Leading interprofessional practice: a conceptual framework to support practitioners in the field of learning disability

McCray, Janet

doi:10.1046/j.1365-2834.2003.00430.x

Cited by 18 publications

(13 citation statements)

References 7 publications

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“…(1) Facilitate shared leadership: consciously involve team members in, decision-making and delegate responsibilities appropriately (Day, 1981;McCallin, 1999;Wilson, 2001;Ovretveit, 1997;Mickan and Rodger, 2000;McCallin, 2003, Institute-forinnovation-and-improvement, 2010, Sicotte et al, 2002West et al, 2003); empower team members (McCray, 2003); develop and maintain non-hierarchical structures (Ovretveit, 1997;Krueger, 1987); provide information the team requires (Mickan and Rodger, 2000); work to create agreement (Mickan and Rodger, 2000); and coach colleagues in shared leadership (McCallin, 2003;Maister, 1993). (2) Transformation and change (McCray, 2003;Irizarry et al, 1993):…”

Section: Resultsmentioning

confidence: 99%

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Leadership in interprofessional health and social care teams: a literature review

Smith

Fowler-Davis

Nancarrow

et al. 2018

LHS

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Purpose The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams. Design/methodology/approach A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams. Findings Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership. Originality/value This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.

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Section: Resultsmentioning

confidence: 99%

“…The key mechanism for achieving this is empowerment (McCray, 2003). The leader actively works to develop/maintain non-hierarchical, democratic structures (Ovretveit, 1997;Krueger, 1987).…”

Section: Facilitate Shared Leadershipmentioning

confidence: 99%

Leadership in interprofessional health and social care teams: a literature review

Smith

Fowler-Davis

Nancarrow

et al. 2018

LHS

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“…When considering the characteristics important for interprofessional team work within the context of organisational development, McCray [25] points out that little attention appears to have been paid to the actual processes of interprofessional practice within organisational strategy, local workforce development planning, and individual continuing professional development.…”

Section: Introductionmentioning

confidence: 99%

Ten principles of good interdisciplinary team work

et al. 2013

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BackgroundInterdisciplinary team work is increasingly prevalent, supported by policies and practices that bring care closer to the patient and challenge traditional professional boundaries. To date, there has been a great deal of emphasis on the processes of team work, and in some cases, outcomes.MethodThis study draws on two sources of knowledge to identify the attributes of a good interdisciplinary team; a published systematic review of the literature on interdisciplinary team work, and the perceptions of over 253 staff from 11 community rehabilitation and intermediate care teams in the UK. These data sources were merged using qualitative content analysis to arrive at a framework that identifies characteristics and proposes ten competencies that support effective interdisciplinary team work.ResultsTen characteristics underpinning effective interdisciplinary team work were identified: positive leadership and management attributes; communication strategies and structures; personal rewards, training and development; appropriate resources and procedures; appropriate skill mix; supportive team climate; individual characteristics that support interdisciplinary team work; clarity of vision; quality and outcomes of care; and respecting and understanding roles.ConclusionsWe propose competency statements that an effective interdisciplinary team functioning at a high level should demonstrate.

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“…They also include facilitating access to, and discharge from publicly funded services such as respite, domiciliary care, day care (McConkey & Mezza 2001) and long‐term care (Parahoo & Barr 1996) including hospital (McGilloway & Donnelly 1999) and secure provision (Fernando & Sockalingum 2001; Selby & Alexander 2004). Much of this work is carried out increasingly in a multi‐professional context (Taylor 1999; McCray 2003; Concannon 2006).…”

Section: Contextmentioning

confidence: 99%

ORIGINAL ARTICLE: Referrals to a learning disability social work team 1996 to 2005

Morrison¹,

Bickerstaff²,

Taylor³

2010

Brit J Learn Disabil

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Accessible summary• This research is about people with learning disabilities who were referred to the North Belfast social work team. • There were 252 referrals between 1995 and 2005 but only 127 cases were closed. • Over a third of the people being referred had behaviour problems. • There were more people with autism referred in the second half of the 10 years. • A fifth of the people who were referred only found out they had a learning disability when they were aged 16 or over. • People with learning disabilities often have health problems but these were often not mentioned when people were referred. • This research matters to people with learning disabilities because it is important to know what problems people have and what help they need. SummaryIn order to understand better the needs of clients and to inform the delivery of services, referrals to the North Belfast Learning Disability Social Work Team between 1 January 1996 and 31 December 2005 were studied. The documentary analysis of all 252 referrals during the 10-year period included referral books, social work files and the electronic client-based system Soscare. There were increases in referrals with recorded autism and in those aged 18-25, and high levels of recorded behavioural difficulties. There were low levels of recorded visual impairment, hearing impairment and mental health problems. Twenty-one per cent of referrals were likely to have been diagnosed with a learning disability at age 16 or over. Child referrals showed a broad spectrum of identified need whereas adult referrals were predominantly identified as needing daytime occupation. There was an increase in the team caseload from 364 to 489 over the period caused by the number of referrals exceeding the number of closures every year except 1997. We recommend a greater focus on health status in social work assessments, a review of case management practice and greater inclusion of 'newly diagnosed' adolescents and adults in service planning. ContextThis study examines referrals to the learning disability social work team in North Belfast. There was concern amongst managers at the increasing workload of the team and interest in the types of referrals and the services provided. In order to make informed decisions about service improvement and the priority training needs of

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Leading interprofessional practice: a conceptual framework to support practitioners in the field of learning disability

Cited by 18 publications

References 7 publications

Leadership in interprofessional health and social care teams: a literature review

Leadership in interprofessional health and social care teams: a literature review

Ten principles of good interdisciplinary team work

ORIGINAL ARTICLE: Referrals to a learning disability social work team 1996 to 2005

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