Defining the structure of undergraduate medical leadership and management teaching and assessment in the UK

2014 ◽  
Vol 37 (8) ◽  
pp. 747-754 ◽  
Author(s):  
Thomas D. Stringfellow ◽  
Rebecca M. Rohrer ◽  
Lola Loewenthal ◽  
Connor Gorrard-Smith ◽  
Ibrahim H.N. Sheriff ◽  
...  
Keyword(s):  
Leadership And Management ◽  
The Uk ◽  
Medical Leadership

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.

scholarly journals The Faculty of Medical Leadership and Management

2012 ◽  
Vol 94 (2) ◽  
pp. 51-52
Author(s):  
Peter Lees ◽  
Bill Thomas
Keyword(s):  
Quality Of Care ◽  
Leadership And Management ◽  
Current State ◽  
The Uk ◽  
Medical Leadership

In the current state of healthcare in the UK there is an urgent need for medical leadership and an increasing requirement for clinicians to become involved in management. The government's proposed reform of the NHS only reinforces the imperative for medical leadership to engage in setting standards, commissioning services, taking ownership of the agenda and thus seeking to restore professionalism. Success will drive up the quality of care for patients.

Addressing current and future challenges for the NHS: the role of good leadership

2016 ◽  
Vol 29 (4) ◽  
pp. 415-418 ◽  
Author(s):  
Lotte Elton
Keyword(s):  
Health Care ◽  
Standards Of Care ◽  
Medical Professionals ◽  
Leadership And Management ◽  
Content Type ◽  
Management Standards ◽  
Future Challenges ◽  
The Uk ◽  
Medical Leadership

Purpose This paper aims to describe and analyse some of the ways in which good leadership can enable those working within the National Health Service (NHS) to weather the changes and difficulties likely to arise in the coming years, and takes the format of an essay written by the prize-winner of the Faculty of Medical Leadership and Management's Student Prize. The Faculty of Medical Leadership and Management ran its inaugural Student Prize in 2015-2016, which aimed at medical students with an interest in medical leadership. In running the Prize, the Faculty hoped to foster an enthusiasm for and understanding of the importance of leadership in medicine. Design/methodology/approach The Faculty asked entrants to discuss the role of good leadership in addressing the current and future challenges faced by the NHS, making reference to the Leadership and Management Standards for Medical Professionals published by the Faculty in 2015. These standards were intended to help guide current and future leaders and were grouped into three categories, namely, self, team and corporate responsibility. Findings This paper highlights the political nature of health care in the UK and the increasing impetus on medical professionals to navigate debates on austerity measures and health-care costs, particularly given the projected deficit in NHS funding. It stresses the importance of building organisational cultures prizing transparency to prevent future breaches in standards of care and the value of patient-centred approaches in improving satisfaction for both patients and staff. Identification of opportunities for collaboration and partnership is emphasised as crucial to assuage the burden that lack of appropriate social care places on clinical services. Originality/value This paper offers a novel perspective – that of a medical student – on the complex issues faced by the NHS over the coming years and utilises a well-regarded set of standards in conceptualising the role that health professionals have to play in leading the NHS.

scholarly journals Assessment of leadership development in the medical undergraduate curriculum: a UK consensus statement

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 220-223
Author(s):  
Tim Swanwick ◽  
Judy McKimm
Keyword(s):  
Leadership Development ◽  
Consensus Statement ◽  
Undergraduate Curriculum ◽  
Significant Issue ◽  
Leadership And Management ◽  
Curriculum Assessment ◽  
Medical Undergraduate ◽  
Absence Of Evidence ◽  
The Uk ◽  
Medical Leadership

With the increasing prominence of leadership within the medical undergraduate curriculum, assessment becomes a significant issue. In the absence of evidence to support specific strategies, tools or approaches, faculty from universities across the UK came together in October 2019 in a workshop convened by the Faculty of Medical Leadership and Management. The workshop aimed to develop a collective view on the assessment of leadership development in the medical undergraduate curriculum. This resulting consensus statement was generated around five prompts: why, what, how, when and who? In addition to the statement’s key messages, several questions for further exploration were defined. See Box 1.

Leadership and management in UK medical school curricula

2016 ◽  
Vol 30 (7) ◽  
pp. 1081-1104 ◽  
Author(s):  
Richard Jefferies ◽  
Ibrahim H.N. Sheriff ◽  
Jacob H. Matthews ◽  
Olivia Jagger ◽  
Sarah Curtis ◽  
...  
Keyword(s):  
Medical School ◽  
Medical Schools ◽  
Healthcare Outcomes ◽  
Structured Interviews ◽  
Leadership And Management ◽  
Content Type ◽  
Successful Execution ◽  
The Uk ◽  
Medical Leadership ◽  
School Curricula

Purpose Although medical leadership and management (MLM) is increasingly being recognised as important to improving healthcare outcomes, little is understood about current training of medical students in MLM skills and behaviours in the UK. The paper aims to discuss these issues. Design/methodology/approach This qualitative study used validated structured interviews with expert faculty members from medical schools across the UK to ascertain MLM framework integration, teaching methods employed, evaluation methods and barriers to improvement. Findings Data were collected from 25 of the 33 UK medical schools (76 per cent response rate), with 23/25 reporting that MLM content is included in their curriculum. More medical schools assessed MLM competencies on admission than at any other time of the curriculum. Only 12 schools had evaluated MLM teaching at the time of data collection. The majority of medical schools reported barriers, including overfilled curricula and reluctance of staff to teach. Whilst 88 per cent of schools planned to increase MLM content over the next two years, there was a lack of consensus on proposed teaching content and methods. Research limitations/implications There is widespread inclusion of MLM in UK medical schools’ curricula, despite the existence of barriers. This study identified substantial heterogeneity in MLM teaching and assessment methods which does not meet students’ desired modes of delivery. Examples of national undergraduate MLM teaching exist worldwide, and lessons can be taken from these. Originality/value This is the first national evaluation of MLM in undergraduate medical school curricula in the UK, highlighting continuing challenges with executing MLM content despite numerous frameworks and international examples of successful execution.

Do we need medical leadership or medical engagement?

2015 ◽  
Vol 28 (3) ◽  
pp. 173-184 ◽  
Author(s):  
Peter Spurgeon ◽  
Paul Long ◽  
John Clark ◽  
Frank Daly
Keyword(s):  
Care Quality ◽  
Current Evidence ◽  
Organisational Performance ◽  
Content Type ◽  
Care Quality Commission ◽  
The Uk ◽  
Medical Leadership ◽  
First Time ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to address issues of medical leadership within health systems and to clarify the associated conceptual issues, for example, leadership versus management and medical versus clinical leadership. However, its principle contribution is to raise the issue of the purpose or outcome of medical leadership, and, in this respect, it argues that it is to promote medical engagement. Design/methodology/approach – The approach is to provide evidence, both from the literature and empirically, to suggest that enhanced medical engagement leads to improved organisational performance and, in doing so, to review the associated concepts. Findings – Building on current evidence from the UK and Australia, the authors strengthen previous findings that effective medical leadership underpins the effective organisational performance. Research limitations/implications – There is a current imbalance between the size of the databases on medical engagement between the UK (very large) and Australia (small but developing). Practical implications – The authors aim to equip medical leaders with the appropriate skill set to promote and enhance greater medical engagement. The focus of leaders in organisations should be in creating a culture that fosters and supports medical engagement. Social implications – This paper provides empowerment of medical professionals to have greater influence in the running of the organisation in which they deliver care. Originality/value – The paper contains, for the first time, linked performance data from the Care Quality Commission in the UK and from Australia with the new set of medical engagement findings.

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.

View from the top: a thematic analysis of interviews with top healthcare leaders in the UK about leadership and how UK GPs should prepare for it

BMJ Leader ◽  
2018 ◽  
Vol 2 (4) ◽  
pp. 136-139
Author(s):  
Veronica Wilkie ◽  
Kay Mohanna
Keyword(s):  
Primary Care ◽  
Leadership Training ◽  
Work Force ◽  
Senior Leaders ◽  
Face To Face ◽  
New Information ◽  
Personal Qualities ◽  
The Uk ◽  
Medical Leadership ◽  
Future Work

IntroductionLeadership is often quoted as being a solution to future work force problems . This study looks at the views of leaders within the NHS to find out what they think should be done, how and when for GPs in training.MethodsA series of interviews were carried out with senior leaders within the NHS, within primary care, NHS England and Health Education England. All the participants were involved in primary care either assenior general practitioners, senior educators, or clinical and non clinical managers. The interviews were face to face or via a telephone and recorded before being transcribed and analysed. The interviews were carried out until no new information was forthcoming.ResultsAll of the participants agreed that leadership was necessary. Non clinicians tended to think that the training was best done once a GP had arrived at a senior leadership position, clinicians tended to think leadership training should happen from the start of the career. The competences identified fitted within those originally identified from the Medical Leadership Competency Framework.DiscussionLeadership training is still regarded as important and overall the senior leaders recognised the need for personal qualities, the ability to lead and work in teams, how to manage and improve services and how to set direction for change. The difficulties of organizing this and how to fit this in with the needs of service delivery and current curriculum was highlighted.

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