice: Leadership Attributes in LEAP Practices

et al. 2020

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“…The uptake of leadership skills training is suboptimal, a gulf of leadership skills development commonly opens up early in the career of most Scottish pharmacists, and many struggle to implement leadership skills in day-to-day practice. [56][57][58] Pharmacists identify that they do not understand the common vision and purpose of their teams. 56 Pharmacists also commonly identify a training gap in their skills of population-level care delivery.…”

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The Collaborative Care Model: Realizing healthcare values and increasing responsiveness in the pharmacy workforce

Forsyth

Radley²,

Rushworth³

et al. 2023

Research in Social and Administrative Pharmacy

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What do doctors and nurses think about development of clinical leadership?

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McKimm

2017

Br J Hosp Med

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Leadership development for health-care professionals is a priority within the NHS. Training is generally targeted at individual staff groups in isolation, even though contemporary leadership thinking recognizes the benefits of collaborative leadership between different clinical disciplines. Focussing on the attitudes and perceived training needs of undergraduate and qualified medical and nursing professionals, this article highlights the similarities and differences and will help to inform the design of existing and future leadership programmes.

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An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals

Cited by 3 publications

References 7 publications

Leading Innovative Practice: Leadership Attributes in LEAP Practices

Leading Innovative Practice: Leadership Attributes in LEAP Practices

The Collaborative Care Model: Realizing healthcare values and increasing responsiveness in the pharmacy workforce

What do doctors and nurses think about development of clinical leadership?

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