Leading and working in teams

O’Sullivan, Helen; Moneypenny, Michael; McKimm, Judy

doi:10.12968/hmed.2015.76.5.264

Cited by 5 publications

(3 citation statements)

References 22 publications

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“…The NHS remains strongly hierarchical (Finn et al, 2010), with an organisational culture that is resistant to change (Waring and Bishop, 2010). Medical clinicians have traditionally been at the top of the power hierarchy (O'Sullivan et al, 2016). While there has been a small increase in consultant psychiatrists, there has been a decrease in the number of nurses working in mental health from 2010 to 2015 (NHS Confederation, 2016).…”

Section: National Contextmentioning

confidence: 99%

Multi-professional approved clinicians’ contribution to clinical leadership

Ebrahim

2018

JMHTEP

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Purpose The purpose of this paper is to explore how multi-professional approved clinicians (MPACs), responsible for the care of patients detained under the Mental Health Act (2007), can enable clinical leadership in mental health settings. Design/methodology/approach A questionnaire was completed by clinical psychology and mental health nursing practitioners in a mental health trust in the UK working towards or having gained approved clinician (AC) status, identifying barriers to implementation of the roles and enablers. Qualitative interview data were also gathered with psychiatrists, clinical psychologist and Mental Health Nurse ACs (three in each group). Findings There are a number of barriers and enablers of distributed leadership promoted by the MPAC role. Themes identified focused on enabling person-centred care, clinical leadership and culture change more broadly within mental health care. The AC role is supporting clinical leadership by a range of professionals, promoting patient choice by enabling access to clinicians with the appropriate skills to meet needs. Clinical leadership roles are promoting links between organisational priorities, teams and patient care, fostering distributed leadership in practice. Research limitations/implications This project reflects the views of a limited number of practitioners within one organisation which limits generalisabilty. Practical implications Organisations need clear strategies linked to workforce development and implementation of the roles to capitalise on their potential to support clinical leadership and person-centred care. Originality/value This study provides initial qualitative data on potential benefits and challenges of implementing the role.

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Section: National Contextmentioning

confidence: 99%

Multi-professional approved clinicians’ contribution to clinical leadership

Ebrahim

2018

JMHTEP

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“…Doctors often are the best and most logical choice as lead—but not always: in a system where managing chronic disease within defined populations and engaging patients and communities in care and provision choices is becoming ever more important, other healthcare professionals and those outside health (eg, in social services or other community disciplines such as education) may be better placed. Knowing how to be a good team member and a good follower3 should be something all doctors understand and embrace. Valuing and enabling co-production with service users, families and populations : Over the past decade, measuring and valuing patient experience and satisfaction have become more prominent as core dimensions of care quality. More recently, and less well-established, co-design is becoming normal practice.…”

mentioning

confidence: 99%

mentioning

confidence: 99%