Evidence-based medical leadership development: a systematic review

Abstract

Health systems invest significant resources in leadership development for physicians and other health professionals. Competent leadership is considered vital for maintaining and improving quality and patient safety. We carried out this systematic review to synthesise new empirical evidence regarding medical leadership development programme factors which are associated with outcomes at the clinical and organisational levels. Using Ovid MEDLINE, we conducted a database search using both free text and Medical Subject Headings. We then conducted an extensive hand-search of references and of citations in known healthcare leadership development reviews. We applied the Medical Education Research Study Quality Indicator (MERSQI) and the Joanna Briggs Institute (JBI) Critical Appraisal Tool to determine study reliability, and synthesised results using a meta-aggregation approach. 117 studies were included in this systematic review. 28 studies met criteria for higher reliability studies. The median critical appraisal score according to the MERSQI was 8.5/18 and the median critical appraisal score according to the JBI was 3/10. There were recurring causes of low study quality scores related to study design, data analysis and reporting. There was considerable heterogeneity in intervention design and evaluation design. Programmes with internal or mixed faculty were significantly more likely to report organisational outcomes than programmes with external faculty only (p=0.049). Project work and mentoring increased the likelihood of organisational outcomes. No leadership development content area was particularly associated with organisational outcomes. In leadership development programmes in healthcare, external faculty should be used to supplement in-house faculty and not be a replacement for in-house expertise. To facilitate organisational outcomes, interventions should include project work and mentoring. Educational methods appear to be more important for organisational outcomes than specific curriculum content. Improving evaluation design will allow educators and evaluators to more effectively understand factors which are reliably associated with organisational outcomes of leadership development.

Medical leadership development during the COVID-19 pandemic

“…While these findings aligns with previous research, [4][5][6] we think the programme in general may benefit from focusing more on relational competencies, team leadership and conflict resolution. 5 7 Project work in leadership development programmes is associated with positive effects for participants and organisations, 6 and incorporating team tasks, projects or exercises in the programme may facilitate future participants' competencies in teamwork.…”

“…Medical leadership is essential for optimising health system performance. [1][2][3] Leadership development programmes can help doctors to build leadership competencies and may also have positive organisational effects, [3][4][5][6] but there is a lack of research on participants' experiences with face-to-face versus virtual classroom learning.…”

Guidance for Health Care Leaders During the Recovery Stage of the COVID-19 Pandemic

“…37 Evidence shows that leadership development interventions can contribute effectively to successfully improved outcomes at the individual, organizational, and benefit-to-patients levels. 61,62 Leaders need to be able to trust their staff to execute under pressure and to improvise with ad hoc problem solving and creative workarounds 5 ; staff should be reassured that they will be supported in their decisions 53 and that successful practices can lead to new procedural norms. 9 Properly debriefing pandemic performance and outcomes, particularly during the recovery stage, is a developmental and investment opportunity that should not be missed, particularly in terms of individual and system adaptability, resilience, emergency preparedness, and future viability.…”

Turning tide for trainee leadership view from the faculty

“…These observations are important to, and underpin, the UK clinical fellowship schemes, which are fundamentally experiential with a taught element plus mentoring. This approach is further endorsed by a systematic review of the evidence underpinning medical leadership development 11…”