scholarly journals What does the COVID-19 leadership experience teach us about healthcare leadership development?

BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000497
Author(s):  
Eren Behget ◽  
Chetna Modi
Keyword(s):  
Leadership Development ◽  
Healthcare Leadership ◽  
Leadership Experience

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.

Psychiatrists on boards: the diversity of psychiatrists working as board directors in Mental Health Trusts in England

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000348
Author(s):  
Peter L Cornwall ◽  
Allan Osborne
Keyword(s):  
Mental Health ◽  
Leadership Development ◽  
Senior Leadership ◽  
Healthcare Staff ◽  
Medical Workforce ◽  
Leadership Positions ◽  
Healthcare Leadership ◽  
Board Directors ◽  
Board Level ◽  
The Impact

BackgroundThe lack of diversity in healthcare leadership has been reported as a risk factor for the impact of the COVID-19 pandemic on black and ethnic minority healthcare staff. The medical workforce is increasingly diverse but not necessarily in its senior leadership.MethodsWe aimed to describe the characteristics of psychiatrists with board-level responsibility in Mental Health Trusts in England, comparing the current picture to that of 2016, using publicly available sources of data. We examined whether the psychiatric leaders were representative of the consultant workforce.ResultsPsychiatrists in senior leadership positions are unrepresentative of the consultant workforce, with UK and Irish graduates, and forensic psychiatrists being over-represented, and general adult psychiatrists being under-represented. There has been minimal change between 2016 and 2020, despite a 50% turnover in those holding board-level responsibility.ConclusionsIf greater diversity in psychiatric leadership is desired, stronger action needs to be taken to promote leadership development opportunities from under-represented groups.

Healthcare leadership development during a pandemic: do not stop, adapt

2022 ◽  
pp. 1-9
Author(s):  
Judy McKimm ◽  
David Johnstone ◽  
Chloe Mills ◽  
Mohammed Hassanien ◽  
Abdulmonem Al-Hayani
Keyword(s):  
Leadership Development ◽  
Real Life ◽  
Early Career ◽  
Self Awareness ◽  
Leadership Theories ◽  
Healthcare Leadership ◽  
Clinical Leadership ◽  
Clinical Exposure ◽  
Global Pandemic ◽  
Healthcare Crisis

Research carried out in 2016 by two of the authors of this article investigated the role that leadership ‘theory’ plays within an individual's leadership development and identified other components of clinical leadership programmes that are key to enabling the development of future leaders. While early career doctors identified leadership theories and concepts as important within their development as clinical leaders, these must be closely tied to real-life practices and coupled with activities that aim to develop an increased self-awareness, understanding of others, clinical exposure and leadership tools that they can use in practice. During a healthcare crisis, such as a global pandemic, maintaining a focus on leadership development (particularly for more junior clinicians) might not be seen as important, but leadership is needed to help people and organisations ‘get through’ a crisis as well as help develop leadership capacity for the longer term. This article, drawing from contemporary literature, the authors' own research and reflections, discusses how leadership development needs to continually adapt to meet new demands and sets out tips for those involved with clinical leadership development.

Leadership development practices and hospital financial outcomes

2017 ◽  
Vol 30 (3) ◽  
pp. 140-147 ◽  
Author(s):  
Daniel Crowe ◽  
Andrew N Garman ◽  
Chien-Ching Li ◽  
Jeff Helton ◽  
Matthew M Anderson ◽  
...  
Keyword(s):  
Leadership Development ◽  
Health System ◽  
Financial Performance ◽  
Leadership Practices ◽  
Performance Metrics ◽  
Preliminary Evidence ◽  
System Level ◽  
Healthcare Leadership ◽  
Financial Outcomes ◽  
Case Mix Index

Affordable Care Act legislation is requiring leaders in US health systems to adapt to new and very different approaches to improving operating performance. Research from other industries suggests leadership development can be a helpful component of organizational change strategies; however, there is currently very little healthcare-specific research available to guide design and deployment. The goal of this exploratory study is to examine potential relationships between specific leadership development practices and health system financial outcomes. Results from the National Center for Healthcare Leadership survey of leadership development practices were correlated with hospital and health system financial performance data from the 2013 Medicare Cost Reports. A general linear regression model, controlling for payer mix, case-mix index, and bed size, was used to assess possible relationships between leadership practices and three financial performance metrics: operating margin, days cash on hand, and debt to capitalization. Statistically significant associations were found between hospital-level operating margins and 5 of the 11 leadership practices as well as the composite score. Relationships at the health system level, however, were not statistically significant. Results provide preliminary evidence of an association between hospital financial performance and investments made in developing their leaders.

scholarly journals Alumni Perspective on their Undergraduate Engineering Leadership Experience and Important Career Skills

2018 ◽  
Author(s):  
Robyn Paul ◽  
Lynne Cowe Falls
Keyword(s):  
Leadership Development ◽  
Engineering Students ◽  
Student Leadership ◽  
Student Leaders ◽  
Influential Factors ◽  
Undergraduate Engineering ◽  
Leadership Experiences ◽  
Undergraduate Institutions ◽  
Leadership Experience ◽  
Career Skills

Engineering leadership is increasingly recognized as an essential attribute for engineers as they enter the dynamic and complex modern workplace. Increasingly, undergraduate institutions are offering leadership development to their engineering students. The question then follows, as these student leaders graduate and go into their career, did their student leadership experiences help to equip them to be successful in their career? This paper presents the results from a thematic analysis of twelve interviews with alumni student leaders. The results showed that the most influential factors of student leadership were: humility, empathy, and curiosity.

In-programme leadership development for psychiatric higher trainees: The Royal College of Psychiatrists’ Leadership and Management Fellow Scheme

BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000475
Author(s):  
Deepa Bagepalli-Krishnan ◽  
Russell Gibson ◽  
Satnam Goyal ◽  
Ba Min (Adam) Ko ◽  
Alex Till ◽  
...  
Keyword(s):  
Leadership Development ◽  
Royal College ◽  
Management Training ◽  
Training Programme ◽  
Mentoring Relationships ◽  
Leadership And Management ◽  
Local Leadership ◽  
Review Team ◽  
Leadership Experience ◽  
The Impact

IntroductionThe Royal College of Psychiatrists’ (RCPsych) Leadership and Management Fellow Scheme was established to develop and support a new cohort of medical leaders within psychiatry. Sponsored and mentored by a trainee's local education provider, the scheme combines a high-impact national leadership and management training programme, with a novel in-programme apprenticeship model, where Fellows gain local leadership experience.MethodAn internal review team conducted a mixed-methods evaluation of feedback from Fellows and Mentors on the scheme’s structure, delivery, provision of individual leadership development and the impact fellows had on their teams and the organisations within which they were embedded.ResultsWith a response rate of 67% (n=20) from Fellows and 30% (n=7) from Mentors, a clear benefit from the scheme was observed, alongside opportunities for improvement. Strengths of the scheme included the bespoke in-programme design, mentoring from a senior medical leader, networking opportunities, and experiential learning through local leadership experience, which additionally promoted medical engagement within organisations. Opportunities for improvement included strengthening existing offers, particularly mentoring relationships and enhancing the network established between fellows.ConclusionsA bespoke, uniprofessional and in-programme leadership and management fellow scheme can play an important role in the development of future medical leaders within psychiatry.

Putting the contradictions back into leadership development

2018 ◽  
Vol 39 (7) ◽  
pp. 859-872 ◽  
Author(s):  
Russ Vince ◽  
Mike Pedler
Keyword(s):  
Leadership Development ◽  
Final Section ◽  
Learning Opportunities ◽  
Alternative View ◽  
Healthcare Leadership ◽  
Leadership Model ◽  
Teaching Programme ◽  
Content Type ◽  
Organizational Environments ◽  
Leadership Behaviour

PurposeThe purpose of this paper is to outline an alternative view of leadership development that acknowledges the likelihood of unintended and contradictory outcomes in leadership work. Helping leaders to engage with contradictions is as important as developing their positive capabilities. A focus on the contradictions of leadership can help to address the emotional and political limitations that development programmes unwittingly impose on learning.Design/methodology/approachThe paper discusses how leadership development currently falls short in helping people to lead in complex organizational environments. This argument is illustrated by examples taken from MBA teaching programme in a School of Management together with an analysis of contradictions in the National Health Service Healthcare Leadership Model. The final section gives four examples of how to put the contradictions back into leadership development.FindingsThe paper does not seek to present empirical findings. The illustrations support an argument for changes in practice. Examples are provided of a different approach to leadership development.Originality/valueThe paper critiques approaches to leadership development on the grounds of its relentless positivity regarding leadership behaviour and that focusses primarily on the development of individuals. Attention is called to the contradictions inherent in leadership work which extend to the leadership development process itself. Once acknowledged, these contradictions offer important leadership learning opportunities for both individuals and organizations.

Leadership in healthcare: a bibliometric analysis of 100 most influential publications

BMJ Leader ◽  
2020 ◽  
pp. leader-2019-000207
Author(s):  
Nizar Bhulani ◽  
Timothy L Miao ◽  
Alexander Norbash ◽  
Mauricio Castillo ◽  
Faisal Khosa
Keyword(s):  
Leadership Development ◽  
Bibliometric Analysis ◽  
Team Building ◽  
Healthcare Delivery ◽  
Leadership Education ◽  
Healthcare Leadership ◽  
Development Literature ◽  
Areas Of Interest ◽  
Leadership In Healthcare ◽  
And Training

AimWe analysed the 100 most influential articles on leadership in healthcare via a bibliometric analysis to better understand categories and topics in leadership science and their relationship to healthcare. Leadership in healthcare is ever evolving and needs to be robust like any another profession.MethodsA bibliometric analysis was performed. Articles were ranked by citation counts and three independent reviewers screened the abstracts for inclusion. Common themes were categorised.ResultsCitations for articles ranged from 53 to 487 and were published across 50 journals. Articles focused primarily on three leadership subjects: team building, quality improvement and healthcare delivery. Of healthcare provider groups, articles were directed to or concerning primarily: nursing, academic medicine and critical care medicine.ConclusionsWe identified gaps in healthcare leadership development literature. There is an opportunity to effectively identify areas of interest and demand for organised leadership education and training.

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