Leadership in Healthcare: Transitioning From Clinical Professional to Healthcare Leader

Perez, Jessica M.

doi:10.1097/jhm-d-20-00057

Cited by 25 publications

(20 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Leadership in health care When examining the health-care literature, two leaderships styles often emerge: transformational and authentic leadership (Regan et al, 2016;Specchia et al, 2021;Perez, 2021). In fact, a recent systematic review of leadership style and job satisfaction in health care found that transformational leadership had the highest number of positive correlations followed by authentic leadership (Specchia et al, 2021).…”

Section: Lhs 372mentioning

confidence: 99%

“…Another explanation for the lack of evidence for positive outcomes in health care is the tendency for mistaking transactional leadership for transformational leadership. A transactional leader uses reward and punishment to achieve goals and tends to be more action-oriented (Burns, 1978; Richards, 2020; Perez, 2021). They focus on performance-related tasks and goals, aiming to obtain desired performance from the team by motivating them externally.…”

Section: Leadership In Health Carementioning

confidence: 99%

See 1 more Smart Citation

Ethical leadership in physical therapy: a developing construct that demands consideration

Griech,

Carp,

Davenport

2023

LHS

View full text Add to dashboard Cite

Purpose This paper aims to introduce the Theory of Ethical Leadership as a possible means of actualizing the mission and vision statements of the American Physical Therapy Association as well as individual professional objectives. Specific examples of how this can be applied directly to the profession of physical therapy will be presented. Design/methodology/approach Leadership influences can profoundly affect a profession, an organization and an individual. This has led to exploring which leadership style would be most effective in moving their organization forward. Through a review of the literature, this viewpoint paper compares leadership theories present in the health-care literature, as well as why they may fall short of actualizing the mission and vision statements of the American Physical Therapy Association as well as individual professional objectives. Findings Most research has separated ethics from leadership, but all agree that to be successful, the leader needs to exhibit a strong moral compass and demonstrate positive ethical behavior. At the intersection of ethics and leadership is the emerging theory of ethical leadership. Ethical leadership is based on the premise that employees look outside of themselves for ethical guidance and that leaders have an opportunity to provide this moral awareness by making an ethical message sufficiently salient to be recognized in the organizational context as well as allowing the leader to stand out against an ethically neutral ground. Originality/value This paper is an original work and has not been published previously, either in whole or in part. Additionally, this paper is not under consideration for publication by any other journal.

show abstract

Section: Lhs 372mentioning

confidence: 99%

Section: Leadership In Health Carementioning

confidence: 99%

Ethical leadership in physical therapy: a developing construct that demands consideration

Griech,

Carp,

Davenport

2023

LHS

View full text Add to dashboard Cite

show abstract

“… 5 However, the skills needed to be an effective HCP are different to those required to be an effective leader. 27 Training in HCP prepares individuals for leadership in a multitude of ways, for example, by taking care of patients, interacting with interdisciplinary team members, guiding groups, writing grant proposals with colleagues and emulating mentors or professors. 28 It is commonly acknowledged that although formal training in the multifaceted components of leadership has become accepted as highly desirable for healthcare leaders, 29 clinical HCPs have generally not been prepared for their expected role as effective health care leaders.…”

Section: Introductionmentioning

confidence: 99%

Leadership Development Strategies in Interprofessional Healthcare Collaboration: A Rapid Review

Bornman,

Louw

2023

JHL

View full text Add to dashboard Cite

Background Contemporary healthcare practitioners require leadership skills for a variety of professional roles related to improved patient/client outcomes, heightened personal and professional development, as well as strengthened interprofessional collaboration and teamwork. Objective/Aim The aim of this study is to systematically catalogue literature on leadership in healthcare practice and education to highlight the leadership characteristics and skills required by healthcare practitioners for collaborative interprofessional service delivery and the leadership development strategies found to be effective. Methods/Design A rapid review was conducted. The Preferred Reporting Items for Systematic Reviews and Meta Analyses (PRISMA) diagram shows that the 11 databases, yielded 465 records. A total of 147 records were removed during the initial screening phase. The remaining 318 records were uploaded onto Rayyan, an online collaborative review platform. Following abstract level screening, a further 236 records were removed with 82 records meeting the eligibility criteria at full text level, of which 42 were included in the data extraction. The Mixed Methods Appraisal Tool (MMAT) was used for quality appraisal. Results Results showed variability in methodologies used, representing various healthcare disciplines with a range in population size (n = 6 to n = 537). Almost half of the results reported on new programs, with interprofessional collaboration and teamwork being the most frequently mentioned strategies. The training content, strategies used as well as the length of training varied. There were five outcomes which showed positive change, namely skills, knowledge, confidence, attitudes, and satisfaction. Conclusion This rapid review provided an evidence-base, highlighted by qualitative, quantitative, and mixed methods research, which presents distinct opportunities for curriculum development by focusing on both content and the methods needed for leadership programs. Anchoring this evidence-base within a systematic search of the extant literature provides increased precision for curriculum development.

show abstract

“…22,23 Acknowledging that this field is under-researched in the Kuwait/Arab region despite its high importance and impact, 21,24 the objective of this paper is to explore and assess organizational culture and quality of care, and measure their association with transformational/transactional styles of leadership in the hospitals studied. The rationale behind focusing on transformational leadership is because it is among the most recurrent theories in research, 5,11 in addition to being one of the most effective leadership styles in health services, 25,26 and has a prominent impact on growth of leadership development strategies. 12 This paper is the second from a research project aimed at assessing leadership styles, organizational culture, patient safety initiatives, and quality of care in six government general hospitals in Kuwait.…”

Section: Introductionmentioning

confidence: 99%

Organizational Culture, Quality of Care and Leadership Style in Government General Hospitals in Kuwait: A Multimethod Study

ALFadhalah

Elamir

2021

JHL

View full text Add to dashboard Cite

Purpose: To investigate the organizational culture, assess the quality of care, and measure their association with a transformational/transactional leadership style in six hospitals. Materials and Methods:We used cross-sectional and retrospective quantitative approaches in government-sponsored secondary-care hospitals. A sample of 1626 was drawn from a frame of 9863 healthcare workers in six hospitals. Followers were surveyed using the Multifactor Leadership Questionnaire and the Organizational Description Questionnaire. We reviewed and analyzed one year (2012) of quarterly and annual quality indicators from the hospitals. Data were analyzed using suitable statistical analyses. Results: We collected 1626 responses from six hospitals. 66.4% to 87.1% of participants in each hospital identified their hospital's organizational culture as transformational, whereas 41 out of 48 departments were identified as having a transformational culture. The percentage of participants at each hospital rating their leader and organizational culture as transformational ranged from 60.5% to 80.4%. The differences between leadership style and organizational culture were statistically significant for four of the hospitals. For most of the quality indicators, there was a positive, but nonsignificant, correlation with leadership style. Conclusion: Leaders define and influence organizational culture. The prevailing transformational leadership style creates and maintains a transformational organizational culture. The effect of transformational leadership on the quality of care delivered by the organization was measured in this study, and showed a positive and nonsignificant relationship between generic quality indicators and the transformational style.

show abstract

Leadership in Healthcare: Transitioning From Clinical Professional to Healthcare Leader

Cited by 25 publications

References 49 publications

Ethical leadership in physical therapy: a developing construct that demands consideration

Ethical leadership in physical therapy: a developing construct that demands consideration

Leadership Development Strategies in Interprofessional Healthcare Collaboration: A Rapid Review

Organizational Culture, Quality of Care and Leadership Style in Government General Hospitals in Kuwait: A Multimethod Study

Contact Info

Product

Resources

About