96 A survey of junior doctor’s experiences of medical leadership and management training

Objectives: To find out medical students’ perceptions and attitudes toward medical leadership and management (MLM). Methods: A total of 336 medical students from the 2nd to 6th academic years from King Abdulaziz University (KAU), Jeddah, Kingdom of Saudi Arabia (KSA), were included in this cross-sectional study. This study was conducted in January-February 2020. The students were asked about their perceptions, attitudes, and interests in the leadership of medical care and clinicians. A four-part questionnaire was used for collecting data. SPSS-21 was used for analysis. Results: The participants included 172 (51.2%) males and 164 (48.8%) females. In total, 105 (31.3%) participants agreed that they had been very well educated about their perception, behavior, and interest in the field of medical leadership and clinic management, and 175 (52.1%) students agreed that clinicians should influence management decisions in a healthcare setting. Overall, 167 (49.7%) students agreed that management/leadership skills are important for clinicians. In total, 145 students (43.2%) desired to have more leadership training in medical school, and 129 (38.4%) students agreed to seek additional leadership/management training in their postgraduate research studies. When asked about their self-perception of good leadership skills, the students indicated that good leadership skills included integrity (47.9%), conflict resolution (46.7%), organization (44.4%), confidence (41.9%), communication (40.5%), self-reflection (40.2%), time management (33.6%), the ability to motivate others (36.9%), and the ability to keep calm under stress (33.3%). Conclusion: Many students were well aware of the MLM concepts. However, students agreed that management/leadership skills are important for clinicians, and there should be more leadership training in medical schools. doi: https://doi.org/10.12669/pjms.37.1.2406 How to cite this:Alzahrani SH, Baig M, Omer AR, Algethami MR. Medical Students’ Perceptions and Attitudes Toward Medical Leadership and Management. Pak J Med Sci. 2021;37(1):223-228. doi: https://doi.org/10.12669/pjms.37.1.2406 This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Download Full-text

The value of psychiatrists in leadership and management

BJPsych Advances ◽

10.1192/apt.bp.115.015156 ◽

2016 ◽

Vol 22 (4) ◽

pp. 263-268 ◽

Cited By ~ 1

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.

Download Full-text

Medical leadership and management for military clinicians

Journal of The Royal Naval Medical Service ◽

10.1136/jrnms-105-180 ◽

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.

Download Full-text

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

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17186913 ◽

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.

Download Full-text