Leadership development in health care: what do we know?

2002 ◽  
Vol 16 (1) ◽  
pp. 34-47 ◽  
Author(s):  
John Edmonstone ◽  
Jane Western
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Evaluation Studies ◽  
Lessons Learned ◽  
Executive Directors ◽  
Managerial Leadership ◽  
Leadership Models ◽  
Strong Focus ◽  
The Future

The NHS in England has developed a strong focus on clinical and managerial leadership. The article describes both emerging ideas on leadership models and approaches to developing leaders as a background to the description of two evaluation studies of leadership programmes for executive directors and the lessons learned for the future.

Beyond healthcare leadership? The imperative for health and social care systems

2020 ◽  
Vol 33 (4) ◽  
pp. 351-363
Author(s):  
John Duncan Edmonstone
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Social Care ◽  
Current Model ◽  
Healthcare Leadership ◽  
Content Type ◽  
Health And Social Care ◽  
The Future ◽  
Care Systems ◽  
The Uk

Purpose This paper aims to make the case that there is a need to move beyond a focus on an approach to leadership development which is confined to health care only. It argues that, given the economic, financial, social and organisational context within which health and social care organisations in the UK operate, there is a need to develop leadership within health and social care systems, rather than within the existing “siloed” sectors. Design/methodology/approach The paper considers the context within which health and social care organisations in the UK operate; examines the nature of those organisations; makes the case for focusing on the health and social car system through systems leadership; and identifies the need for leadership, rather than leader development. Findings There is a danger of health and social care organisations “walking backwards into the future” with eyes fixed on the past. The future lies with treating health and social care as a system, rather than focusing on organisations. The current model is individual leader focused, but the emerging model is one of collective multi-agency teams. Originality/value The paper seeks to go beyond a health-care-only focus, by asserting that there is a need to regard health and social care as a single system, delivered by a multiplicity of different organisations. This has implications for the kind of leadership involved and for how this might be developed.

scholarly journals Back to the Future: Principles on Resuming Outpatient Services in the COVID-19 Era

2020 ◽  
Vol 163 (4) ◽  
pp. 705-706 ◽  
Author(s):  
Taher S. Valika ◽  
Kathleen R. Billings
Keyword(s):  
Health Care ◽  
Outpatient Care ◽  
Health Care Systems ◽  
Lessons Learned ◽  
Outpatient Services ◽  
Drastic Reduction ◽  
The Public ◽  
Outpatient Visits ◽  
The Future ◽  
Care Systems

The rapidly changing health care climate related to coronavirus disease 2019 (COVID-19) has resulted in numerous changes to health care systems and in practices that protect both the public and the workers who serve in hospitals around the country. As a result, these past few months have seen a drastic reduction in outpatient visits. With phased reopening and appropriate guidance, health care systems are attempting to return to normal. The experiences and lessons learned are described, and we provide guiding principles to allow for a safe and effective return to outpatient care.

scholarly journals Lessons Learned or Forgotten? Impacts of COVID-19 on the Future Direction of Global (e-)Mental Health Care

2021 ◽  
Vol 23 (12) ◽  
Author(s):  
D. Mucic ◽  
J. H. Shore ◽  
D. M. Hilty ◽  
K. Krysta ◽  
M. Krzystanek
Keyword(s):  
Mental Health ◽  
Health Care ◽  
Mental Health Care ◽  
Lessons Learned ◽  
The Future ◽  
Future Direction

Conclusion: From the Edges Toward the Middle

2019 ◽  
pp. 509-510
Author(s):  
J. Lloyd Michener ◽  
Brian C. Castrucci ◽  
Don W. Bradley ◽  
Craig W. Thomas ◽  
Edward L. Hunter
Keyword(s):  
United States ◽  
Health Care ◽  
Health Care Professionals ◽  
Training Programs ◽  
The United States ◽  
Lessons Learned ◽  
What Works ◽  
The Future

This chapter concludes the book and looks to the future. The teams and partnerships for health are clearly underway across the United States. From this point on, health care professionals and other agencies will all need to incorporate lessons learned and practices adopted into training programs, for all the health and related disciplines. Rather than learn what makes a difference in health, the aim should be to discover and then teach what makes a difference for some, and what works better for others. Training would be best carried out in teams, so the skills of teamwork and partnership are not just ideas, but practiced skills. The chapter concludes with this thought: health is something we can achieve together, but that no person or group can achieve alone.

scholarly journals A Faculty Development Model for Academic Leadership Education Across A Health Care Organization

2020 ◽  
Vol 7 ◽  
pp. 238212052094887
Author(s):  
Jessica T Servey ◽  
Joshua D Hartzell ◽  
Thomas McFate
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Course Design ◽  
National Level ◽  
The United States ◽  
Lessons Learned ◽  
Academic Leadership ◽  
Care Organization ◽  
Leadership Positions ◽  
Military Health

Academic leadership in undergraduate and graduate medical education requires a specific set of leadership and managerial skills that are unique to academic leadership positions. While leadership development training programs exist for traditional leadership roles such as department chairs, executives, and deans, there are fewer models of leadership training specifically geared for academic leadership positions such as program and clerkship directors, and designated institutional officials. There are academic programs at the national level, but there is sparse literature on the specific decisions required to create such programs locally. With growing regulatory and accreditation requirements as well as the challenges of balancing the clinical and educational missions, effective leadership is needed across the spectrum of academic medicine. To meet this need for the military health care system in the United States, we used Kern’s six-step framework for curriculum development to create a 1-week academic leadership course. This paper describes the process of development, implementation, outcomes, and lessons learned following the initial 3 years of courses. Specific discussions regarding who to train, which faculty to use, content, and other elements of course design are reviewed. The course and process outlined in the paper offer a model for other organizations desiring to establish an academic leadership course.

Evaluating the clinical dyad leadership model: a narrative review

2020 ◽  
Vol 34 (7) ◽  
pp. 725-741
Author(s):  
Jessica Miller Clouser ◽  
Nikita Leigh Vundi ◽  
Amy Mitchell Cowley ◽  
Christopher Cook ◽  
Mark Vincent Williams ◽  
...  
Keyword(s):  
Health Care ◽  
Health Care Organizations ◽  
Lessons Learned ◽  
Narrative Review ◽  
Health Care Environment ◽  
Leadership Model ◽  
Content Type ◽  
Leadership Models ◽  
Key Terms ◽  
The Impact

PurposeDyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown about their benefits and drawbacks. In order to understand their potential impact, we conducted a review of literature evaluating dyad leadership models in health systems.Design/methodology/approachOur narrative review began with a search of PubMed, CINAHL, Web of Science and Scopus using key terms related to dyads and leadership. The search yielded 307 articles. We screened titles/abstracts according to these criteria: (1) focus on dyadic leadership model, i.e. physician–nurse or clinician–administrator, (2) set in health care environment and (3) peer-reviewed with an evaluative component of dyadic model. This yielded 22 articles for full evaluation, of which six were relevant for this review.FindingsThese six articles contribute an assessment of (1) teamwork and communication perceptions and their changes through dyad implementation, (2) dyad model functionality within the health system, (3) lessons learned from dyad model implementation and (4) dyad model adoption and model fidelity.Research limitations/implicationsResearch in this area remains nascent, and most articles focused on implementation over evaluation. It is possible that some articles were excluded due to our methodology, which excluded nonEnglish articles.Practical implicationsFindings provide guidance for health care organizations seeking to implement dyadic leadership models. Rigorous studies are needed to establish the impact of dyadic leadership models on quality and patient outcomes.Originality/valueThis review consolidates evidence surrounding the implementation and evaluation of a leadership model gaining prominence in health care.

Are You Ready to Shape the Future of Health Care?

ASHA Leader ◽  
2011 ◽  
Vol 16 (6) ◽  
pp. 9-9
Author(s):  
Paul R. Rao
Keyword(s):  
Health Care ◽  
The Future
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