Leadership in interprofessional health and social care teams: a literature review

Abstract

Purpose The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams. Design/methodology/approach A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams. Findings Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership. Originality/value This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.

Enablers and barriers to clinical leadership in the labour ward of district hospitals in KwaZulu-Natal, South Africa

“…26 Communication and teamwork facilitate cohesion, development of interpersonal skills of the care team and interprofessional collaboration through discussion and reflection on practice. 56 Midwives expressed that doctors did not value midwives' contribution to patient care, which is at odds with labour wards in district hospitals, where most deliveries are midwife-led. 21 Additionally, it is at odds with the shared nature of clinical leadership which supports shared values, joint responsibility and mutual trust in patient care.…”

Towards a theoretical framework for Integrated Team Leadership (IgTL)

“…Analysis began with sub-themes that are strongly expected to be relevant to the data (King, 2004). In this case results of the literature review (Smith, 2018) provided an apriori outline framework for IgTL. Whilst using a model for analysis can be useful, all models simplify reality and can focus attention on certain phenomena at the expense of others (Cummings & Worley, 2015).…”

“…Interview schedule. An interview schedule was developed with open questions and based on the previous literature review (Smith et al, 2018). Up to one hour was allocated for discussions that were wide-ranging and allowed participants opportunity to thoroughly explore and reflect upon their experiences.…”

A survey of nursing and multidisciplinary team members' perspectives on the perceived contribution of intellectual disability clinical nurse specialists

“…Effective team working involves a collective team culture, mutual respect, open communication and all contributions and practitioners within the MDT being afforded equivalent importance (Freeman et al, ; Reeves, Macmillan, et al, ). This can only be accomplished when team members appreciate each other's contribution to care and how and why each member practices in the way they do (Miller et al, ; Smith et al, ). Cooperative practice rather than independent working permits resources to be joined to safeguard high‐quality care (McNamara et al, ).…”

“…This can only be accomplished when team members appreciate each other's contribution to care and how and why each member practices in the way they do Smith et al, 2018).…”