Leadership Perspectives on Integrating Psychologists into Specialty Care Clinics: An Evolving Paradigm

Abouljoud, Marwan; Ryan, Michael E.; Eshelman, Anne; Bryce, Kelly; Jesse, Michelle T

doi:10.1007/s10880-017-9532-9

Cited by 5 publications

(3 citation statements)

References 57 publications

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“…84,92,98,102,105, The remaining 410 papers were excluded. 10,25,42,44,47,48,51,53,54,[59][60][61][62]65,75,78,89,91,94,95,97,100,101,104,106,107,110,129,149,150,153,[159][160][161][162][163][164][165][166][167][168][169][170][171][172]174, Around this time, Professor Zaccaro informed us that he had recently completed a compre...…”

Section: Adaptability Of Leadership Stylementioning

confidence: 99%

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Harris

Fletcher

Sims

et al. 2022

Health Soc Care Deliv Res

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Background As the organisation of health and social care in England moves rapidly towards greater integration, the resulting systems and teams will require distinctive leadership. However, little is known about how the effective leadership of these teams and systems can be supported and improved. In particular, there is relatively little understanding of how effective leadership across integrated care teams and systems may be enacted, the contexts in which this might take place and the subsequent implications this has on integrated care. Objective This realist review developed and refined programme theories of leadership of integrated health and social care teams and systems, exploring what works, for whom and in what circumstances. Design The review utilised a realist synthesis approach, informed by the Realist And Meta-narrative Evidence Syntheses: Evolving Standards (RAMESES) publication standards, to explore existing literature on the leadership of integrated care teams and systems, complemented by ongoing stakeholder consultation. Empirical evidence specifically addressing leadership of integrated teams or services was limited, with only 36 papers included in the review. The evidence collected from these 36 papers was synthesised to identify and build a comprehensive description of the mechanisms of leadership of integrated teams and systems and their associated contexts and outcomes. Consultation with key stakeholders with a range of expertise throughout the process ensured that the review remained grounded in the reality of health and social care delivery and addressed practice and policy challenges. Results Evidence was identified for seven potentially important components of leadership in integrated care teams and systems. These were ‘inspiring intent to work together’, ‘creating the conditions to work together’, ‘balancing multiple perspectives’, ‘working with power’, ‘taking a wider view’, ‘a commitment to learning and development’ and ‘clarifying complexity’. No empirical evidence was found for an eighth mechanism, ‘fostering resilience’, although stakeholders felt that this was potentially an important, long-term component of leadership. A key message of the review was that empirical research often focused on the importance of who the leader of an integrated team or service was (i.e. their personality traits and characteristics) rather than what they did (i.e. the specific role that they played in integrated working), although stakeholders considered that a focus on leader personality was not sufficient. Other key messages highlighted the way in which power and influence are used by integrated service leaders and identified the hierarchies between health and social care which complicate the leading of integrated teams and systems. Limitations Evidence specifically addressing leadership of integrated care teams and systems was limited and lacking in detail, which restricted the degree to which definitive conclusions could be drawn around what works, for whom and in what circumstances. Conclusions Research into the leadership of integrated care teams and systems is limited and underdeveloped, with ideas often reverting to existing framings of leadership in which teams and organisations are less complex. In making explicit some of the assumptions about how leaders lead integrated care teams and systems this review has contributed significant new perspectives, offering fresh theoretical grounding that can be built on, developed and tested further. Future work By making explicit some of the assumptions underlying the leadership of integrated care teams and systems, this review has generated new perspectives that can be built on, developed and tested further. Study registration This study is registered as PROSPERO CRD42018119291. Funding This project was funded by the National Institute for Health Research (NIHR) Health and Social Care Delivery Research programme and will be published in full in Health and Social Care Delivery Research; Vol. 10, No. 7. See the NIHR Journals Library website for further project information.

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Section: Adaptability Of Leadership Stylementioning

confidence: 99%

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Harris

Fletcher

Sims

et al. 2022

Health Soc Care Deliv Res

View full text Add to dashboard Cite

show abstract

“…To the best of our knowledge, there is only one study which provides information for leaders attempting to integrate a health psychologist into psychiatric units [17]. This fact stimulated the researchers' interest to investigate the phenomenon further.…”

Section: Introductionmentioning

confidence: 99%

Nurses’ perceptions about the transformational leadership in psychiatric hospitals in Cyprus

et al. 2018

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Purpose: To assess nurses’ perceptions about the transformational leadership applied in psychiatric hospitals and to investigate factors that influence these perceptions. Materials and methods: A descriptive study was conducted in a psychiatric hospital and a psychiatric ward of a general hospital located in a city of Cyprus. A convenience sample of 95 nurses was used, while the Greek version of the « Kuopio University Hospital Transformational Leadership Scale (KUHTLS) questionnaire was used as an instrument. Results: Appreciation, decision making fairness, and individuality were the variables with the highest mean values. Women had significantly higher scores in appreciation, justice, and individuality compared to men. Nurses who were >45 years old had a significantly higher score compared to those who were 31-45 and <30 years old in the subscales decision making (p=0.005), appreciation (p=0.043), development (p=0.020), work efficiency and outcomes (p=0.030). Head and senior nurses had significantly higher scores regarding subscales decision making (p=0.003), appreciation (p=0.025), development (p=0.010), work efficiency and outcomes (p=0.004). Nurses with > 7 years of work experience, had significantly higher scores in fairness subscale compared with the nurses who had less than seven years of work experience (p=0.034). Conclusions: Nurses working in those psychiatric hospitals and ward had positive perceptions about transformational nursing leadership. Hospital administrators should facilitate training programs for nurse managers in leadership styles and their effects on job satisfaction.

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“…Opportunities for psychologists to achieve administrative and leadership positions in organizations are now more common than ever before (Shaffer et al, 2021; Thorn & Yancey, 2021). Historically, although psychologists held clinician, educator, or researcher roles, psychologists are now serving as leaders, administrators, and directors in numerous settings such as federal and private hospitals, academic health centers, and community mental health and education programs (Abouljoud et al, 2018; Carr & Miller, 2017). Greater inclusion in leadership roles has brought psychologists increased opportunity to realize organizational goals through influence and advocacy.…”

mentioning

confidence: 99%

Fostering socially responsive evaluation in health service psychology.

Schmitt¹,

Hayburn²,

Davantes-Heckman³

et al. 2023

Professional Psychology: Research and Practice

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Health service psychologists increasingly function as leaders within organizations and consequently engage in the evaluation of others, including other psychologists. Although psychologists may intend to engage in unbiased and fair evaluation practices, conducting truly equitable evaluations is challenging and may require professional development and ongoing reflective practices. This article first highlights the roles, responsibilities, and challenges psychologists will face in ensuring socially responsive evaluation across practice contexts. Specific tools from the CCTC 2020: Social Responsiveness in Health Service Psychology Education and Training Toolkit (Council of Chairs of Training Councils, 2021) are introduced as mechanisms to better ensure psychologists engage in fair evaluation practices. The article concludes with illustrative cases that demonstrate unjust evaluation practices which can be addressed by using toolkit activities to strengthen relationships and prevent unfair evaluation practices.

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Leadership Perspectives on Integrating Psychologists into Specialty Care Clinics: An Evolving Paradigm

Cited by 5 publications

References 57 publications

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Nurses’ perceptions about the transformational leadership in psychiatric hospitals in Cyprus

Fostering socially responsive evaluation in health service psychology.

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