General practitioners’ views on leadership roles and challenges in primary health care: a qualitative study

Spehar, Ivan; Sjøvik, Hege; Karevold, Knut Ivar; Rosvold, Elin Olaug; Frich, Jan C.

doi:10.1080/02813432.2017.1288819

Cited by 43 publications

(52 citation statements)

References 16 publications

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“…However, GPs might feel a strain taking on dual capacities, both as network leader and provider in their own practice. A study by Sephar et al (2017) emphasized the challenges that GPs face between the clinical and leadership roles and a lack of formal training and preparation to assume the role of leader [62]. Thus, the reimbursement for their time in conducting duties as a leader for the network was paid accordingly, and the lack of leadership, management and nancing skills of the GPs can be nurtured through a national health leadership model embedded into CME [63][64].…”

Section: Discussionmentioning

confidence: 99%

Perceived facilitators and barriers to chronic disease management in primary care networks: a qualitative study

Foo

Surendran

Tam

et al. 2020

Preprint

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Background The increasing chronic disease burden in developed countries has placed tremendous strain on tertiary healthcare infrastructure and resources. Therefore, there is an urgent need to shift chronic disease management from tertiary to primary care providers to mitigate the increase in demand for chronic care at hospitals. The organization of private general practitioners (GPs) into Primary Care Networks (PCNs) is a pragmatic move by Singapore, a developed and multi-ethnic urban city, to provide private GPs with team-based care capabilities and a platform to track care indicators for better management of chronic patients. As the PCN initiative is still in its embryonic stages, there is a void in research regarding its ability to empower private GPs to manage chronic patients effectively. This qualitative study aims to explore the facilitators and barriers for the management of chronic patients by private GPs in the PCN. Method: We conducted 30 semi-structured in-depth interviews with GPs enrolled in a PCN. Qualitative analysis of audio transcripts was performed to extract themes which highlighted the facilitators and barriers faced by PCN in the early stages of its development. Results Our results suggest that PCNs facilitated private GPs to more effectively manage chronic patients through 1) provision of ancillary services such as diabetic foot screening, diabetic retinal photography and nurse counselling to permit a “one-stop-shop”, 2) systematic monitoring of process and clinical outcome indicators through a chronic disease registry (CDR) to promote accountability for patients’ health outcomes and 3) funding streams for PCNs to hire additional manpower to oversee operations and to reimburse GPs for extended consultations. Barriers include high administrative load in maintaining the CDR due to the lack of a smart electronic clinic management system and financial gradient faced by patients seeking services from private GPs which incur higher out-of-pocket expenses than public primary healthcare institutions. Conclusion PCNs demonstrate great promise in empowering and motivating private GPs to manage chronic patients. However, barriers will need to be addressed to ensure the quality and comprehensiveness of PCNs in managing more chronic patients in the face of an ageing population.

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Section: Discussionmentioning

confidence: 99%

Perceived facilitators and barriers to chronic disease management in primary care networks: a qualitative study

Foo

Surendran

Tam

et al. 2020

Preprint

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“…References to the management of changes highlight the leader's behaviour whose aim is to "implement" changes 77,[84][85] since such behaviour is linked to success 54 . Leaders must become key promoters by introducing individuals to the processes of decision-making since changes do not occur unless individuals and groups change 86 , and become possible only through the use of appropriate managerial approaches [87][88] .…”

Section: Laissez-faire Leadership Stylementioning

confidence: 99%

Healthcare organizations and decision-making: leadership style for growth and development

Žibert¹,

Starc²

2018

J. appl. health sci.

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Background: Change management has become a key instrument in every organization and is crucial for their survival since changes have become unavoidable. The manner in which changes are introduced in everyday practice is an important component of change management. Managing change involves thoughtful planning and implementation, as well as the involvement of employees. Success is based on an appropriate managerial approach since management styles have a direct impact on the introduction of change by transforming employee attitudes. The aim of the study was to examine the impact of different leadership styles onthe success of introducing changes. Methods: We used a quantitative methodology. The instrument used was a validated questionnaire with closed questions. Four Slovenian healthcare centers were included in the study. Results: The success of the introduced changes statistically positively correlates with the transformational leadership (p < 0.05), and negatively correlates with the Laissez-faire leadership (p < 0.05). The assessed effectiveness of leadership styles positively correlates with the transformational, transactional, and Laissez-faire leadership (p < 0.05). However, within the assessed effectiveness of leadership styles, and the satisfaction with the introduced changes the strong link was observed in transformational leadership. Conclusions: Over the past decades, the emphasis on change has proven to be a key feature of organizational success. Changes are introduced and based on a proper management style, which has a direct impact on the working environment.

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“…I tillegg rapporterer klinikere som er ledere at de opplever at deres identitet som fagperson settes i spill, dels av medarbeidere og kolleger, dels fordi de må forholde seg til nye systemer og hensyn (15). Ved håndtering av ledelsesutfordringer kan leger oppleve at de mister noe av sin faglige autoritet (16).…”

Section: Lederutvikling Og Ledelsesutviklingunclassified

Ledelsesutvikling for leger

Frich¹,

Spehar²

2018

Tidsskriftet

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Jan C. Frich er spesialist i nevrologi, professor ved Institutt for helse og samfunn, Universitetet i Oslo, og direktør for medisin og helsefag i Helse Sør-Øst. Forfatter har fylt ut ICMJE-skjemaet og oppgir ingen interessekonflikter. IVAN SPEHAR Ivan Spehar er master i helse-og sosialpsykologi med doktorgrad i helseledelse, og er førsteamanuensis ved Avdeling for helseledelse og helseøkonomi, Institutt for helse og samfunn, Universitetet i Oslo og Fakultet for samfunnsvitenskap, OsloMet-storbyuniversitetet. Forfatter har fylt ut ICMJE-skjemaet og oppgir ingen interessekonflikter.

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General practitioners’ views on leadership roles and challenges in primary health care: a qualitative study

Cited by 43 publications

References 16 publications

Perceived facilitators and barriers to chronic disease management in primary care networks: a qualitative study

Perceived facilitators and barriers to chronic disease management in primary care networks: a qualitative study

Healthcare organizations and decision-making: leadership style for growth and development

Ledelsesutvikling for leger

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