scholarly journals Trainee Leadership Board: learning about NHS leadership

BMJ Leader ◽  
2018 ◽  
Vol 2 (1) ◽  
pp. 46-48
Author(s):  
Gerti Stegen ◽  
Daniel Leveson ◽  
Susan Llewelyn ◽  
Riccardo De Giorgi
Keyword(s):  
Medical Training ◽  
Opportunity To Learn ◽  
Leadership And Management ◽  
Clinical Leadership ◽  
National Health Service Foundation ◽  
Current Leadership ◽  
Practical Experiences ◽  
Training Programmes ◽  
Medical Leadership ◽  
New Generation

IntroductionThe development of a new generation of clinical leaders in the NHS has been increasingly endorsed by most recent literature in medical leadership and management. Despite providing academic rationale and argument, however, current training programmes fail to integrate the theoretical and practical aspects of clinical leadership and to implement them in practice within medical training curricula.MethodsIn Oxford Health National Health Service Foundation Trust, a Trainee Leadership Board programme was offered to a small group of next-generation clinical leaders as an opportunity to learn about current leadership and management in the Trust. This programme provided insights and practical experiences through an integrated educational and experiential approach in resolving a real issue facing the Trust.Results and conclusionOverall, the programme proved successful in creating a culture of increased interest and promoting change in attitude and behaviour around leadership and management. Time constraints and implementation of change represented significant challenges for the Trainee Leadership Board. However, the programme holds promise for its diffusion across the country.

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 Longitudinal impact of Welsh clinical leadership fellowship

2020 ◽  
Vol 33 (1) ◽  
pp. 1-11
Author(s):  
Suzanne Phillips ◽  
Alison Bullock
Keyword(s):  
Clinical Practice ◽  
Medical Training ◽  
Healthcare Delivery ◽  
The Body ◽  
Longitudinal Impact ◽  
Structured Interviews ◽  
Clinical Leadership ◽  
Content Type ◽  
Training Programmes ◽  
The Impact

Purpose This paper aims to evaluate the longer-term impact of the 12-month Welsh clinical leadership fellowship. Design/methodology/approach Semi-structured interviews with 10 out of 14 trainee doctors who were fellows between 2013-2016, exploring how leadership knowledge and skills were used in clinical practice, impact on patient care and influence on careers. Data, gathered in 2017 when participants had completed the fellowship between 1-3 years, were analysed thematically. Findings All found the fellowship rewarding. The experience was felt to advantage them in consultant interviews. They gained insight into the wider influence on organisations and the complexity of issues facing senior clinicians. Although subtle, the impact was significant, equipping fellows with negotiation skills, enabling them to better influence change. Indirect impact on clinical practice was evidenced by enhanced confidence, teamworking skills and progression of improvement projects. However, the use of skills was limited by lack of seniority within teams, demands of medical training and examinations. The negativity of others towards management and leadership was also noted by some. Research limitations/implications Small participant numbers limit generalisability. Practical implications The fellowship is designed to equip participants with skills to lead improvements in healthcare delivery. Those more advanced in their medical training had greater opportunity and seniority to lead change and were better placed to apply the learning. This has implications for whom the training should be targeted. Originality/value A rare study exploring the longer-term impact of a leadership programme on later clinical practice, which adds to the body of knowledge of impact and efficacy of leadership training programmes in healthcare environments.

Evaluating the impact of a national strategic leader development programme for UK doctors: myth-busting, mind-changing, mood-enhancing

BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000464
Author(s):  
Judy McKimm ◽  
Peter Lees ◽  
Kirsten Armit ◽  
Chloe Mills
Keyword(s):  
Development Programme ◽  
Decision Makers ◽  
Leadership Roles ◽  
Leadership And Management ◽  
Clinical Leadership ◽  
National Medical ◽  
Medical Leadership ◽  
The Impact ◽  
Late Stages ◽  
Gp Training

BackgroundThe drive towards engaging UK doctors in clinical leadership and management has involved many initiatives at various levels.MethodsThis paper reports on the findings of an in-depth evaluation of a national medical leadership programme for doctors in the late stages of specialty or general practitioner (GP) training or have just become consultants or GPs.ResultsThe evaluation clearly demonstrates the impact of this programme and the benefits for the individuals and organisations involved, particularly around stimulating a shift in mood and a major mindset shift in what medical leadership is (and is not) and what they can achieve as medical leaders. The programme structure and activities allowed participants to learn from a range of senior decision-makers about policy and strategic developments and processes. However, the evaluation also highlighted that some pervasive myths still exist around medical leadership and management which, if not addressed, will hamper efforts to fully engage doctors in taking on strategic leadership roles.ConclusionClinical leadership programmes are valuable, but must be carefully managed to extract the full value from them.

Board affiliate pilot: leadership and innovation—creating new opportunities to deliver better patient care

BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000547
Author(s):  
Rebecca M Medlock
Keyword(s):  
Leadership Training ◽  
Qualitative Data ◽  
Medical Training ◽  
Positive Impact ◽  
Leadership And Management ◽  
Pilot Programme ◽  
Qualitative And Quantitative ◽  
Survey Results ◽  
Enormous Variation ◽  
Medical Leadership

BackgroundLeadership and management have become a key facet of medical training. However, there remains enormous variation in the quality and effectiveness of medical leadership training. This article describes an innovative pilot programme that aimed to prove a new method of developing clinical leaders.MethodsWe undertook a 12-month pilot integrating a doctor in training onto our trust board in a role called the ‘board affiliate’. We collected qualitative and quantitative data throughout our pilot programme.ResultsQualitative data demonstrated a clear positive impact of this role on senior management and clinical staff. Our staff survey results increased from 47.4% to 50.3%. The pilot programme has had such an impact on our organisation that we have expanded the single pilot role into two positions.ConclusionThis pilot programme has demonstrated a new and effective method of developing clinical leaders.

scholarly journals The impact of preferences for clinical and managerial leadership roles on the willingness to apply for a medical leadership position: Analysis of gender differences among a sample of German senior physicians

2021 ◽  
pp. 095148482110102
Author(s):  
Florian Liberatore ◽  
Julia Schätzle ◽  
Henrik Räwer ◽  
Kia Homayounfar ◽  
Jörg Lindenmeier
Keyword(s):  
Structural Equation ◽  
Medical Profession ◽  
Equation Modeling ◽  
Mentoring Programs ◽  
Leadership Roles ◽  
University Hospitals ◽  
Managerial Leadership ◽  
Clinical Leadership ◽  
Medical Leadership ◽  
The Impact

Background The hybrid role (clinical and managerial leadership tasks) of physicians in medical leadership positions (MLPs) is a driver of the attractiveness of these positions. The increasing feminization of the medical profession makes gender-related preferences for hybrid roles relevant. Purpose The current study uses the (EPL) career aspirations framework to analyze the (gender-related) effects that efficacy beliefs, motivations, and preferences for clinical leadership and managerial leadership have on the willingness of chief physicians to apply for an MLP. Methodology: A survey of senior physicians in German university hospitals yielded a sample size of N = 496. The resulting data were analyzed using a structural equation modeling approach. Findings The results confirm the low preference for MLPs among senior physicians, which is mainly affected by preferences for managerial leadership tasks. Female senior physicians perceive the position of an MLP to be less attractive than their male counterparts do, and female physicians’ willingness to apply for an MLP is concurrently driven by their preferences for clinical leadership and managerial leadership tasks. Practical implications: Mentoring programs could boost female senior physicians’ preparedness for MLPs. Further, flexibility in fulfilling managerial leadership tasks could be promoted to make MLPs more attractive to women.

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.

scholarly journals Knowledge of leadership and management: pilot study of students perceptions of a dentistry course at a university in Brazil

2015 ◽  
Vol 15 (2) ◽  
pp. 28-37
Author(s):  
Fábio Luiz Cunha D'Assuunção ◽  
Andressa Cartaxo De Almeida ◽  
Elsbeth Kalenderian
Keyword(s):  
Pilot Study ◽  
Technical Education ◽  
Leadership Skills ◽  
High Quality ◽  
Leadership And Management ◽  
Current Leadership

The Dentistry Course at UFPB was created in 1955. Although the course is recognized for its high-quality technical education in dentistry, through 2014, it has had no leadership and management subject, even though it is known that these skills are critical to the dentist. The aim of this research was therefore to evaluate the perceptions of knowledge about leadership and management of students in the fifth year of the UFPB dentistry course. Students answered a questionnaire and evaluated their current leadership skills on a scale from one (very poor) to five (excellent). On average, they rated themselves best on "Integrity" (4.42 points) and worst on "Advocacy skills" (2.38 points). The "ability to build others' trust" was the aspect considered most beneficial for an oral surgeon, representing 23.08% of responses, while "compassion" was the ability deemed least beneficial, with 34.62% of the responses. All students questioned agreed that it is important to create leadership and management subject in the UFPB dentistry course. Little knowledge of leadership and management has been demonstrated, as well as a great need for creating a leadership course at UFPB.

Simulation capacity building in rural Indian hospitals: a 1-year follow-up qualitative analysis

2020 ◽  
pp. bmjstel-2019-000577
Author(s):  
Veena Sheshadri ◽  
Isaac Wasserman ◽  
Alexander W Peters ◽  
Vatshalan Santhirapala ◽  
Shivani Mitra ◽  
...  
Keyword(s):  
Simulation Training ◽  
Medical Training ◽  
Rural Hospitals ◽  
Medical Simulation ◽  
Staff Members ◽  
Context Sensitive ◽  
Consultant Anaesthetist ◽  
Time Required ◽  
Training Programmes ◽  
Simulator Program

IntroductionThe benefits of simulation-based medical training are well described. The most effective way to plant and scale simulation training in rural locations remains undescribed. We sought to plant simulation training programmes for anaesthesia emergencies in two rural Indian hospitals.MethodsTwo Indian consultant anaesthetists without experience in medical simulation underwent a 3-day course at the Boston Children’s Hospital’s (BCH) Simulator Program. They returned to their institutions and launched simulation programmes with an airway manikin and mock patient monitor. The 1-year experience was evaluated using individual, in-depth interviews of simulation facilitators. Three staff members (responsible for facilitating medical simulations over the prior year) at two rural hospitals in India were interviewed. None attended the BCH training; instead, they received on-the-job training from the BCH-trained, consultant anaesthetist colleagues.ResultsSuccesses included organisational adoption of simulation training with exercises 1 year after the initial BCH-training, increased interdisciplinary teamwork and improved clinical competency in managing emergencies. Barriers to effective, local implementation of simulation programmes fell into three categories: time required to run simulations, fixed and rigid roles, and variable resources. Thematic improvement requests were for standardised resources to help train simulation facilitators and demonstrate to participants a well-run simulation, in addition to context-sensitive scenarios.ConclusionAn in-person training of simulation facilitators to promote medical simulation programmes in rural hospitals produced ongoing simulation programmes 1 year later. In order to make these programmes sustainable, however, increased investment in developing simulation facilitators is required. In particular, simulation facilitators must be prepared to formally train other simulation facilitators, too.

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