scholarly journals Management and leadership training: the need for an educational strategy

1991 ◽  
Vol 15 (12) ◽  
pp. 745-746 ◽  
Author(s):  
R. J. McClelland
Keyword(s):  
Health Care ◽  
Leadership Training ◽  
Care Delivery ◽  
Leadership Skills ◽  
Good Clinical Practice ◽  
Educational Strategy ◽  
Clinical Leadership ◽  
Management Roles ◽  
Effectiveness And Efficiency ◽  
Management And Leadership

It is increasingly recognised that effectiveness and efficiency of health care delivery depends on sound clinical leadership. Few would now disagree that if doctors are to carry out their clinical and management roles effectively within the NHS they must have a full appreciation of the organisation within which they work and possess the necessary management and leadership skills. Good management is an integral part of good clinical practice.

Preparing anesthesiology residents to lead: a leadership seminar

2019 ◽  
Vol 33 (1) ◽  
pp. 101-111
Author(s):  
Danielle Cobb ◽  
Timothy W. Martin ◽  
Terrie Vasilopoulos ◽  
Erik W. Black ◽  
Chris R. Giordano
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Leadership Skills ◽  
Development Program ◽  
Control Group ◽  
Clinical Leadership ◽  
Content Type ◽  
Leadership Development Program

Purpose The purpose of this paper is to discuss a unique leadership curriculum developed at the University of Florida and its impact on the leadership skills and values of the anesthesiology residents since its conception. The authors instituted a voluntary anesthesiology residency leadership development program at their institution to fill a perceived gap in leadership training. Mounting evidence reveals that strong clinical leadership skills improve outcomes for patients and health-care institutions. Additionally, this growing body of literature indicates that optimal outcomes result from effective team behaviors and skills, which are directed through the requisite clinical leadership. Unfortunately, adding leadership training into the existing medical education curriculum is a formidable challenge regardless of the level of learner. Design/methodology/approach To evaluate learners, the authors used the Aspiring leaders in Healthcare-Empowering individuals, Achieving excellence, Developing talents instrument, which is a validated and reliable assessment of leadership competency in health-care professionals. In 2017, the authors surveyed the past five graduating classes from the department (classes of 2012-2016), using the two graduating classes before the program’s implementation as a historical control group. Findings The survey was sent to 96 people, of whom 70 responded (73 per cent). Those participants who usually or always participated in the program responded with higher leadership-readiness skills scores than those who occasionally, rarely or never participated in the program. Notably, those who had participated in another leadership development course at any time had higher skills scores than those who had never participated. Originality/value The study’s data provide evidence that residents who either, often or always participated in the leadership development program perceived themselves to be better equipped to become effective health-care leaders as opposed to residents who never, rarely or occasionally participated.

Workplace-based clinical leadership training increases willingness to lead

2015 ◽  
Vol 28 (2) ◽  
pp. 100-118 ◽  
Author(s):  
Aleece MacPhail ◽  
Carmel Young ◽  
Joseph Elias Ibrahim
Keyword(s):  
Health Care ◽  
Quality Of Care ◽  
Leadership Training ◽  
Low Cost ◽  
Leadership Role ◽  
Leadership Roles ◽  
Senior Executive ◽  
Clinical Leadership ◽  
Content Type

Purpose – The purpose of this paper is to reflect upon a workplace-based, interdisciplinary clinical leadership training programme (CLP) to increase willingness to take on leadership roles in a large regional health-care centre in Victoria, Australia. Strengthening the leadership capacity of clinical staff is an advocated strategy for improving patient safety and quality of care. An interdisciplinary approach to leadership is increasingly emphasised in the literature; however, externally sourced training programmes are expensive and tend to target a single discipline. Design/methodology/approach – Appraisal of the first two years of CLP using multiple sourced feedback. A structured survey questionnaire with closed-ended questions graded using a five-point Likert scale was completed by participants of the 2012 programme. Participants from the 2011 programme were followed up for 18 months after completion of the programme to identify the uptake of new leadership roles. A reflective session was also completed by a senior executive staff that supported the implementation of the programme. Findings – Workplace-based CLP is a low-cost and multidisciplinary alternative to externally sourced leadership courses. The CLP significantly increased willingness to take on leadership roles. Most participants (93 per cent) reported that they were more willing to take on a leadership role within their team. Fewer were willing to lead at the level of department (79 per cent) or organisation (64 per cent). Five of the 11 participants from the 2011 programme had taken on a new leadership role 18 months later. Senior executive feedback was positive especially around the engagement and building of staff confidence. They considered that the CLP had sufficient merit to support continuation for at least another two years. Originality/value – Integrating health-care professionals into formal and informal leadership roles is essential to implement organisational change as part of the drive to improve the safety and quality of care for patients and service users. This is the first interdisciplinary, workplace-based leadership programme to be described in the literature, and demonstrates that it is possible to deliver low-cost, sustainable and productive training that increases the willingness to take on leadership roles.

scholarly journals Management effectiveness and efficiency of healthcare delivery system at ophthalmology outpatient department (OPD) in the Sadar Hospital, Chuadanga, Bangladesh

KYAMC Journal ◽  
2018 ◽  
Vol 9 (2) ◽  
pp. 76-80
Author(s):  
M Idris Ali ◽  
Monira Khatun ◽  
Abdullah Al Mamun ◽  
Md Mofazzal Sharif ◽  
AKM Enamul Haque
Keyword(s):  
Health Care ◽  
Delivery System ◽  
Care Delivery ◽  
Health Care Service ◽  
Healthcare Delivery ◽  
Outpatient Department ◽  
Management Effectiveness ◽  
Hospital District ◽  
Department Of Ophthalmology ◽  
Effectiveness And Efficiency

Background: This present study was carried out in the Outpatient Department of Ophthalmology in Chuadanga Sadar hospital, Bangladesh with the general objective to observe the management effectiveness and efficiency of health service provided in Outpatient Department at Sadar hospital (District level) in Bangladesh and ultimately reveal the need of a managerial personnel in health management other than doctor.Objectives: The objective of the study was to find out management effectiveness, efficiency of health care service at OPD and ultimately reveal need for a managerial personnel for management other than doctor.Materials & Methods: This cross-sectional study was carried out among 450 respondents by using a pre-tested questionnaire over a period of six months.Results: Regarding health care delivery system at outpatient in Bangladesh it was found that before appointment, majority of the respondent (94.44%) were referred to the OPD by local village doctor. After arrival at OPD, majority (29.56%) respondents experienced poor courtesy of the attending personnel. Consultation started between 16-30 minutes after appointment. During consultation with the doctor 66.22% respondents had enough time to consult to a doctor but to some extent. In most (50%) of the cases, consultation time was less than 5 minutes. Most of the respondents (48.88%) were not satisfied with the existing health care. Management effectiveness and efficiency of the existing healthcare service rated as fair (28.44%), poor (24.22%), good (21.57%), very good (13.77%) according to the opinion of the respondents. Ultimately 65.12% respondents sought for a need managerial personnel other than doctor.Conclusion: This study finding concluded need for managerial personnel for hospital management other than doctor himself.KYAMC Journal Vol. 9, No.-2, July 2018, Page 76-80

scholarly journals Dentistry in South Africa and the need for management and leadership training

2021 ◽  
Vol 76 (09) ◽  
pp. 532-536
Author(s):  
Michelle Olubunmi Tukuru ◽  
Lorraine Snyman ◽  
Thomas Corne Postma ◽  
Sophy Evelyn Van der Berg-Cloete
Keyword(s):  
South Africa ◽  
Leadership Training ◽  
Leadership Skills ◽  
Management Training ◽  
Senior Managers ◽  
Managerial Skills ◽  
Key Stakeholders ◽  
Dental Professionals ◽  
Structured Questionnaire ◽  
Management And Leadership

Dental professionals face many challenges due to a rapidly changing environment, and are acknowledging the need for essential leadership skills to perform optimally. We assessed key stakeholders’ views about the need for management and leadership training in dentistry in South Africa . The aim of this study, was to assess the need for leadership and management training in Dentistry in South Africa from an industry perspective. A qualitative study. Purposive sampling of 14 Senior Managers in the dental environment and 11 recently qualified dentists in South Africa. We conducted one-on-one and telephonic interviews guided by a semi-structured questionnaire with open-ended questions. Interviews were recorded, transcribed and data was thematically analysed. Participants expressed concerns about dentistry in South Africa. All participants mentioned financial constraints, including the high cost of setting up a practice, high cost of imported consumables and dwindling support from medical schemes. Participants stated that strong leadership and managerial skills were important for dealing with these challenges. Inculcating these skills will make a remarkable difference in enhancing services and providing purposive direction within the profession.

Translating improvement methodology into healthcare culture

2017 ◽  
Vol 23 (4) ◽  
pp. 769-778 ◽  
Author(s):  
James Simon ◽  
Mishaela Houle
Keyword(s):  
Health Care ◽  
Problem Solving ◽  
Employee Engagement ◽  
Care Delivery ◽  
Cultural Shift ◽  
Content Type ◽  
Grass Roots ◽  
Strategic Direction ◽  
Time Problem ◽  
Management Roles

Purpose The purpose of this paper is to discuss improvement of the business of health care delivery through the application of systematic problem solving. This was strengthened by recurrence prevention through standardization at every level transforming into culture. Design/methodology/approach The methodology utilized is set derived from the true fiber and fabric of Toyota, the Toyota Business Practice (TBP) or eight-step problem solving and its translation into health care thinking by aligning to the process of clinical diagnosis of patients. The methodology that gives energy and direction to TBP is Hoshin Kanri, a Japanese approach to strategic planning. When you combine focus and purpose through strategic direction alongside a culture of systematic problem solving you get results. Findings The application of the Toyota mindset resulted in a cultural shift which built on the strength of the current organizational culture. This approach had a broad impact on the program impacting leadership and management roles, improved employee engagement, complete visibility of organizational priorities, improved system performance, visibility and awareness of the vision and defined measures that drive the health care system. This has also resulted in cost diversions of approximately five million dollars CDN. Originality/value A grass roots application of real-time problem solving through strategic alignment.

scholarly journals The engine or the caboose: health policy in developing countries

1990 ◽  
Vol 24 (6) ◽  
pp. 523-527
Author(s):  
Raymond L. Goldsteen ◽  
Julio Cesar R. Pereira ◽  
Karen Goldsteen
Keyword(s):  
Health Care ◽  
Developing Countries ◽  
Health Policy ◽  
Health System ◽  
Health Care Delivery ◽  
Care Delivery ◽  
Private Health Care ◽  
Public And Private ◽  
Tiered System ◽  
Effectiveness And Efficiency

A discussion of health policy in developing countries is presented. It argues that developing countries must adopt a progressive approach to health policy which rejects the two-tiered system of public and private health care. However, it also points out that ideology is not sufficient to maintain support. A progressive health system must utilize administrative and social and behavioral sciences to achieve effectiveness and efficiency in health care delivery. It cannot ignore these goals any more than a private health care system can.

Preparing health professions students to lead change

2019 ◽  
Vol 32 (2) ◽  
pp. 182-194 ◽  
Author(s):  
Lisa Rotenstein ◽  
Katherine Perez ◽  
Diana Wohler ◽  
Samantha Sanders ◽  
Dana Im ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Training ◽  
Business Students ◽  
Leadership Skills ◽  
Health Professions ◽  
Interdisciplinary Teams ◽  
Leadership Positions ◽  
Future Health ◽  
Content Type ◽  
Leadership Curriculum

Purpose Health care systems increasingly demand health professionals who can lead interdisciplinary teams. While physicians recognize the importance of leadership skills, few receive formal instruction in this area. This paper aims to describe how the Student Leadership Committee (SLC) at the Harvard Medical School Center for Primary Care responded to this need by creating a leadership curriculum for health professions students. Design/methodology/approach The SLC designed an applied longitudinal leadership curriculum and taught it to medical, dentistry, nursing, public health and business students during monthly meetings over two academic years. The perceptions of the curriculum were assessed via a retrospective survey and an assessment of team functioning. Findings Most teams met their project goals and students felt that their teams were effective. The participants reported increased confidence that they could create change in healthcare and an enhanced desire to hold leadership positions. The sessions that focused on operational skills were especially valued by the students. Practical implications This case study presents an effective approach to delivering leadership training to health professions students, which can be replicated by other institutions. Social implications Applied leadership training empowers health professions students to improve the health-care system and prepares them to be more effective leaders of the future health-care teams. The potential benefits of improved health-care leadership are numerous, including better patient care and improved job satisfaction among health-care workers. Originality/value Leadership skills are often taught as abstract didactics. In contrast, the approach described here is applied to ongoing projects in an interdisciplinary setting, thereby preparing students for real-world leadership positions.

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