Evaluating leadership development in a changing world? Alternative models and approaches for healthcare organisations

Joseph-Richard, Paul; McCray, Janet

doi:10.1080/13678868.2022.2043085

Cited by 14 publications

(11 citation statements)

References 87 publications

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“…The approach taken by the author aligns with contemporary views on innovation in leadership within healthcare, which stress the importance of dynamic and adaptable leadership qualities for implementing significant changes in healthcare settings. Recent studies and guidelines emphasize similar perspectives, underscoring the evolving nature of leadership roles in healthcare and the need for continuous development of these essential qualities [29].…”

Section: Discussionmentioning

confidence: 97%

Developing and Implementing Postoperative Pain Management Guidelines for Breast Cancer Surgery: A Leadership Perspective

Al Ameri,

Shanbhag

2023

Cureus

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IntroductionPersistent postoperative pain significantly diminishes the quality of life in breast cancer patients. Effective pain management post-surgery is critical for patient satisfaction, reducing complications, and facilitating quick recovery and hospital discharge. This study addresses the lack of patient-centered postoperative pain management guidelines for breast cancer patients. AimThe primary goal of this study was to develop tailored postoperative pain management guidelines for the local community in the United Arab Emirates, integrating these into a broader network of oncology facilities. Methods and MaterialsEmploying a mixed-methods approach with a qualitative emphasis, the study gathered data from 10 female breast cancer patients (aged 39-65 years) with postoperative satisfaction surveys. Additionally, semistructured interviews with six healthcare professionals involved in guideline development were conducted. ResultsA significant 90% of patients reported experiencing moderate-to-extreme pain post-surgery, indicating a need for improved pain management. Key factors identified included the need for enhanced nurse training and patient education on pain management preoperatively. The study team unanimously recognized the necessity for dedicated postoperative guidelines. ConclusionThe study underscores the critical need for adequate postoperative pain management in breast cancer care. The findings advocate for creating multidisciplinary, evidence-based guidelines focused on patient-centered care. Furthermore, the study highlights the importance of international collaboration and continuous quality improvement measures, such as the Plan-Do-Study-Act (PDSA) cycle, for developing and refining these guidelines.

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Section: Discussionmentioning

confidence: 97%

Developing and Implementing Postoperative Pain Management Guidelines for Breast Cancer Surgery: A Leadership Perspective

Al Ameri,

Shanbhag

2023

Cureus

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“…In other words, the complexity of HLDPs should not inhibit their evaluation; instead, we need to find ways for evaluations to acknowledge and work with this complexity. Joseph-Richard and McCray’s (2022) review of evaluations of broader leadership development programmes identifies a series of qualitative evaluation models which they suggest could respond to the complexities inherent within a health care setting. This work is complemented by the current review of reviews by focusing on how leadership development in a health care setting has been evaluated in practice.…”

Section: Discussionmentioning

confidence: 99%

The evaluation of health care leadership development programmes: a scoping review of reviews

Burn

Waring

2022

LHS

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Purpose The purpose of this paper is to report a scoping review of reviews which investigated HLDP evaluations to determine: how the conceptualisation of leadership development programmes (HLDPs), and despite growing calls for robust evaluations of their pedagogic design, delivery and effectiveness, there are concerns regarding the quality of data associated with their evaluation. This scoping review of reviews investigated the reporting of HLDP evaluations to determine: how the conceptualisation of leadership underpinning HLDPs influence their evaluation; how the pedagogical approaches within HLDPs influence their evaluation; and the evaluation designs and measures used to assess HLDPs. Design/methodology/approach The scoping review was conducted on reviews of HLDPs. Searches were performed on four databases and on the grey literature. Data were extracted and a narrative synthesis was developed. Findings Thirty-one papers were included in the scoping review of reviews. A great deal of heterogeneity in HLDPs was identified. Evaluations of HLDPs were affected by poor data quality, and there were limitations in the evidence about “what works”. Leadership was conceptualised in different ways across HLDPs, and consequently, there was a lack of consistency as to what is being evaluated and the methods used to assess HLDPs. Originality/value This review of reviews summarises the current evidence on the evaluation of HLDPs. Evaluations of HLDPs need to explicitly account for the complexity of health systems, how this complexity impacts on the development and articulation of leadership practice, and how the underlying conceptualisation of leadership and the associated theory of change articulate a set of assumptions about how HLDPs support leaders to affect change within complex systems.

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“…In modern leadership, the autonomy of staff, joint decision-making and collectivity have emerged as central themes (McKee et al, 2013), whereas awareness that leadership is a relational process has grown (Fairhurst and Uhl-Bien, 2012). This shift in leadership toward collective and participative activities is also visible in traditional hierarchical organizations, such as hospital environments (Joseph-Richard and McCray, 2022;De Brún and McAuliffe, 2020). In the context of leadership, collectivity often refers to various shared, relational and decentralized leadership practices (Eckert et al, 2022), which are often related to the ability of staff to participate in decision-making and various work groups focusing on the development of patient care (Katrinli et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

The dynamic nature of leader–member exchange relationships in health-care organizations

Hirvi

Laulainen

Junttila

et al. 2022

LHS

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Purpose This study aims to make visible the dynamic nature of leader–member exchange (LMX) in the changing realm of health-care leadership. Design/methodology/approach The qualitative study used an open questionnaire, which was distributed amongst nursing staff and managers at a Finnish public university hospital. Findings The participants described partly LMX theory, but the leader-member relationship was also influenced by the organizational culture and the existing management practices. Nursing staff were found to have a more variable and dynamic role in the LMX relationship than has previously been reported. The research therefore provided novel information for the field of health-care research. Research limitations/implications The presented research was limited by the content of the data, as the collected single narratives were rather short; however, the fact that a large number of narratives were collected from diverse participants strengthened the ability to reliably answer the research questions. Practical implications Although the participants described partly LMX theory, the leader–member relationship is also influenced by the organizational culture and existing management practices; the finding that nurses have more variable roles in LMX relationships in the health-care context was new insight in this field. Therefore, the presented findings can help decision-makers change the current, perhaps antiquated, leadership practices at health-care organizations. Originality/value This study provides new insight into the field of LMX research in terms of the important role of nursing staff, the organizational factors that influence the LMX relationship and the dynamic nature of LMX relationships.

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Evaluating leadership development in a changing world? Alternative models and approaches for healthcare organisations

Cited by 14 publications

References 87 publications

Developing and Implementing Postoperative Pain Management Guidelines for Breast Cancer Surgery: A Leadership Perspective

Developing and Implementing Postoperative Pain Management Guidelines for Breast Cancer Surgery: A Leadership Perspective

The evaluation of health care leadership development programmes: a scoping review of reviews

The dynamic nature of leader–member exchange relationships in health-care organizations

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