Developing healthcare leaders and managers: course-based or practice-based?

Edmonstone, John

doi:10.5430/ijh.v1n1p9

Cited by 11 publications

(13 citation statements)

References 20 publications

(18 reference statements)

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“…The literature also reports on leadership capability frameworks in Australia (Shannon, 2015), Canada (Dickson and Tholl, 2014;Levitt, 2014;Marchildon and Fletcher, 2016); and the UK (NHS Leadership Academy, 2013). These underscore the importance of continuous learning and for the need for international emergency leadership education and training (Edmonstone, 2015;Hunt et al, 2011).…”

Section: Transformational Emergency Leadershipmentioning

confidence: 99%

Towards transformational leadership: the nexus of emergency management systems in Canada

H.J.

2016

IJEM

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This qualitative research study explores the leadership challenges in emergency management systems in Canada. Complex adaptive systems theory forms the theoretical paradigmatic perspective of emergency events, such as mass emergencies, disasters and catastrophes. Thematic analysis of a key informant study of emergency leaders identified 12 key leadership capabilities. From the grounded theory methodological approach, a theory of transformational emergency systems leadership emerged and is posited. The findings and implications are discussed in light of theoretical implications for humanistic and technologically driven leadership; inter-sectorial collaborative networks; adaptive learning and training of future emergency leaders; and future international emergency management research.

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Section: Transformational Emergency Leadershipmentioning

confidence: 99%

Towards transformational leadership: the nexus of emergency management systems in Canada

H.J.

2016

IJEM

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“…An important feature of the Programme was its emphasis on leaders working with, and through, others—whether ‘above’ or ‘below’ in the formal hierarchy—through the creation of dynamic teams. In some senses then, the Programme sought to combine elements of workplace based practice learning within a formal course-based approach to training ( Edmonstone 2015 ).…”

Section: The Activities and Philosophy Of The Otf Programmementioning

confidence: 99%

“…Central to new approaches to leadership training is the importance of reflective practice, the modelling of appropriate behaviours and strengthening teamwork ( Curry et al 2012 ; Doherty 2013 ; Daire et al 2014 ; Doherty and Gilson 2015 ; World Health Organisation and Alliance for Health Policy and Systems Research 2016 ). Workplace-based training is receiving increasing attention as an effective mechanism to supplement formal, residential training at academic institutions, and sometimes as an alternative ( Doherty and Gilson 2015 ; Edmonstone 2015 ; Nakanjako et al 2015 ).…”

Section: Introductionmentioning

confidence: 99%

Achievements and challenges in developing health leadership in South Africa: the experience of the Oliver Tambo Fellowship Programme 2008–2014

Doherty

Gilson

Shung-King

2018

Health Policy and Planning

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The Oliver Tambo Fellowship Programme is convened by the School of Public Health and Family Medicine, University of Cape Town, South Africa. It is a health leadership training programme with a post-graduate Diploma at its core, supplemented by management seminars, mentorship and alumni networking. An external evaluation was conducted in 2015 for the period since 2008. This rapid, descriptive study made use of mixed methods—including a document review of existing Programme material (management reports, anonymized alumni’s implementation project reports, exit interviews, field interviews and e-mailed questionnaires), a brief e-mailed questionnaire, and 18 semi-structured telephonic interviews conducted by the evaluator with Programme alumni, convenors and senior government line managers. Data were analysed according to indicators and associated criteria developed by the evaluator on the basis of the Programme’s objectives, international experience, the nature of the South African health system and the particular philosophy of the Programme. The evaluation found that the Diploma offered a unique contribution. This is because it sought less to convey new technical knowledge, than to empower and galvanize students to become change agents in the complex settings of their workplaces. Reflective practice was an important part of this process. Alumni were able to point to a number of positive changes in their management practice and motivation, translating these into improved performance by their teams and more effective health services. Alumni also helped to build the capacity of their own and other staff, sharing the knowledge and skills they had gained through the Programme, and leading by example. However, the Programme found it difficult to arrange adequate mentorship or peer support for alumni once they returned to their workplaces, pointing to the need for human resource development units in government to become more active in supporting alumni and holding them accountable for improving practice.

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“…[27][28][29][30][31] Urby and McEntire (2015) [32] have underscored that transformational leaders are change agents that form the backbone of high-performing and effective systems that result in positive outcomes, such as lower mortality and morbidity rates, greater community resilience, higher quality of care. [33][34][35][36][37][38] 1.2 Holonic paradigms in emergency management systems This study proposes a holonic perspective of emergency leadership in the context of complex adaptive emergency management systems. As Kostler (1967) [39] first suggested in his classic "The Ghosts in the Machine", holons are epistemological constructs and conceptual abstractions that represent complex adaptive systems in the real world.…”

Section: Transformational Emergency Systems Leadershipmentioning

confidence: 99%

Towards transformational emergency systems leadership: A holonic perspective

2016

IJH

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This qualitative research study explores the results and implications of a key informant study of emergency systems leadership challenges in Canada. Grounded theory methodology and thematic analysis was deployed to identify ten key properties of transformational emergency systems leadership. Of 103 emergency systems leaders of diverse professional backgrounds are presented. The response rate was 83.5 percent from 81 organizations across Canada. A theory of holonic emergency systems leadership is proposed. This study concludes with the potential theoretical and pragmatic implications of a holonic paradigm of emergency systems leadership for further healthcare research in diverse settings internationally.

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Developing healthcare leaders and managers: course-based or practice-based?

Cited by 11 publications

References 20 publications

Towards transformational leadership: the nexus of emergency management systems in Canada

Towards transformational leadership: the nexus of emergency management systems in Canada

Achievements and challenges in developing health leadership in South Africa: the experience of the Oliver Tambo Fellowship Programme 2008–2014

Towards transformational emergency systems leadership: A holonic perspective

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