Clinical leadership: the challenge of making the most of doctors in management

Malby, Rebecca; Edmonstone, John; Ross, Daniel; Wolfenden, Neil

doi:10.12968/hmed.2011.72.6.341

Cited by 8 publications

(9 citation statements)

References 11 publications

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“…24 While this is a laudable aim, this may continue to perpetuate the historic model of command and control and a target-driven approach, when we should be striving for a model of "engaging leadership". 108 This model is not about being an extraordinary individual but the emphasis shifts to "… teamwork, collaboration, connectedness and removing barriers to communication and original thinking".…”

Section: Resultsmentioning

confidence: 99%

“…21 Many commentators have expressed concern that the ability of doctors in training to influence change is not being harnessed and are an underused resource, which if mobilized could significantly improve quality and safety of patient care. 10,14,19,24 A recent survey of over 1,500 doctors in training found that 91% had ideas for workplace improvement, but only 11% had been able to implement these. 22,25 This is a waste.…”

Section: Why Engage Junior Doctors?mentioning

confidence: 99%

“…The scheme also has an academic component with participants completing an accredited postgraduate certificate as well as a personal development focus incorporating workshops, coaching, mentoring, and action learning sets. 24 International schemes include the Harkness Fellowships in Health Policy run by the Commonwealth Fund in USA. 101 These fellowships in Health Care Policy and Practice provide a unique opportunity for mid-career health services researchers and practitioners from Australia, Canada, France, Germany, the Netherlands, New Zealand, Norway, Sweden, and the UK to spend up to 12 months in the USA, conducting original research and working with leading US health policy experts.…”

Section: Secondments and Clinical Fellowshipsmentioning

confidence: 99%

See 2 more Smart Citations

Clinical leadership development in postgraduate medical education and training: policy, strategy and delivery in the UK National Health Service

Aggarwal

Swanwick

2016

European Journal of Obstetrics & Gynecology and Reproductiv

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Section: Resultsmentioning

confidence: 99%

Section: Why Engage Junior Doctors?mentioning

confidence: 99%

Section: Secondments and Clinical Fellowshipsmentioning

confidence: 99%

See 1 more Smart Citation

Clinical leadership development in postgraduate medical education and training: policy, strategy and delivery in the UK National Health Service

Aggarwal

Swanwick

2016

European Journal of Obstetrics & Gynecology and Reproductiv

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“…Many commentators have expressed concern that the ability of doctors in training to influence change is not being harnessed and are an underused resource, which if mobilized could significantly improve quality and safety of patient care. 10 , 14 , 19 , 24 A recent survey of over 1,500 doctors in training found that 91% had ideas for workplace improvement, but only 11% had been able to implement these. 22 , 25 This is a waste.…”

Section: Why Engage Junior Doctors?mentioning

confidence: 99%

Section: Secondments and Clinical Fellowshipsmentioning

confidence: 99%

Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service

Aggarwal¹,

Swanwick

2015

JHL

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Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors) in the UK who provide the majority of front-line patient care and form an “operating core” of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing “leaders”, to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a “heroic” individual leader to a more distributed model, where organizations are “leader-ful” and not just “well led” and leadership is centered on a shared vision owned by whole teams working on the frontline.

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Whither the elephant?: the continuing development of clinical leadership in the UK National Health Services

Edmonstone

2014

Health Planning & Management

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The paper revisits the theme of clinical leadership in UK countries, following an earlier (2009) review. It examines the competency-based approach; considers the emerging voices of clinical leaders; explores the results of evaluation research studies; identifies learning from intra-UK and international comparisons and considers the issue of leader development versus leadership development. It concludes that there is little conceptual clarity; that there continues to be a major disconnect between clinicians and managers; that different approaches to developing clinical leaders are emerging in different parts of the UK and that the major challenge remains to develop leadership, rather than leaders.

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Clinical leadership: the challenge of making the most of doctors in management

Cited by 8 publications

References 11 publications

Clinical leadership development in postgraduate medical education and training: policy, strategy and delivery in the UK National Health Service

Clinical leadership development in postgraduate medical education and training: policy, strategy and delivery in the UK National Health Service

Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service

Whither the elephant?: the continuing development of clinical leadership in the UK National Health Services

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