The chief registrar: a new Royal College of Physicians leadership initiative for trainees

Phillips, G. D.

doi:10.12968/hmed.2018.79.3.124

Cited by 2 publications

(2 citation statements)

References 5 publications

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“…The distinctiveness of the Chief Registrar programme is that the post holders remain in clinical practice (Phillips, 2018) for its duration of one year in most cases, which is not the case for a number of other leadership fellowships that are available in the UK. There is a requirement that the role should devote at least 40 per cent of the working week to the Chief Registrar role, with the remainder to the medical registrar role.…”

Section: Introductionmentioning

confidence: 99%

The Chief Registrar role in the UK: leadership capacity and development of hybrid leaders

Snelling¹,

Exworthy²,

Ghezelayagh

2020

JHOM

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PurposeThe purpose of the study is to evaluate the first cohort of the Royal College of Physicians' (RCP) Chief Registrar programme in 2016/7. Chief Registrars provide medical leadership capacity through leadership development posts.Design/methodology/approachThe study adopted a mixed methods design, comprising a monthly survey of the 21 Chief Registrars in the first cohort, interviews with Chief Registrars, and six cases studies where Chief Registrars and colleagues were interviewed.FindingsChief Registrars enjoyed high levels of practical, professional, and leadership support from their employing organisations, the RCP, and the Faculty of Medical Leadership and Management. They had high degrees of autonomy in their roles. As a result, roles were enacted in different ways, making direct comparative evaluation problematic. In particular, we identified variation on two dimensions: first, the focus on medical leadership generally, or quality improvement more specifically, and second, the focus on personal development or organisational leadership capacity.Research limitations/implicationsThe data are limited and drawn from the first cohort's experience. The Chief Registrar scheme, unlike many other leadership fellowships, maintains a high level of clinical practice (with a minimum 40 per cent leadership work). This suggests a clearer preparation for future hybrid leadership roles.Practical implicationsThis paper may offer some support and guidance for Chief Registrars and those who work with and support them.Originality/valueThis study adds to the literature on leadership development for doctors in hybrid roles, and highlights the distinctiveness of the scheme compared with other schemes.

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Section: Introductionmentioning

confidence: 99%

The Chief Registrar role in the UK: leadership capacity and development of hybrid leaders

Snelling¹,

Exworthy²,

Ghezelayagh

2020

JHOM

View full text Add to dashboard Cite

show abstract

“…These schemes are in the main undertaken outside medical training, with limited clinical work. In 2016 the Royal College of Physicians established a Chief Registrars' scheme, including a development programme, which kept trainees in clinical practice with 40 per cent of their time devoted to the Chief Registrar role, typically for a year (Phillips, 2018;Exworthy and Snelling, 2017).…”

Section: Introductionmentioning

confidence: 99%

How trainee hospital doctors lead work-based projects

Snelling

Benson

Chambers

2019

LHS

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Purpose The purpose of this study is to explore how trainee hospital doctors led work-based projects undertaken on an accredited development programme in England. Design/methodology/approach This is a case study of a leadership programme for hospital-based specialty trainees. The programme included participants leading work-based projects which were submitted for academic accreditation. Accounts of 35 work-based projects were thematically analysed to explore how participants led their projects. Findings Leadership was often informal and based on a series of individual face-to-face conversations. The establishment of project teams and the use of existing communication processes were often avoided. The reasons for this approach included lack of opportunities to arrange meetings, fear of conflict in meetings and the personal preferences of the participants. The authors discuss these findings with reference to theory and evidence about conversations and informal leadership, highlighting the relevance of complexity theory. Research limitations/implications The data are limited and drawn from the best accounts written for a specific educational context. There is therefore limited transferability to the leadership work of hospital-based specialty trainees in general. Future research into medical leadership might explore the micro practices of leadership and change, particularly in informal settings. Practical implications Leadership development programmes for trainee hospital doctors might concentrate on developing skills of conversation, particularly where there are or may be perceived power imbalances. Exploring conversations within the theory of complex responsive processes should be considered for inclusion in programmes. Originality/value This paper adds some detail to the general understanding of learning leadership in practice.

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The chief registrar: a new Royal College of Physicians leadership initiative for trainees

Cited by 2 publications

References 5 publications

The Chief Registrar role in the UK: leadership capacity and development of hybrid leaders

The Chief Registrar role in the UK: leadership capacity and development of hybrid leaders

How trainee hospital doctors lead work-based projects

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