scholarly journals Improving perception, attitude and interest in medical leadership and management – a novel model proposed by medical students

2018 ◽  
Vol Volume 9 ◽  
pp. 405-406
Author(s):  
Owais Ali Shah ◽  
Mohammed Khalid Aslami ◽  
Amir-Humza Tahir Suleman
Keyword(s):  
Medical Students ◽  
Leadership And Management ◽  
Medical Leadership ◽  
Novel Model

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.

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.

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

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.

scholarly journals Students as partners in an Australian medical program: Impact on student partners and teachers

2020 ◽  
Vol 4 (2) ◽  
pp. 110-121 ◽  
Author(s):  
Jarett Vanz-Brian Pereira ◽  
John Christopher Vassil ◽  
Rachel Elizabeth Thompson
Keyword(s):  
Medical Students ◽  
Medical Curriculum ◽  
Educational Innovation ◽  
Metacognitive Strategies ◽  
Management Skills ◽  
Leadership And Management ◽  
Program Impact ◽  
Personal Learning ◽  
Medical Program ◽  
Immense Potential

In this article, we will discuss and analyse the implementation of a Students-as-Partners (SaP) initiative in a formal medical curriculum. Effective student-staff collaboration led to the development of student-centred lessons that were relevant and engaging, while improving student-staff relationships. In addition, student partners developed leadership and management skills, gained knowledge about educational pedagogies, and acquired metacognitive strategies to improve personal learning. Our experience highlights the important role that medical students can play in driving educational innovation and the immense potential for SaP initiatives to benefit students and staff.

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.

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