Taking time out of training to shed light on “the dark side”

Conn, Rex B.; Bali, Amit; Akers, Elizabeth

doi:10.1136/bmj.h5231

Cited by 3 publications

(3 citation statements)

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“…For example, Seidle, Fernandez, and Perry (2016) highlight how leaders can benefit from "a combination of coaching, classroom instruction, feedback, and experiential training. " Conn et al (2016) identified the empowering nature of leadership training for participants to effect change, develop networks, and build thinking that is "reflexive, critical, and strategic." This comment also leads to consideration for future FWB studies, where adoption of an action learning approach that captures longer term perceptions and changes in behavior (as suggested above) is worthwhile.…”

Section: Discussionmentioning

confidence: 99%

Developing Soft Skills: Exploring the Feasibility of an Australian Well-Being Program for Health Managers and Leaders in Timor-Leste

et al. 2018

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The article aims to describe the Family Wellbeing Program (FWB), a program that sets out to facilitate the enhancement of soft skills and to explore the relevance and acceptability of the FWB in the context of health managers and leaders in Timor-Leste. This article presents the fundamental principles of the FWB approach to facilitating soft skills in the context of trauma-informed training for managers and leaders. It describes how a participatory social learning approach advances deep, transformative, and long-lasting impacts. An exploratory mixed-methods design was adopted. Qualitative data were gathered from workshop participants through an evaluation form with open-ended questions allowing participants to provide comments on the program and how it could be enhanced. In addition, attendees participated in an online survey, which sought to capture data relating to demographics, soft skills for managers/leaders, personal well-being, and program satisfaction. Overall, the results show that the FWB program is both relevant and acceptable. The findings indicate that participants' understanding of concepts of management and well-being, particularly as it is applied to the workplace, was improved. This outcome is important because it highlights how the FWB program can contribute to the development of more accomplished managers and leaders in the future. The results of this exploratory study will be useful in informing future management and leadership training for the Timorese health workforce.

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Section: Discussionmentioning

confidence: 99%

Developing Soft Skills: Exploring the Feasibility of an Australian Well-Being Program for Health Managers and Leaders in Timor-Leste

et al. 2018

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“…The programme is strategically important since the NHS in England requires more “change agent” clinicians armed with healthcare improvement and redesign of care skills (Wachter, 2016; Darzi, 2008). Overall in the NHS “trainees are often observers rather than active participants in management decisions” (Conn et al , 2015), and the Fellowship importantly actively promotes a collaborative learning approach to leadership and management. A review of relevant literature on leadership and clinician leadership development (LD) follows.…”

Section: Introductionmentioning

confidence: 99%

Darzi Clinical Leadership Fellows: an activity theory perspective

Malby

Mervyn

Boyle

2018

JHOM

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Purpose The purpose of this paper is to review the impact of the clinical leadership programme, in enabling the Darzi fellows to lead change projects in health and care services, and to secure quality healthcare in the NHS beyond the lifetime of the programme. Design/methodology/approach A longitudinal empirical investigation of clinical leaders (n=80) over an eight-year period was framed through an activity theory (AT)-driven research methodology using a mixed-methods approach. Findings AT illuminated how change was sustained in the NHS in London through the Darzi Clinical Leadership Fellowship. By any reasonable measurement, this programme excels, with learning and positive behavioural change sustained after the Fellowship across the NHS. Further recognition is needed of the continuing development needs of fellows as they take on more responsible leadership roles in their careers. Research limitations/implications Darzi fellows are a hard-to-reach group. The sample represents a response rate of 34 per cent. In total, 77 per cent of respondents emanated from cohorts 5 to 8 programmes. Practical implications The investment in a clinical leadership programme focused on systems leadership for quality generates value for the NHS. Social implications Countless interventions flowed through London’s healthcare community and beyond as a result of the Fellowship. This research exposed how Darzi fellows continue to lead innovation for alternative healthcare outcomes. Many proactive fellows employ a suite of learned skills and capabilities to lead systemic change. Originality/value This research is the first known longitudinal clinical leadership development study undertaken. The Darzi programme has created a unique clinical network of mutually supportive, team-centric systems thinkers and doers, with an evidence-based approach to systems change. Many fellows are catalysing sustainable change in the healthcare environment.

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“…Organisations include NHS England, NICE, royal colleges, and BMJ. The scheme has close links to similar schemes in Wales, Northern Ireland, and Scotland 17…”

Section: Job Insecurity and The Futurementioning

confidence: 97%