scholarly journals Motivating doctors into leadership and management: a cross-sectional survey

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 196-200
Author(s):  
Agnes Bäker ◽  
Mickael Bech ◽  
Jaason Geerts ◽  
Susanne Maigaard Axelsen ◽  
Henrik Ullum ◽  
...  
Keyword(s):  
Leadership Development ◽  
Health Systems ◽  
Leadership Training ◽  
Cross Sectional Survey ◽  
Motivation To Lead ◽  
Cross Sectional ◽  
Leadership And Management ◽  
Leadership Pipeline ◽  
Medical Leadership ◽  
Motivation To Participate

PurposeCalls for doctors to enter management are louder as the benefits of medical leadership become clearer. However, supply is not meeting demand. This study asks doctors (physicians): what might encourage you to go into leadership, and what are the disincentives? The same was asked about leadership training. First, the paper tries to understand doctors’ motivation to lead, specifically, to explore the job characteristics that act as incentives and disincentives. Second, the study points to organisational obstacles that further shrink the medical leadership pipeline.MethodDoctors were surveyed through the Organization of Danish Medical Societies. Our key variables included: (1) the incentives and disincentives for doctors of going into leadership and management and (2) the motivation to participate in leadership training. Our sample of 3534 doctors (17% response) is representative of the population of doctors in Denmark.FindingsThe main reason why doctors are motivated towards leadership is to make a difference. They are put off by fears of extra administration, longer hours, burnout, lack of resources and by organisational cultures resistant to change. However, doctors are aware of their need for leadership development prior to entering management.Practical implicationsTo improve succession planning, health systems should adapt to reflect the incentives of their potential medical leaders. Leadership training is also essential. These changes are especially important now; medical leaders are linked positively to organisational and patient outcomes and have been central in responding to COVID-19, stress and burnout among clinical staff continues to rise, and health systems face recruitment and retention challenges.

scholarly journals Medical Students’ perceptions and attitudes toward Medical Leadership and Management

2020 ◽  
Vol 37 (1) ◽  
Author(s):  
Sami Hamdan Alzahrani ◽  
Mukhtiar Baig ◽  
Anoud R. Omer ◽  
Mohammed R. Algethami
Keyword(s):  
Medical Students ◽  
Leadership Training ◽  
Leadership Skills ◽  
Management Training ◽  
Cross Sectional ◽  
Leadership And Management ◽  
Clinic Management ◽  
Perceptions And Attitudes ◽  
Management Leadership ◽  
Medical Leadership

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.

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.

Authentic leadership as a contemporary leadership model applied in Nigeria

2017 ◽  
Vol 8 (3) ◽  
pp. 296-313
Author(s):  
Amara Emuwa ◽  
Dail Fields
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Leadership Effectiveness ◽  
Interactive Effects ◽  
African Countries ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Leadership Model ◽  
Content Type ◽  
Contingent Reward

Purpose The purpose of this paper is to examine the extent to which each dimension of authentic leadership (AL) is related with employee organizational commitment (OC) and assessment of leadership effectiveness for employees in Nigeria and to investigate the moderating effects of contingent reward leadership behaviors on these relationships. By testing the dimensions of AL with employee outcomes, this study provides further validity and empirical evidence to the theoretical structure of AL theory across cultures. Design/methodology/approach This empirical study used cross-sectional survey data collected from a sample of 212 Nigerian employees from 16 organizations across various sectors. Findings The results of hierarchical regression analysis of this study showed a positive relationship between AL behaviors and the outcome variables of OC and perceived leader effectiveness (LE) among Nigerian employees. The moderation result shows that the leader’s contingent reward behaviors reduce the effects of the internal moral perspective dimension of AL. As authentic leaders interact with followers and followers experience high levels of moral and ethical behaviors, contingent rewards become less important to followers. Practical implications Leadership effectiveness and OC are desirable organizational outcomes across cultures. From a practical standpoint, the results indicate several authentic dimensions are related to OC and leadership effectiveness among Nigerian employees. This extends the applicability of AL into the African countries. Particularly, it provides additional insight into a contemporary leadership model that can positively impact the leadership development in Nigeria. While the interactive effects of contingent reward were limited, they do suggest that some combinations of behaviors should be considered to effectively meet situational needs. Originality/value This is the first study that examines the relationship of the components that constitute AL with OC and perceived LE in the context of Nigeria, a major African nation.

Nurses’ leadership self-efficacy, motivation, and career aspirations

2018 ◽  
Vol 31 (1) ◽  
pp. 47-61 ◽  
Author(s):  
Karen Cziraki ◽  
Emily Read ◽  
Heather K. Spence Laschinger ◽  
Carol Wong
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Important Determinant ◽  
Career Aspirations ◽  
Cross Sectional Survey ◽  
Motivation To Lead ◽  
Cross Sectional ◽  
Content Type ◽  
Informal Mentoring ◽  
Nurse Leader

Purpose This paper aims to test a model examining precursors and outcomes of nurses’ leadership self-efficacy, and their aspirations to management positions. Design/methodology/approach A cross-sectional survey of 727 registered nurses across Canada was conducted. Structural equation modelling using Mplus was used to analyse the data. Findings Results supported the hypothesized model: χ2(312) = 949.393; CFI = 0.927; TLI = 0.919; RMSEA = 0.053 (0.049-0.057); SRMR 0.044. Skill development opportunities (ß = 0.20), temporary management roles (ß = 0.12) and informal mentoring (ß = 0.11) were significantly related to nurses’ leadership self-efficacy, which significantly influenced motivation to lead (ß = 0.77) and leadership career aspirations (ß = 0.23). Motivation to lead was significantly related to leadership career aspirations (ß = 0.50). Practical implications Nurses’ leadership self-efficacy is an important determinant of their motivation and intention to pursue a leadership career. Results suggest that nurses’ leadership self-efficacy can be influenced by providing opportunities for leadership mastery experiences and mentorship support. Leadership succession planning should include strategies to enhance nurses’ leadership self-efficacy and increase front-line nurses’ interest in leadership roles. Originality value With an aging nurse leader workforce, it is important to understand factors influencing nurses’ leadership aspirations to develop and sustain nursing leadership capacity. This research study makes an important contribution to the nursing literature by showing that nurses’ leadership self-efficacy appears to be an important determinant of their motivation to lead and desire to pursue a career as a nurse leader.

scholarly journals Person-centred care in complementary medicine for individuals with chronic conditions in Australia

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
H Foley ◽  
A Steel ◽  
J Adams
Keyword(s):  
Public Health ◽  
Complementary Medicine ◽  
Health Systems ◽  
Chronic Conditions ◽  
Clinical Care ◽  
Medical Doctors ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Public Health Burden ◽  
Public Health Systems

Abstract Background Increasing chronic condition diagnoses burden public health systems, individuals and communities. The duration and complexity of chronic conditions require ongoing, multifaceted care - such as person-centred care (PCC) - to address the individual needs and quality of life for patients. Many patients with chronic conditions seek additional care outside mainstream medicine, often consulting complementary medicine (CM) practitioners. This study examines the extent of PCC being experienced by patients with chronic conditions who consult CM practitioners. Methods Cross-sectional survey (n = 191), conducted nationally, November 2018 to March 2019, in clinics of the five CM professions most commonly consulted by individuals with chronic conditions in Australia (massage, chiropractic, osteopathy, acupuncture, naturopathy). Participants with chronic conditions (n = 153) were surveyed about experiences of PCC during CM consultation, and regarding consultation with medical doctors, using four validated measures. Results During consultation with CM practitioners, patient perceptions of PCC were consistently high. Ratings of PCC were consistently higher for consultations with any CM practitioners (summary mean 3.33) than consultations with medical doctors (summary mean 2.95). The highest mean scores for PCC were reported by patients of naturopaths (summary mean 4.04). Variations in perceived PCC for different items between professions indicate nuance in the experience of consultation across different CM professions. Conclusions This study indicates PCC is characteristic of CM consultation, which may reflect CM philosophies such as holism. CM practitioners may present an existing resource of PCC. Further attention should be given to CM professions regarding the potential to address unmet needs of individuals with chronic conditions, and subsequently to better manage the public health burden associated with chronic conditions. Key messages Person-centred care appears to be a consistent characteristic of complementary medicine clinical care for individuals with chronic conditions. Due to rising rates of chronic conditions and the associated burden on public health systems, complementary medicine professions should be considered as a resource to optimise chronic illness care.

scholarly journals Self-determining medical leadership needs of occupational health physicians

2017 ◽  
Vol 30 (4) ◽  
pp. 394-410 ◽  
Author(s):  
Prosenjit Giri ◽  
Jill Aylott ◽  
Karen Kilner
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Roles ◽  
Leadership Qualities ◽  
Leadership Academy ◽  
Self Assessment ◽  
Leadership And Management ◽  
Content Type ◽  
Management Experience ◽  
Medical Leadership

Purpose The purpose of this study was to explore which factors motivate doctors to engage in leadership roles and to frame an inquiry of self-assessment within Self-Determination Theory (SDT) to identify the extent to which a group of occupational health physicians (OHPs) was able to self-determine their leadership needs, using a National Health Service (NHS) England competency approach promoted by the NHS England Leadership Academy as a self-assessment leadership diagnostic. Medical leadership is seen as crucial to the transformation of health-care services, yet leadership programmes are often designed with a top-down and centrally commissioned “one-size-fits-all” approach. In the UK, the Smith Review (2015) concluded that more decentralised and locally designed leadership development programmes were needed to meet the health-care challenges of the future. However, there is an absence of empirical research to inform the design of effective strategies that will engage and motivate doctors to take up leadership roles, while at the same time, health-care organisations continue to develop formal leadership roles as a way to secure medical leadership engagement. The problem is further compounded by a lack of validated leadership qualities assessment instruments which support researching this problem. Design/Methodology/approach The analysis draws on a sample of about 25 per cent of the total population size of the Faculty of Occupational Medicine (n = 1,000). The questionnaire used was the Leadership Qualities Framework tool as a form of online self-assessment (NHS Leadership Academy, 2012). The data were analysed using descriptive statistics and simple inferential methods. Findings OHPs are open about reporting their leadership strengths and leadership development needs and recognise leadership learning as an ongoing development need regardless of their level of personal competence. This study found that the single most important factor to affect a doctor’s confidence in leadership is their experience in a management role. In multivariate regression, management experience accounted for the usefulness of leadership training, suggesting that doctors learn best through applied “leadership learning” as opposed to theory-driven programmes. Drawing on SDT (Deci and Ryan, 1985; 2000; Ryan and Deci, 2000), this article provides a theoretical framework that helps to understand those doctors who are likely to engage in leadership and management activities in the organisation. More choice and self-determination of medical leadership programmes are likely to result in more relevant leadership learning that builds on doctors’ previous experience in this area. Research limitations/implications While this study benefitted from a large sample size, it was limited to the use of purely quantitative methods. Future studies would benefit from the application of a mixed methodology to combine quantitative data with one-to-one interviews or a focus group. Practical implications This study suggests that doctors are able to determine their own learning needs reliably and that they are more likely to increase their confidence in leadership and management if they are exposed to leadership and management experience. Originality/value This is the first large-scale study of this kind with a large sample within a single medical specialty. The study is considered as insider research, as the first author is an OHP with knowledge of how to engage OHPs in this work.

Determining the antecedents and outcomes of servant leadership

2018 ◽  
Vol 43 (3) ◽  
pp. 126-138 ◽  
Author(s):  
Okechukwu E Amah
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Survey Methodology ◽  
Cross Sectional Survey ◽  
Motivation To Lead ◽  
Cross Sectional ◽  
Leadership Motivation ◽  
Member Exchange ◽  
Managerial Implications

This study utilized social consistency and social exchange theories to propose leadership motivation and self-concept variables as possible antecedents of servant leadership (SL). This is a departure from two past studies which established the leader’s behaviour, experience and personality as antecedents of SL. The study was based on cross-sectional survey methodology, and data acquired through multi-source to minimize common method variance. Data analysis was carried out using statistical package of social sciences, and the analyses of moments of structure software. Participants were managers and their subordinates from six organizations located in Lagos, Nigeria. Key findings of the study are self-efficacy (SE) is a critical variable because of its effect on SL and other antecedents; motivation-to-serve (MTS) is an antecedent and the primary motive for enacting SL behaviour; only one dimension of motivation-to-lead (MTL), non-calculative, is an antecedent of SL; and leader-member exchange, organizational citizenship behaviour and job satisfaction are either direct or indirect outcomes of SL. The tested model explained more variance in the outcomes of SL. Managerial implications include the use of SE, MTS and MTL as selection tools for managers, assigning future leaders as mentees to identified servant leaders through formal mentoring process established by the organization.

scholarly journals Leadership training with the Faculty of Medical Leadership and Management

2021 ◽  
Vol 103 (2) ◽  
pp. 76-80
Author(s):  
C Munro ◽  
AKC Chiu ◽  
F Cull ◽  
S Gatfield ◽  
K Kanga
Keyword(s):  
Leadership Training ◽  
Leadership And Management ◽  
Medical Leadership

South West England leadership training survey (2019)

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000308
Author(s):  
Samuel Hayward ◽  
Sophie McGlade ◽  
Samantha Cockburn ◽  
Ben Ballisat ◽  
Freya Smith-Jack ◽  
...  
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Junior Doctor ◽  
Quality Care ◽  
Leadership Skills ◽  
Management Training ◽  
Leadership And Management ◽  
South West ◽  
South West England

IntroductionThe National Health Service Long Term Plan recognises that excellent quality care requires great leadership. Understanding junior doctor experiences of leadership development can inform organisations to improve trainee leadership skills.MethodsA survey of South West (SW) England trainees was conducted to capture views on leadership and management training.ResultsResults came from 190 trainees across both SW deaneries, areas of practice and all training stages. Respondents agreed that leadership skills are important for doctors (n=186; 99%). Lack of time was indicated as a barrier to developing leadership skills (n=139; 75.5%). Audits and quality improvement projects were used for developing leadership skills. Colleagues were the main source of support.DiscussionSW trainees recognise the importance of developing leadership skills, underlining the need to prioritise opportunities for leadership development. Respondents had ideas to improve areas of practice, where ideas were supported, they were implemented.ConclusionCompared with national findings SW trainee experiences are positive, with more ideas implemented, more time for developing skills and more resources used. Activities engaged in closely aligned to the 70:20:10 model of leadership. Trainees should be encouraged to access support from peers and create networks of opportunity. Additional research in this area is needed.

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