Multidisciplinary Shared Leadership

Perry, Judith M.

doi:10.1111/j.1945-1474.2000.tb00123.x

Cited by 4 publications

(3 citation statements)

References 4 publications

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“…This is coherent with several surveys that underline multidisciplinary leadership's importance. Inter‐professional and trans‐disciplinary teamwork continues the evolutionary process of continuous quality improvement (Vyt, 2008; Perry, 2000). This type of leadership seems to be associated with participative management, which has an important role building good relationships.…”

Section: Discussionmentioning

confidence: 99%

A social network analysis of healthcare professional relationships in a French hospital

Boyer

Belzeaux

Maurel

et al. 2010

International Journal of Health Care Quality Assurance

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Section: Discussionmentioning

confidence: 99%

A social network analysis of healthcare professional relationships in a French hospital

Boyer

Belzeaux

Maurel

et al. 2010

International Journal of Health Care Quality Assurance

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“…2000; Boyle & Kochinder 2004; Degeling et al . 2001; McCallin 2003; Perry 2000; Ponte 2004; Walker 2001). All authors emphasize that the introduction of shared leadership requires extensive preparatory work to overcome traditional professional demarcations.…”

Section: Introductionmentioning

confidence: 99%

A nurse–physician co‐leadership model in psychiatric hospitals: Results of a survey among leading staff members in three sites

Steinert¹,

Goebel²,

Rieger³

2006

Int J Mental Health Nurs

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In three psychiatric hospitals in Baden-Wuerttemberg, Germany, a physician-nurse shared leadership model was implemented in 1997 by the hospital management. The whole hospital, departments, and single wards are led each by a leadership team consisting of a physician, psychologist or social worker and a nurse, being responsible for organization, staff, and budgets. The consequences for staff opinion in leadership positions were evaluated. All 165 leading staff members of all professional groups were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new leadership model. The response rate was 79.4%. Overall, the leading staff members were satisfied with the shared leadership model both in their own clinical practice and in general. Non-medical staff members were significantly more in favour of several aspects of shared leadership than physicians, but even the latter reported to be generally satisfied. However, both professional groups estimated leading positions to be only modestly attractive. The results yield some evidence that the change from traditional leadership models to the physician-nurse shared leadership model may have advantages in the management of psychiatric hospitals.

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“…These include exceptional outcomes, enhanced decision-making, complex problem solving, creative innovation, team-member fit, team synergy, organizational vitality, healthy organizational culture, individual wellbeing, and sustained growth. Shared leadership has been associated with exceptional outcomes, such as team success (Shipper, Manz, Nobles, & Manz, 2014), improvements in performance (Carson et al, 2007;Daspit, Ramachandran, & D'Souza, 2014;D'Innocenzo, Mathieu, & Kukenberger, 2014;Sivasubramaniam et al, 2002), motivational and cognitive advantages (Solansky, 2008), leadership behavior and efficiency (Bergman, Rentsch, Small, Davenport, & Bergman, 2012), effectiveness (Daspit, Tillman, Boyd, & Mckee, 2013;Haward, Amir, Borrill, Dawson, Scully, West, & Sainsbury, 2003;Hiller, Day, & Vance, 2006;Wang et al, 2014), proactivity and productivity (Erkutlu, 2012;Olivia & Shao, 1996), quality and service (Olivia & Shao, 1996;Manz, Skaggs, Pearce, & Wassenaar, 2015;Perry, 2000), and exponential growth (Hesselbein & Goldsmith, 2009). These benefits are more frequently observed in knowledge and information related work (Fausing, Jeppesen, Jønsson, Lewandowski, & Bligh, 2013).…”

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confidence: 99%

Does Sharing Leadership Actually Work?

Herbst,

Rios-Collazo,

Denison

2019

JEICOM

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Shared leadership is being utilized in increasing measures across a spectrum of organizations. It appears to afford numerous advantages within the context of the evolving modern workforce. Most of the studies on shared leadership have focused on its benefits, but few have considered potential weaknesses. This research sought to ascertain whether the benefits that have been correlated with this leadership model are valid and what drawbacks and limitations might be associated with it. This was accomplished by surveying prominent leaders from several faith-based organizations in the United States that utilize shared leadership. Thirteen leaders from 7 organizations were interviewed. An emergent design and a qualitative approach were employed, along with a purposive sampling technique. A descriptive approach based on semi-structured interviews was adopted to help elucidate the benefits and drawbacks these groups encountered. Ten benefits that were found in the academic literature had also been observed in the organizations surveyed. These included exceptional outcomes, enhanced decision-making, complex problem solving, creative innovation, team-member fit, team synergy, organizational vitality, healthy organizational culture, individual wellbeing, and sustained growth. Five drawbacks were also discovered. These included the difficulty of the model, a potential lack of follow-through, a possible lack of efficiency, a general lack of acceptance of the model, and the danger of immature or usurping team members. The description of these five limitations is a novel contribution to this field of inquiry.

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Multidisciplinary Shared Leadership

Cited by 4 publications

References 4 publications

A social network analysis of healthcare professional relationships in a French hospital

A social network analysis of healthcare professional relationships in a French hospital

A nurse–physician co‐leadership model in psychiatric hospitals: Results of a survey among leading staff members in three sites

Does Sharing Leadership Actually Work?

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