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Medical leadership and management in the United Kingdom.

Published on Jun 1, 2016in Australasian Psychiatry0.943
· DOI :10.1177/1039856216635909
Yiannis Kyratsis9
Estimated H-index: 9
(RMIT: RMIT University),
Kirsten Armit6
Estimated H-index: 6
+ 1 AuthorsPeter Lees4
Estimated H-index: 4
Sources
Abstract
Objective:This article aims to outline the historical development of medical leadership in the United Kingdom (UK), present recent advances, and discuss professional development and future prospects.Conclusions:With increasing involvement of medical professionals in top managerial roles in the UK over the last 30 years, leadership development initiatives have been growing steadily and there is increasing recognition of the need for leadership and management skills for doctors. Such skills can help to greatly improve patient care as well as enhance organisational effectiveness and productivity. The central involvement of professional bodies such as the UK Faculty of Medical Leadership and Management, and the establishment of medical fellowship schemes, have provided a solid foundation for a new generation of aspiring medical leaders but there is still a long way to go to achieve a higher degree of professionalism for clinical leadership in the UK. The evidence base is weak such that integrated efforts by c...
  • References (4)
  • Citations (8)
References4
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#1Benjamin Artz (University of Wisconsin–Oshkosh)H-Index: 8
#2Amanda H. Goodall (University of Wisconsin–Oshkosh)H-Index: 11
Last. Andrew J. Oswald (University of Wisconsin–Oshkosh)H-Index: 64
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Nearly all workers have a supervisor or ‘boss’. Yet little is known about how bosses influence the quality of employees’ lives. This study is a cautious attempt to provide new formal evidence. First, it is shown that a boss’s technical competence is the single strongest predictor of a worker’s job satisfaction. Second, it is demonstrated in longitudinal data -- after controlling for fixed effects -- that even if a worker stays in the same job and workplace a rise in the competence of a superviso...
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#1Amanda H. Goodall (City University London)H-Index: 11
#2Tarun Bastiampillai (Flinders University)H-Index: 12
Last. Stephen Allison (Flinders University)H-Index: 21
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#1Helen DickinsonH-Index: 19
#2Chris HamH-Index: 17
Last. PeterH-Index: 1
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Aims The main aims of the study are to provide an up to date picture of the nature and range of medical leadership structures in NHS trusts in England; to analyse how different structures operate in practice and the processes at work within these structures, for example between doctors, nurses and managers; and to relate evidence on structures and processes to available data on organisational performance. Methods The study uses a mixed method approach involving a questionnaire survey of NHS trus...
19 Citations
#1Amanda H. Goodall (Warw.: University of Warwick)H-Index: 11
Although it has long been conjectured that having physicians in leadership positions is valuable for hospital performance, there is no published empirical work on the hypothesis. This cross-sectional study reports the first evidence. Data are collected on the top-100 U.S. hospitals in 2009, as identified by a widely-used media-generated ranking of quality, in three specialties: Cancer, Digestive Disorders, and Heart and Heart Surgery. The personal histories of the 300 chief executive officers of...
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Cited By8
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“Becoming” a doctor involves the acquisition of medical knowledge, skills and professional identity. Medical professional identity formation (MPIF) is complex, multi-factorial and closely linked to societal expectations, personal and social identity. Increasingly, doctors are required to engage in leadership/management involving significant identity shift. This paper aims to explore medical professional identity (MPI) and MPIF in relation to doctors as leaders. Selected identity theories are use...
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#1Paul Turner (LBU: Leeds Beckett University)H-Index: 8
The challenge of health sector leaders is to make sense of multiple and complex developments and craft a course through which their organisations can thrive and improve both clinical outcomes and satisfaction for patients, providers, and other stakeholders. Having insight and understanding about the context and the organisation and well-honed leadership skills will be essential. Leadership development is able to address this taking account of the many variants of leadership and leadership styles...
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#1Suzanne Phillips (Cardiff University)H-Index: 2
#2Alison Deborah Bullock (Cardiff University)H-Index: 21
Background These days doctors are required not only to be clinically proficient, but also motivate teams, influence service delivery and improve patient care. In the UK, Fellowship schemes have been set up to address a low level of engagement of doctors with leadership roles. Established in 2013, the Welsh Clinical Leadership Fellowship (WCLF) programme aims to recruit aspiring future clinical leaders and equip them with knowledge and skills to lead improvements in healthcare delivery. Aim Our a...
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Increasingly, physician engagement in management, quality and innovation is being recognised as vital, requiring ‘medical leadership’ (ML) competencies. Besides numerous local institutional efforts and despite the high level of autonomy of the medical profession and the education of its members, in some countries, national level activities are focusing on developing ML competencies to guide physicians in more effectively engaging in these non-medical activities. Up to this date, little is known ...
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An increased emphasis in recent years on psychiatrists as healthcare leaders has not only drawn attention to the skills they can bring to this role but has also raised questions about how to best train and prepare them to assume leadership responsibilities. Such training should not be conducted in isolation from, and oblivious to, the wide-ranging expertise in human behaviour and relationships that psychiatrists can bring to the leadership arena. The aim of this theoretical paper is to draw atte...
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#1Erwin Loh (Alfred Hospital)H-Index: 5
#2Jennifer M. Morris (University of Melbourne)H-Index: 4
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Purpose The paper aims to explore the beliefs of doctors in leadership roles of the concept of “the dark side”, using data collected from interviews carried out with 45 doctors in medical leadership roles across Australia. The paper looks at the beliefs from the perspectives of doctors who are already in leadership roles themselves; to identify potential barriers they might have encountered and to arrive at better-informed strategies to engage more doctors in the leadership of the Australian hea...
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#2Amanda H. Goodall (City University London)H-Index: 11
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