Action learning: developing leaders and supporting change in a healthcare context

Doyle, Louise

doi:10.1080/14767333.2013.874775

Cited by 13 publications

(26 citation statements)

References 2 publications

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“…The role of the ALS was key here providing opportunities for problem solving and as a support network were. This reinforces previous studies (Doyle, 2014;Young et al, 2010) that find ALS help participants to support each other and cement stronger working relationships. This ability to turn human capital development into social capital outcomes for the organisation highlights the effectiveness of the LDP, however potential barriers were identified.…”

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confidence: 90%

Does leadership development alter the perspectives of NHS managers?

Percival

Best

2019

British Journal of Healthcare Management

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Leadership and leadership development are widely discussed topics in the NHS, and common agreement on the best way forward is rarely agreed upon. Examining the experiences of NHS managers undertaking leadership development offers an insight into the impact training these leaders can have. Five non-clinical managers, who had recently completed a leadership development programme, were interviewed to explore their perceptions of the benefits and challenges associated with leadership development. The study respondents cited personal benefits to their participation in the Leadership Development Programme, and how they were able to bring this learning into their workplace. However, limited evidence that personal benefits are translated into organisational gains was found. Translation barriers were explored, and a key obstacle was the lack of involvement of senior managers in the programme. Areas for future study are identified, including the need for longitudinal research to determine the value of leadership development in an organisation.

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Section: /////////Insertsupporting

confidence: 90%

Does leadership development alter the perspectives of NHS managers?

Percival

Best

2019

British Journal of Healthcare Management

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“…A shared purpose was found to be central in defining the problem to be tackled when using PAR to strengthen health managers’ capacity [ 18 , 19 , 35 , 38 – 41 ]. This was depicted as having a shared purpose and motivation towards strengthening managers’ capacity among the parties involved and a focus on individual managers’ development.…”

Section: Resultsmentioning

confidence: 99%

“…All eight papers met the quality assessment criteria. However, three of the studies [ 19 , 34 , 35 ] did not have an explicit explanation of the data analysis process. Since they were relevant for the review, we decided to include them because relevance is a key consideration for inclusion in this kind of interpretive review.…”

Section: Methodsmentioning

confidence: 99%

“…In high-income countries, the approach has been utilised since the 1980s to build health managers’ capacity [ 18 ]. However, in low-income settings, while the use of PAR to strengthen health managers’ capacity is increasing, most documented knowledge on its use is in community empowerment interventions [ 18 , 19 ]. Studies show that health managers’ capacity is achieved by actively involving managers in questioning and resolving day-to-day dynamic and complex management challenges.…”

Section: Introductionmentioning

confidence: 99%

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Elements for harnessing participatory action research to strengthen health managers’ capacity: a critical interpretative synthesis

Tetui

Zulu

Hurtig

et al. 2018

Health Res Policy Sys

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BackgroundHealth managers play a key role in ensuring that health services are responsive to the needs of the population. Participatory action research (PAR) is one of the approaches that have been used to strengthen managers’ capacity. However, collated knowledge on elements for harnessing PAR to strengthen managers’ capacity is missing. This paper bridges this gap by reviewing existing literature on the subject matter.MethodsA critical interpretive synthesis method was used to interrogate eight selected articles. These articles reported the use of PAR to strengthen health managers’ capacity. The critical interpretive synthesis method’s approach to analysis guided the synthesis. Here, the authors interpretively made connections and linkages between different elements identified in the literature. Finally, the Atun et al. (Heal Pol Plann, 25:104–111, 2010) framework on integration was used to model the elements synthesised in the literature into five main domains.ResultsFive elements with intricate bi-directional interactions were identified in the literature reviewed. These included a shared purpose, skilled facilitation and psychological safety, activity integration into organisational procedures, organisational support, and external supportive monitoring. A shared purpose of the managers’ capacity strengthening initiative created commitment and motivation to learn. This purpose was built upon a set of facilitation skills that included promoting participation, self-efficacy and reflection, thereby creating a safe psychological space within which the managers interacted and learnt from each other and their actions. Additionally, an integrated intervention strengthened local capacity and harnessed organisational support for learning. Finally, supportive monitoring from external partners, such as researchers, ensured quality, building of local capacity and professional safety networks essential for continued learning.ConclusionsThe five elements identified in this synthesis provide a basis upon which the use of PAR can be harnessed, not only to strengthen health managers’ capacity, but also to foster other health systems strengthening initiatives involving implementation research. In addition, the findings demonstrated the intricate and complex relations between the elements, which further affirms the need for a systems thinking approach to tackling health systems challenges.

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“…The local GP and PhD, PAH, participated both in the local training and in the research group, which also comprised a paramedic, BH, an anesthesiologist, BS, a professor of General Practice, ALK and a former rural GP, HB. The latter had participated in developing the team training model during 2003-08, at times together with instructors in the study, applying an action learning approach (Doyle, 2014) with group reflections and a dialogue meeting.…”

Section: Theoretical and Methodological Frameworkmentioning

confidence: 99%

Leadership practice as interaction in primary care emergency team training

et al. 2015

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The present study, framed as critical action research, aimed at contributing to the improvement of training emergency teams in primary care. The first author was a participating observer in local simulation sessions performed by 10 different teams. Leadership practice as interaction was analysed in three types of communicative spaces: in the review and debriefing sessions; in the author group; and in focus groups involving local stakeholders. The teams practiced both designated and distributed leadership in the course of the various training sessions. During the simulation sessions, the teams remained aware of the physicians' formal responsibility for decisions concerning diagnosis and medication. Shifts in leadership modes coincided with situational changes requiring particular competencies. Distribution of leadership and

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Action learning: developing leaders and supporting change in a healthcare context

Cited by 13 publications

References 2 publications

Does leadership development alter the perspectives of NHS managers?

Does leadership development alter the perspectives of NHS managers?

Elements for harnessing participatory action research to strengthen health managers’ capacity: a critical interpretative synthesis

Leadership practice as interaction in primary care emergency team training

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