Evaluating the development of a multidisciplinary leadership team in a cancer‐center

Black, Timothy G.; Westwood, Marvin J.

doi:10.1108/01437730410561468

Cited by 14 publications

(23 citation statements)

References 17 publications

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“…Hospitals have also reported success in cultivating emotionally intelligent leadership in different hospital improvement and quality care interventions. 34,35,73,[93][94][95] EI has been used as a framework for leadership development in wide-ranging specialty practices [96][97][98] and in primary care. 99,100 A key feature of these interventions is that they were implemented across hospital systems.…”

Section: Leadership Development Practices and Models Of Ei Varymentioning

confidence: 99%

A Systematic Review of Physician Leadership and Emotional Intelligence

Mintz¹,

Stoller²

2014

Journal of Graduate Medical Education

118

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Objective This review evaluates the current understanding of emotional intelligence (EI) and physician leadership, exploring key themes and areas for future research. Literature Search We searched the literature using PubMed, Google Scholar, and Business Source Complete for articles published between 1990 and 2012. Search terms included physician and leadership, emotional intelligence, organizational behavior, and organizational development. All abstracts were reviewed. Full articles were evaluated if they addressed the connection between EI and physician leadership. Articles were included if they focused on physicians or physicians-in-training and discussed interventions or recommendations. Appraisal and Synthesis We assessed articles for conceptual rigor, study design, and measurement quality. A thematic analysis categorized the main themes and findings of the articles. Results The search produced 3713 abstracts, of which 437 full articles were read and 144 were included in this review. Three themes were identified: (1) EI is broadly endorsed as a leadership development strategy across providers and settings; (2) models of EI and leadership development practices vary widely; and (3) EI is considered relevant throughout medical education and practice. Limitations of the literature were that most reports were expert opinion or observational and studies used several different tools for measuring EI. Conclusions EI is widely endorsed as a component of curricula for developing physician leaders. Research comparing practice models and measurement tools will critically advance understanding about how to develop and nurture EI to enhance leadership skills in physicians throughout their careers.

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Section: Leadership Development Practices and Models Of Ei Varymentioning

confidence: 99%

A Systematic Review of Physician Leadership and Emotional Intelligence

Mintz¹,

Stoller²

2014

Journal of Graduate Medical Education

118

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“…We will use the French version of the Maslach Burnout Inventory (MBI) [82,83]. This scale, made up of 22 items, is the most widely used standardized measure of professional burnout [84] and was recently used in conjunction with Canadian surveys of health professionals working in cancer care [61,84]. This questionnaire comprises three facets: emotional burnout (α = 0.90), depersonalization (α = 0.79) and professional achievement (α = 0.72).…”

Section: Methodsmentioning

confidence: 99%

Evaluation of the impact of interdisciplinarity in cancer care

Tremblay

Roberge

Cazale

et al. 2011

BMC Health Serv Res

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BackgroundTeamwork is a key component of the health care renewal strategy emphasized in Quebec, elsewhere in Canada and in other countries to enhance the quality of oncology services. While this innovation would appear beneficial in theory, empirical evidences of its impact are limited. Current efforts in Quebec to encourage the development of local interdisciplinary teams in all hospitals offer a unique opportunity to assess the anticipated benefits. These teams working in hospital outpatient clinics are responsible for treatment, follow-up and patient support. The study objective is to assess the impact of interdisciplinarity on cancer patients and health professionals.Methods/DesignThis is a quasi-experimental study with three comparison groups distinguished by intensity of interdisciplinarity: strong, moderate and weak. The study will use a random sample of 12 local teams in Quebec, stratified by intensity of interdisciplinarity. The instrument to measure the intensity of the interdisciplinarity, developed in collaboration with experts, encompasses five dimensions referring to aspects of team structure and process. Self-administered questionnaires will be used to measure the impact of interdisciplinarity on patients (health care utilization, continuity of care and cancer services responsiveness) and on professionals (professional well-being, assessment of teamwork and perception of teamwork climate). Approximately 100 health professionals working on the selected teams and 2000 patients will be recruited. Statistical analyses will include descriptive statistics and comparative analysis of the impact observed according to the strata of interdisciplinarity. Fixed and random multivariate statistical models (multilevel analyses) will also be used.DiscussionThis study will pinpoint to what extent interdisciplinarity is linked to quality of care and meets the complex and varied needs of cancer patients. It will ascertain to what extent interdisciplinary teamwork facilitated the work of professionals. Such findings are important given the growing prevalence of cancer and the importance of attracting and retaining health professionals to work with cancer patients.

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“…The model has found applicability in a wide variety of organizational contexts such as, engineering teams (Dalton & Dalton, 1976), government (Crapo, 1986), food processing (Cook & Macaulay, 1993), and health care (Black & Westwood, 2004). The training implications of the Johari model has also been elaborated by many researchers (e.g., Hanson, 1973;Lukose, 1985;Pfeiffer, 1996;Hersey et al, 1998).…”

Section: Implications For Trainingmentioning

confidence: 99%

The Johari Window Profile of Executives of a Public Sector Undertaking

Nair¹,

Naik²

2010

Management and Labour Studies

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Training in the domain of soft skills such as interpersonal communication has assumed lot of importance for organizations in recent times. However, desirable changes in the process of managerial communication call for proper knowledge about the prevailing communication patterns and interpersonal styles adopted by the executives. This paper presents the results of a study undertaken to explore and understand the interpersonal communication patterns of managers working in a public sector company based on the Johari Window Model. Using the Personnel Relations Survey, data was collected from 140 middle level managers belonging to various departments of the company. Results indicated a majority of the managers to be wanting in exposure as well as feedback in their interpersonal dealings with colleagues and superiors. Also, age was not found to have a bearing on the level of exposure as well as feedback of the managers. Implications of these and other related findings for managerial training are discussed in the paper.

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Evaluating the development of a multidisciplinary leadership team in a cancer‐center

Cited by 14 publications

References 17 publications

A Systematic Review of Physician Leadership and Emotional Intelligence

A Systematic Review of Physician Leadership and Emotional Intelligence

Evaluation of the impact of interdisciplinarity in cancer care

The Johari Window Profile of Executives of a Public Sector Undertaking

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