Conceptualisations of Leadership and Relevance to Health and Human Service Workforce Development: A Scoping Review

Fennell, Kate L

doi:10.2147/jmdh.s329628

Cited by 14 publications

(15 citation statements)

References 122 publications

(185 reference statements)

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“…Transactional leadership is based on a mutual exchange between leader and employees (e.g., rewarding previously negotiated objectives) 8 , while transformational leadership addresses the leader's promotion of intrinsic motivation and communication of vision 9 . Both theories are well-studied, established and complement each other theoretically and in practice 4 . Methodologically, the reviewed interventions combine various learning methods, e.g., seminars, lectures, group work, mentoring, multi-source and action-based feedback.…”

Section: Introductionmentioning

confidence: 91%

“…In the last decades, leadership has become an increasingly important topic in medicine, with the need to especially train physician leaders 1 , 2 . In graduate education, the ‘physician as leader’ is conceptualized in the CanMEDS roles, but no standard for leadership training in primary care and other specialties has been developed 3 , 4 . Four reviews comparing various leadership programs showed considerable diversity regarding target groups (physicians of various experience levels), specialty focus (primary care and other fields), program aims (e.g., clinical leadership for integrated primary care), theoretical foundation and methodological approaches (scoping, narrative vs. systematic reviews) 4 – 7 .…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…All reviews mentioned describe leadership as a dynamic process between persons that is oriented towards individual, group or organizational goals and is associated with influence 4 . Previous leadership programs drew on different theories, e.g., transformational and transactional leadership as frequently used modern concepts 4 – 7 . Transactional leadership is based on a mutual exchange between leader and employees (e.g., rewarding previously negotiated objectives) 8 , while transformational leadership addresses the leader's promotion of intrinsic motivation and communication of vision 9 .…”

Section: Introductionmentioning

confidence: 99%

“…Drawing on various occupational fields, a meta-analysis by Judge and Piccolo showed that employees’ job satisfaction correlates positively with transformational leadership (ρ = 0.58) and contingent reward leadership as a dimension of transactional leadership (ρ = 0.64) 10 . However, the authors of many reviews agree, that more rigorous research on leadership and leadership training measured by relevant subjective and objective outcomes is needed 4 – 7 .…”

Section: Introductionmentioning

confidence: 99%

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Leadership program with skills training for general practitioners was highly accepted without improving job satisfaction: the cluster randomized IMPROVEjob study

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Hüsing²,

Minder³

et al. 2022

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Leadership has become an increasingly important issue in medicine as leadership skills, job satisfaction and patient outcomes correlate positively. Various leadership training and physician psychological well-being programmes have been developed internationally, yet no standard is established in primary care. The IMPROVEjob leadership program was developed to improve job satisfaction among German general practitioners and practice personnel. Its acceptance and effectiveness were evaluated. The IMPROVEjob intervention is a participatory, interdisciplinary and multimodal leadership intervention that targets leadership, workflows and communication in general practices using three elements: (1) two leadership workshops with skills training; (2) a toolbox with printed and online material, and (3) a 9-month implementation phase supported by facilitators. A cluster-randomised trial with a waiting-list control evaluated the effectiveness on the primary outcome job satisfaction assessed by the Copenhagen Psychosocial Questionnaire (range 0–100). A mixed-methods approach with questionnaires and participant interviews evaluated the acceptance of the intervention and factors influencing the implementation of intervention content. Statistical analyses respected the clustered data structure. The COVID-19 pandemic necessitated intervention adjustments: online instead of on-site workshops, online material instead of facilitator practice visits. Overall, 52 of 60 practices completed the study, with altogether 70 practice leaders, 16 employed physicians, and 182 practice assistants. According to an intention-to-treat analysis, job satisfaction decreased between baseline and follow-up (not significantly) in the total study population and in both study arms, while the subgroup of practice leaders showed a non-significant increase. A mixed multilevel regression model showed no effect of the intervention on job satisfaction (b = − 0.36, p > 0.86), which was influenced significantly by a greater sense of community (b = 0.14, p < 0.05). The acceptance of the IMPROVEjob workshops was high, especially among practice leaders compared to assistants (1 = best to 5 = worst): skills training 1.78 vs. 2.46, discussions within the practice team 1.87 vs. 2.28, group discussions 1.96 vs. 2.21. The process evaluation revealed that the COVID-19 pandemic complicated change processes and delayed the implementation of intervention content in practice routines. The workshops within the participatory IMPROVEjob intervention were rated very positively but the multimodal intervention did not improve job satisfaction 9 months into the pandemic. Qualitative data showed an impairment of implementation processes by the unforeseeable COVID pandemic.Trial registration Registration number: DRKS00012677 on 16/10/2019.

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Section: Introductionmentioning

confidence: 91%