scholarly journals From context to contexting: professional identity un/doing in a medical leadership development programme

2019 ◽  
Vol 42 (2) ◽  
pp. 359-378 ◽  
Author(s):  
Mathilde A. Berghout ◽  
Lieke Oldenhof ◽  
Wilma K. Scheer ◽  
Carina G. J. M. Hilders
Keyword(s):  
Leadership Development ◽  
Professional Identity ◽  
Development Programme ◽  
Medical Leadership

scholarly journals Mixed-methods evaluation of a leadership development programme for higher specialist trainees

2012 ◽  
Vol 36 (10) ◽  
pp. 386-390
Author(s):  
Christine Healey ◽  
David Fearnley ◽  
Mandy Chivers ◽  
Ovais Wadoo ◽  
Peter Kinderman
Keyword(s):  
Leadership Development ◽  
Qualitative Interviews ◽  
Action Learning ◽  
Development Programme ◽  
Consultant Psychiatrist ◽  
Mixed Methods Evaluation ◽  
Maximum Variance ◽  
Raising Awareness ◽  
Medical Leadership ◽  
The Impact

Aims and methodNewly appointed consultant psychiatrists have reported that management and leadership is an area for which they are unprepared. Our aim was to evaluate the impact of a leadership development programme based on the principles of ‘action learning’ for higher trainees. A questionnaire survey was sent to 54 trainees and consultants who had attended the programme. Qualitative interviews were conducted with 15 participants using the concept of maximum variance sampling.ResultsThe relevance of the topics covered, the opportunity for free discussion and increased understanding of National Health Service policy were rated highest. At the end of a thematic analysis, themes were organised into four major categories: (a) lack of engagement with management during training; (b) the lasting impact of the leadership development programme; (c) understanding the larger organisational context; and (d) transition to consultant psychiatrist.Clinical implicationsThe findings suggest that programmes such as this can be successful in raising awareness and increasing engagement in medical leadership and management.

Impact of a leadership development programme for physicians in India

2019 ◽  
Vol 33 (1) ◽  
pp. 73-84
Author(s):  
Kamal Gulati ◽  
Angel Rajan Singh ◽  
Sachin Kumar ◽  
Vivek Verma ◽  
Shakti Kumar Gupta ◽  
...  
Keyword(s):  
Leadership Development ◽  
Goal Attainment ◽  
Leadership Competencies ◽  
Positive Outcome ◽  
Information Management System ◽  
Development Programme ◽  
Content Type ◽  
Medical Leadership ◽  
The Impact ◽  
Post Assessment

Purpose The purpose of this study was to evaluate the impact of leadership development programme on enhancing leadership competencies of physicians in India. Assessment of leadership competencies of physicians is critical for designing suitable leadership development programmes. The previous studies of authors have revealed significant gaps in leadership competencies among physicians in India. Hence, authors have designed a programme incorporating various facets of health-care leadership and evaluated its impact on improvement of leadership competencies of top- and mid-career level professionals. Design/methodology/approach A six-day offsite residential programme incorporating a three-day component of leadership development was organized, in which 96 physicians participated. A mix of pedagogical approaches was used. A pre- and post-assessment of 30 medical leadership competencies was done using a self-administered questionnaire. Findings Majority of participants (69%) scored their competencies at Level 3 and Level 4 (Average to Good) with a mean score ranging from 3.20 ± 0.85 to 4.12 ± 0.71 in the pre-assessment group. In contrast, in post-assessment, this shifted to Level 4 and Level 5 (Good to Very good) in 72% with mean scores ranging from 3.8 to 4.24. Statistically significant differentiation was noted in pre- and post-assessment mean scores for all 30 competencies. The maximum improvement was noted in Competency 29 “Information management system planning and implementation”, whereas the least improvement was noted in Competency 12 “Holding self and others accountable and responsible for organizational goal attainment”. Originality/value The authors believe that this is the first study from India to assess effectiveness of leadership development programmes on enhancing medical leadership competencies demonstrating positive outcome. The findings of this study can provide a roadmap for designing of future medical leadership development programmes for physicians in India.

Anand Automotive Limited: leadership development process for creating strategic impact

2013 ◽  
Vol 3 (3) ◽  
pp. 1-16
Author(s):  
Sumi Jha ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Leadership Development ◽  
Joint Ventures ◽  
High Growth ◽  
Talent Management ◽  
Subject Area ◽  
Development Programme ◽  
Content Type ◽  
Hr Practices ◽  
Strategic Impact ◽  
Manufacturing Organization

Subject area Leadership development for strategic impact in high growth export driven organization. Study level/applicability The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures. Case overview In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures. Expected learning outcomes This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Incorporating medical leadership into undergraduate curricula: a proposal for a spiral curriculum

2019 ◽  
Vol 32 (3) ◽  
pp. 435-444 ◽  
Author(s):  
Ross I. Lamont ◽  
Ann L.N. Chapman
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Learning Opportunities ◽  
Competency Framework ◽  
Medical Council ◽  
Undergraduate Level ◽  
Content Type ◽  
Leadership Competency ◽  
Spiral Curriculum ◽  
Medical Leadership

Purpose There is increasing recognition of the importance of incorporating medical leadership training into undergraduate medical curricula and this is now advocated by the General Medical Council (GMC) and supported through the development of the Undergraduate Medical Leadership Competency Framework (MLCF). However to date, few medical schools have done so in a systematic way and training/experience in medical leadership at undergraduate level is sporadic and often based on local enthusiasm. The purpose of this paper is to outline a theoretical curriculum to stimulate and support medical leadership development at undergraduate level. Design/methodology/approach This study describes a theoretical framework for incorporation of medical leadership training into undergraduate curricula using a spiral curriculum approach, linked to competences outlined in the Undergraduate Medical Leadership Competency Framework. The curriculum includes core training in medical leadership for all students within each year group with additional tiers of learning for students with a particular interest. Findings This curriculum includes theoretical and practical learning opportunities and it is designed to be deliverable within the existing teaching and National Health Service (NHS) structures. The engagement with local NHS organisations offers opportunities to broaden the university teaching faculty and also to streamline medical leadership development across undergraduate and postgraduate medical education. Originality/value This theoretical curriculum is generic and therefore adaptable to a variety of undergraduate medical courses. The combination of theoretical and practical learning opportunities within a leadership spiral curriculum is a novel and systematic approach to undergraduate medical leadership development.

Making up leaders: Reconfiguring the executive student through profiling, texts and conversations in a leadership development programme

2019 ◽  
Vol 73 (9) ◽  
pp. 1226-1248 ◽  
Author(s):  
Frank Meier ◽  
Brigid Carroll
Keyword(s):  
Leadership Development ◽  
Development Programme ◽  
Leader Identity ◽  
Governmentality Studies ◽  
Made In

Are leaders born or made? In this study of contemporary leadership development programmes, we find that leaders are not only made but also – in Ian Hacking’s sense – made up. Such programmes increasingly employ practices like personality profiling, appraisals, feedback and coaching aimed at creating knowledge about individual leaders in order for them to develop. The effects of these practices on participants have been theorized in terms of identity regulation and resistance, yet in our view the situated accomplishments of authority and identity remain inadequately theorized. This study follows a number of such practices as texts and conversations, and shows how a programme participant’s leader identity becomes authorized and acknowledged as participants and instructors ventriloquize texts in conversations. We theorize this as identity reconfiguration, as it entails the continual staging and authorizing of diverse figures. Our findings have implications for the relation between governmentality studies and studies of texts and conversations in leadership development programmes as well as for how we approach agency and context in this realm.

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