Douglas, Prof. Sir Neil (James), (born 28 May 1949), Professor of Respiratory and Sleep Medicine, University of Edinburgh, 1995–2012, now Emeritus; President, Royal College of Physicians of Edinburgh, 2004–10 (Dean, 1995–2000; Vice-President, 2000–03); Chairman, Faculty of Medical Leadership and Management, since 2011

2007 ◽  
Keyword(s):  
Royal College ◽  
Vice President ◽  
Sleep Medicine ◽  
Leadership And Management ◽  
University Of Edinburgh ◽  
Medical Leadership

scholarly journals The Royal College of Psychiatrists’ Leadership and Management Fellow Scheme

2021 ◽  
pp. 1-6
Author(s):  
Alex Till ◽  
Deepa Bagepalli Krishnan ◽  
Russell Gibson ◽  
Michael Hobkirk ◽  
David Somerfield ◽  
...  
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
Patient Care ◽  
Royal College ◽  
Leadership And Management ◽  
Benefit Patient ◽  
Medical Leadership ◽  
Development Structure

Summary The Royal College of Psychiatrists’ Leadership and Management Fellow Scheme aims to develop and support a new cohort of leaders within psychiatry. This article provides an introduction to the scheme, which is accessible to all higher trainees with the support of their host organisation. We explore its development, structure and how it is evolving to provide a strong platform for achieving the College's ambition to benefit patient care by embedding a culture of medical leadership within mental health services.

scholarly journals The value of psychiatrists in leadership and management

2016 ◽  
Vol 22 (4) ◽  
pp. 263-268 ◽  
Author(s):  
Jennifer Perry ◽  
Fiona L. Mason
Keyword(s):  
Social Care ◽  
Self Awareness ◽  
Management Styles ◽  
Leadership And Management ◽  
Health And Social Care ◽  
The Uk ◽  
Medical Leadership ◽  
The Impact ◽  
Organisational Level

SummaryThe health and social care landscape in the UK is changing, and there is now, more than ever, a real need for doctors to embrace leadership and management. Evidence shows that medical leadership is associated with better outcomes for patients. Psychiatrists are particularly well suited to such roles, given the interpersonal skills and self-awareness that they develop in their training. In this article, we examine the role of the psychiatrist in leading at a patient, team and organisational level and the impact this has. We also discuss different leadership and management styles.

Medical leadership and management for military clinicians

2019 ◽  
Vol 105 (3) ◽  
pp. 180-184
Author(s):  
L Cottey ◽  
C Lillington ◽  
E Frost
Keyword(s):  
Healthcare Professionals ◽  
Medical Training ◽  
Medical Services ◽  
Management Skills ◽  
Management Competencies ◽  
Military Experience ◽  
Leadership And Management ◽  
Essential Requirement ◽  
Medical Leadership

AbstractThe development of medical leadership and management skills is an essential requirement for the progression of Defence Medical Services personnel in both military and medical training. This review will summarise how military experience can contribute to achieving medical leadership and management competencies and will signpost further opportunities and resources available. While it specifically focuses on doctors, this article has relevance to all Defence Healthcare Professionals.

scholarly journals A Call for Leadership and Management Competency Development for Directors of Medical Services—Evidence from the Chinese Public Hospital System

2020 ◽  
Vol 17 (18) ◽  
pp. 6913
Author(s):  
Zhanming Liang ◽  
Peter Howard ◽  
Jian Wang ◽  
Min Xu
Keyword(s):  
Assessment Tool ◽  
System Level ◽  
Medical Services ◽  
Competency Assessment ◽  
Competency Development ◽  
Hospital System ◽  
Health Service Provision ◽  
Leadership And Management ◽  
Medical Leadership ◽  
Management Competency

Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.

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