Leading Ladies: Women in Healthcare Leadership

2012 ◽  
Vol 28 (4) ◽  
pp. 11-21 ◽  
Author(s):  
Teri Fontenot
Keyword(s):  
Healthcare Leadership

scholarly journals Moving on up: Women in healthcare leadership

2017 ◽  
Vol 27 (2) ◽  
pp. 24-27 ◽  
Author(s):  
Judith Smith ◽  
Jennifer Gosling
Keyword(s):  
Healthcare Leadership

scholarly journals The leadership and followership challenges of doctors in training during the COVID-19 pandemic

2021 ◽  
pp. 1-9
Author(s):  
Nathan Boardman ◽  
Jack Munro-Berry ◽  
Judy McKimm
Keyword(s):  
Early Career ◽  
Formal Training ◽  
Clinical Environment ◽  
Training Experience ◽  
Healthcare Leadership ◽  
Leadership Culture ◽  
Team Working ◽  
Medical Education And Training ◽  
And Training

Research carried out in 2016 by the authors investigated the challenges that doctors in training experience around leadership and followership in the NHS. The study explored contemporary healthcare leadership culture and the role of followership from the perspective of early career doctors. It found that the leadership and followership challenges for these doctors in training were associated with issues of social and professional identity, communication, the medical hierarchy, and relationships with senior colleagues (support and trust). These challenges were exacerbated by the busy and turbulent clinical environment in which they worked. To cope with various clinical situations and forms of leadership, doctors in training engage in a range of different followership behaviours and strategies. The study raised implications for medical education and training and suggested that followership should be included as part of formal training in communication and team working skills. The importance of both leadership and followership in the delivery of safe and effective patient care has been brought sharply into focus by the COVID-19 pandemic. This article revisits these challenges in light of the pandemic and its impact on the experiences of doctors in training.

scholarly journals Not Just a Medical Student: Delivering Medical Education Through a Short Video Series on Social Media (Preprint)

2018 ◽  
Author(s):  
Nadine Abbas ◽  
Utkarsh Ojha
Keyword(s):  
Social Media ◽  
Medical Education ◽  
Medical Student ◽  
Medical Curriculum ◽  
Medical Community ◽  
Junior Doctors ◽  
Leadership Academy ◽  
Healthcare Leadership ◽  
Short Video ◽  
Education Award

UNSTRUCTURED “Not Just a Medical Student” is an innovative bite-size medical education video series founded and hosted on social media. Its primary aim is to inspire tomorrow’s doctors to be creative while engaging and informing them with the latest innovations, technology, and conferences within various specialties. To our knowledge, these themes are scarcely covered in the structured medical curriculum. Created and launched in August 2017, “Not Just a Medical Student” quickly gained traction; with over 1000 followers on Facebook and a rapidly increasing number of views, it reached the medical community across the globe. The video series features a trailblazer in virtual reality surgery and its potential impact on the evolution of medical education, reviewing future medical technology apps, such as Touch Surgery, and reporting on the latest medical education and health apps. The series engaged in topical medico-politics at the British Medical Association House and reported on global health issues and innovations at the Royal Society of Medicine Conference. The video series has further received several national awards including the Association and Study of Medical Education (ASME) Educator Innovator 2017 award, runner up to the Zeshan Qureshi Outstanding Contribution to Medical Education Award, and the Alternative Docs National Social Media Influencer award. The concept has been presented at international conferences (eg, the Healthcare Leadership Academy conference) and gained international recognition upon personal invitation at the Norwegian Annual Junior Doctors Conference. With the rise of the social media generation, innovative methods to inspire, engage, and inform students contributing to the continuous evolution of medical education should be encouraged and further explored.

Knowledge management systems success in healthcare: Leadership matters

2017 ◽  
Vol 97 ◽  
pp. 331-340 ◽  
Author(s):  
Nor’ashikin Ali ◽  
Alexei Tretiakov ◽  
Dick Whiddett ◽  
Inga Hunter
Keyword(s):  
Knowledge Management ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Healthcare Leadership

scholarly journals Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?

BMJ Leader ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 64-67 ◽  
Author(s):  
Luke David Edwards ◽  
Alex Till ◽  
Judy McKimm
Keyword(s):  
Compassionate Care ◽  
High Quality ◽  
Healthcare Leadership ◽  
Inclusive Leadership ◽  
Leadership Challenges ◽  
Thought Leadership

The delivery of high quality, compassionate care is imperative for all healthcare organisations and systems. Current thought leadership explores the necessity for compassionate and inclusive leadership as a prerequisite to develop the culture within which this can be achieved. In this article, we explore the background to this thinking and how it might work in practice.

The Cohort Model

2018 ◽  
pp. 36-55
Author(s):  
Terese Wallack Waldron ◽  
Joe DiAngelo
Keyword(s):  
Higher Education ◽  
Chief Executive Officers ◽  
Professional Training ◽  
Organizational Capacity ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Healthcare Leadership ◽  
Mba Programs ◽  
Leadership Pipeline ◽  
Executive Officers

This chapter is written through the reflective and analytic lens of a Business School Dean with 35 years in higher education and focuses on the trends and future of the healthcare industry. Specifically, the chapter examines the planning, implementation, and identified outcomes of a cohort designed Executive MBA program. The issues highlighted in the first half of the chapter relate to 1) investing in individuals and the organizations they serve, 2) enhancing organizational capacity, and 3) implementation of pragmatic strategies to ensure an organizational leadership pipeline. The second half of the chapter suggests strategies as to how Chief Executive Officers, healthcare organizations, and partnering higher education institutions can develop both individualized MBA programs and professional training to ensure the development and retention of an energized healthcare leadership pipeline consisting of individual team leaders and change agents.

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.

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