Developing Healthcare Leaders for the Future

Author(s):  
Thomas E. Beeman ◽  
Genevieve Mak Dean

Irrespective of the healthcare delivery mechanisms that have endured to this day, consumers expect value in their healthcare, which implies high quality, reasonable cost, and an excellent patient experience. Physicians will need to not only participate in effecting this change, but also lead it, or risk losing credibility as a patient's most critical healthcare advocate. In anticipation of these needs, Lancaster General Health (LG Health) embarked on a unique, decade-long physician leadership development journey that culminated in the graduation of 21 physicians and administrators from St. Joseph's Haub School of Business Executive MBA program. Collectively, the group constitutes a priceless network of professionals who are helping to lead healthcare change in their community.

2020 ◽  
pp. archdischild-2019-318677
Author(s):  
Steven Hirschfeld ◽  
Florian B Lagler ◽  
Jenny M Kindblom

Children have the right to treatment based on the same quality of information that guides treatment in adults. Without the proper evaluation of medicinal products and devices in paediatric clinical trials that are designed to meet the rigorous standards of the competent authorities, children are discriminated from advances in medicine. There are regulatory, scientific and ethical incentives to address the knowledge gap regarding efficacy and safety of medicines in the paediatric population. High-quality clinical trials involving children of all ages can generate data that will ultimately close the knowledge gaps and support decision making.For clinical trials that enrol children, the needs are specialised and often resource intensive. Prerequisites for successful paediatric clinical trials are personnel with training in both paediatrics and neonatology and expertise in clinical trials in these populations. Moreover, national and international networks for efficient collaboration, dissemination of information, and sharing of resources and expertise are also needed, together with competent, efficient and high-quality local infrastructure with effective processes. Monitoring and oversight bodies with the relevant competence, including expertise in paediatrics, is also an important prerequisite for paediatric clinical trials. Compromise in any of these components will compromise the downstream results.This paper discusses the structures and competences needed in order to perform effective, high-quality paediatric clinical trials with the ultimate goal of better medicines and treatments for children. We propose a model of examining the process as a series of components that each has to be optimised, then all the components are actively optimised to function together as an ecosystem, and the resulting ecosystem functions well with the general research system and the healthcare delivery system.


Leadership ◽  
2020 ◽  
pp. 174271502098322
Author(s):  
Steve Kempster ◽  
Doris Schedlitzki ◽  
Gareth Edwards

In this short article, we explore and problematise the axiomatic assumption of follower in the field of leadership studies notably the leader–follower axiom as the essential foundation of much leadership theorising. We do so, firstly by drawing on our experiences of exploring followership conceptually, and secondly, by reviewing conversations with executive MBA students. From these sources, we argue that the absence of identifications with followership offers a challenge to leadership assumptions around the socio-materiality of followers and their relations with leaders within organisational contexts. This leads us to questions like: what if follower identifications do not typically exist or are rejected in everyday organisational working contexts – despite discursive labelling of individuals as followers or following practices? Would or should leadership research and its examination of leader–follower dynamics fundamentally change and in what ways? We explore these questions and suggest very different orientations that might appear with regards to notions of the leadership relationship, leading and following dynamics, practice-based attention to leadership and perhaps very different approaches to leadership development. Such a (re)appraisal of the leadership lexicon may move notions of follower identification out of social constructions of organisational leadership and towards social media (Facebook, Twitter and Instagram) – where the phenomenon of being a follower is ever present, but is redefined as a phenomenon of vicarious fantasy associated with interest, curiosity and entertainment.


BMJ Leader ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 64-68 ◽  
Author(s):  
Alex Till ◽  
Gerry McGivern

IntroductionLeadership, and the role of a Chief Executive in healthcare organisations, has never been more important. This review provides one of the first retrospective cross-sectional analyses of the developmental journeys of chief executives within the National Health Service (NHS).MethodsTwenty-eight semi-structured qualitative interviews were conducted with medical, clinical and non-clinical NHS chief executives from the Health Service Journal’s list of ‘Top Chief Executives’ 2014–2018. Through a thematic analysis of their narratives, lessons for the development of aspiring NHS chief executives emerge.ResultsFew proactively sought leadership opportunities and there was a lack of an active leadership development strategy. Yet the ‘seeds of leadership development’ took root early. Combined with a blended approach of formal leadership development and ‘on-the-job’ informal leadership development, emerging NHS chief executives were exposed to multiple ‘crucible moments’ that helped them develop into and excel at the top of their field.DiscussionTop NHS chief executives possess inherent values and a strong sense of social responsibility that underpin their developmental journeys, guide their behaviour, and strengthen their resilience. Capable, high quality leaders are needed from all professional backgrounds to support high quality care and much more needs to be done, particularly for medical and clinical professionals but for non-clinicians too, to maximise leadership potential within the NHS and develop a pipeline of aspiring NHS chief executives.


Author(s):  
Paul Harrison ◽  
Philip Cowen ◽  
Tom Burns ◽  
Mina Fazel

‘Evidence-based approaches to psychiatry’ describes the application of evidence-based medicine (EBM) to psychiatric practice. The chapter covers the key processes in EBM, including the formulation of a clinically relevant question, the systematic search for high-quality evidence and the meta-analytic synthesis of data. It demonstrates how evidence-based approaches to psychiatry have led to important developments showing quantitative effects of different treatments through advanced meta-analysis of data from randomized trials. This has underpinned the development of clinical guidelines that have the aim of improving the reliability and quality of treatments that patients receive. The chapter also describes how meta-analyses should be critically reviewed, as well as their problems and limitations. Not all relevant questions in psychiatric research are susceptible to the quantitative approach offered by EBM, and the chapter also outlines how qualitative methodologies can play a key role in answering important questions related, for example, to the patient experience.


BMJ Leader ◽  
2018 ◽  
Vol 2 (3) ◽  
pp. 95-102 ◽  
Author(s):  
Mairi Savage ◽  
Marie Höjriis Storkholm ◽  
Pamela Mazzocato ◽  
Carl Savage

PurposeThe aim of this study was to explore the qualities and capabilities effective physician leaders attribute to their success in leading change and how they developed these.MethodThe authors interviewed 20 emerging and senior leaders using a semistructured interview guide informed by appreciative inquiry. Data were subjected to an inductive qualitative content analysis to identify themes related to qualities, capabilities and learning approaches.ResultsThe qualities identified were clarity of purpose to improve care, endurance, a positive outlook and authenticity. They were considered innate or developed during participants’ upbringing. Capabilities were to ground management in medicine, engage others, catalyse systems by acting on interdependencies and employ a scientific approach to understand problems and measure progress. Capabilities were developed through cross-pollination from a diversity of work experiences, reflection, when education was integrated with practice and when their organisational environment nurtured ambition and learning.ConclusionsThis study reframes current leadership thinking by empirically identifying qualities, capabilities, and learning approaches that can contribute to effective physician leadership. Instead of merely adapting leadership development programmes from other domains, this study suggests there are capabilities unique to effective physician leadership: ground management in medicine and employ a scientific approach to problem identification and solution development. The authors outline practical implications for individuals and organisations to support leader development as a cohesive organisational strategy for learning and change.


2018 ◽  
Vol 43 (4) ◽  
pp. 293-302 ◽  
Author(s):  
Joseph Hopkins ◽  
Magali Fassiotto ◽  
Manwai Candy Ku ◽  
Dagem Mammo ◽  
Hannah Valantine

2014 ◽  
Vol 27 (4) ◽  
pp. 330-342 ◽  
Author(s):  
Anita Joanne Snell ◽  
Chris Eagle ◽  
John Emile Van Aerde

Purpose – The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations. Design/methodology/approach – Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies. Findings – Physician leadership development strategies are identified for each of the six domains within the Influencer© framework. Practical implications – A number of physician leadership development strategies are provided. They can be used in combination or used independently. Originality/value – Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies.


2016 ◽  
Vol 29 (3) ◽  
pp. 251-263 ◽  
Author(s):  
Colleen Marie Grady

Purpose The purpose of this paper is to describe research that examined physician leadership development using complexity science principles. Design/methodology/approach Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions). Findings Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician’s relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development. Practical Implications This research provides practical applications for physician leadership development and emphasizes that it is incumbent upon physicians and organizations to focus attention on this to achieve improved patient and organizational outcomes. Originality/value This study pairing complexity science and physician leadership represents a unique way to view the development of physician leaders within the context of the complex system that is health care.


2013 ◽  
Vol 64 (3) ◽  
Author(s):  
Novika Candra Astuti ◽  
Reza Ashari Nasution ◽  
Ilman Hizbullah Hasibuan ◽  
Keriel Natalia ◽  
Anindita Listyaningrum

The purpose of this paper is to study universities which provide executives program on Master of Management (MM) or Master of Business Administration (MBA) both in Indonesia and overseas. This paper presents a benchmarking a study to compare processes, performance, best practices between Executive MBA Institut Teknologi Bandung (MBA-ITB) and the other universities. Besides benchmarking, the authors also used customer intelligence method to gather and analyze information regarding competitors by visiting universities in Indonesia. To manage and monitor performance of Executive MBA program, we measured customer satisfaction what products or services provided by MBA-ITB meet or surpass customers (executive students) and conducted in-depth interview to explore need and demand of executive students. The results of the study help to develop executive MBA program and to adopt learning process in other universities to be followed and implemented in MBA-ITB. The acquired knowledge has been partly adapted and adopted by papers. The main implication is the need to explore how MBA-ITB can efficiently and effectively adapt and adopt such knowledge from the results. This work provides effective assistance for development of executive program in MBA-ITB embarking on this benchmarking journey. The result of customer satisfaction provides an indication of how successful MBA-ITB is at providing products and/or services to the students.


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