&lt;p&gt;Physician engagement: a concept analysis&lt;/p&gt;

Perreira, Tyrone; Perrier, Laure; Prokopy, Melissa; Neves-Mera, Lina; Persaud, D. David

doi:10.2147/jhl.s214765

Cited by 26 publications

(37 citation statements)

References 109 publications

(169 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These practices can be described as medical engagement, that is, the ability to (1) decide how work is done, (2) make suggestions for improvement, (3) set goals, (4) plan and (5) monitor performance in activities targeted at the micro (patient), meso (organisation) and/or macro (health system) levels. 63 …”

Section: Resultsmentioning

confidence: 99%

“… 25 51 54–56 Medical engagement results in increased use of quality-of-care feedback reports, improved data quality, efficiency, innovation, job satisfaction and patient satisfaction. 63 72 …”

Section: Resultsmentioning

confidence: 99%

“…20 These practices can be described as medical engagement, that is, the ability to (1) decide how work is done, (2) make suggestions for improvement, (3) set goals, (4) plan and (5) monitor performance in activities targeted at the micro (patient), meso (organisation) and/or macro (health system) levels. 63 Outcomes of management through 'command and control' versus participatory leadership practices Organisational culture that relies primarily on management through command and control, hamper physician engagement and contribute to a sense of powerlessness. 25 27 34 49-52 57 58 The overwhelming number of performance targets and guidelines that are externally imposed conflict with professional values and interests, 22 60 and are so demanding that managers tend to focus on compliance, rather than the proactive development of new solutions, and interest in knowledge creation and innovation diminishes.…”

Section: Organisational Attributesmentioning

confidence: 99%

See 2 more Smart Citations

Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature

Savage

Brommels

et al. 2020

BMJ Open

View full text Add to dashboard Cite

ObjectiveThe influx of management ideas into healthcare has triggered considerable debate about if and how managerial and medical logics can coexist. Recent reviews suggest that clinician involvement in hospital management can lead to superior performance. We, therefore, sought to systematically explore conditions that can either facilitate or impede the influence of medical leadership on organisational performance.DesignSystematic review using thematic synthesis guided by the Enhancing Transparency in Reporting the synthesis of Qualitative research statement.Data sourcesWe searched PubMed, Web of Science and PsycINFO from 1 January 2006 to 21 January 2020.Eligibility criteriaWe included peer-reviewed, empirical, English language articles and literature reviews that focused on physicians in the leadership and management of healthcare.Data extraction and synthesisData extraction and thematic synthesis followed an inductive approach. The results sections of the included studies were subjected to line-by-line coding to identify relevant meaning units. These were organised into descriptive themes and further synthesised into analytic themes presented as a model.ResultsThe search yielded 2176 publications, of which 73 were included. The descriptive themes illustrated a movement from 1. medical protectionism to management through medicine; 2. command and control to participatory leadership practices; and 3. organisational practices that form either incidental or willing leaders. Based on the synthesis, the authors propose a model that describes a virtuous cycle of management through medicine or a vicious cycle of medical protectionism.ConclusionsThis review helps individuals, organisations, educators and trainers better understand how medical leadership can be both a boon and a barrier to organisational performance. In contrast to the conventional view of conflicting logics, medical leadership would benefit from a more integrative model of management and medicine. Nurturing medical engagement requires participatory leadership enabled through long-term investments at the individual, organisational and system levels.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Organisational Attributesmentioning

confidence: 99%

See 1 more Smart Citation

Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature

Savage

Brommels

et al. 2020

BMJ Open

View full text Add to dashboard Cite

show abstract

“…Attempts to understand engagement in new ways of working within health care are also made more difficult, as engagement is often described only from the patient perspective [ 17 , 18 ]. Very few studies describe health care staff’s engagement in eHealth interventions, and all these consider the perspective of one specific profession [ 19 , 20 ]. It is therefore of interest to take a broader perspective and investigate the engagement of several different types of health care staff: physicians, nurses, and assistant nurses, all of whom are part of a wound management team in primary, community, or specialist care.…”

Section: Introductionmentioning

confidence: 99%

Health Care Staff’s Experiences of Engagement When Introducing a Digital Decision Support System for Wound Management: Qualitative Study

et al. 2020

View full text Add to dashboard Cite

Background eHealth solutions such as digital decision support systems (DDSSs) have the potential to assist collaboration between health care staff to improve matters for specific patient groups. Patients with hard-to-heal ulcers have long healing times because of a lack of guidelines for structured diagnosis, treatment, and follow-up. Multidisciplinary collaboration in wound management teams is essential. A DDSS could offer a way of aiding improvement within wound management. The introduction of eHealth solutions into health care is complicated, and the engagement of the staff seems crucial. Factors influencing and affecting engagement need to be understood and considered for the introduction of a DDSS to succeed. Objective This study aims to describe health care staff’s experiences of engagement and barriers to and influencers of engagement when introducing a DDSS for wound management. Methods This study uses a qualitative approach. Interviews were conducted with 11 health care staff within primary (n=4), community (n=6), and specialist (n=1) care during the start-up of the introduction of a DDSS for wound management. The interviews focused on the staff’s experiences of engagement. Content analysis by Burnard was used in the data analysis process. Results A total of 4 categories emerged describing the participants’ experiences of engagement: a personal liaison, a professional commitment, an extended togetherness, and an awareness and understanding of the circumstances. Conclusions This study identifies barriers to and influencers of engagement, reinforcing that staff experience engagement through feeling a personal liaison and a professional commitment to make things better for their patients. In addition, engagement is nourished by sharing with coworkers and by active support and understanding from leadership.

show abstract

“…Medical engagement is defined as a reciprocal relationship between the individuals and the organizational system: “the active and positive contribution of doctors, within their normal working roles, to maintaining and enhancing the performance of the organization, which itself recognizes this commitment, in supporting and encouraging high quality care”. [52] A recent review elaborates that physician engagement is about “regular participation of physicians in (1) deciding how their work is done, (2) making suggestions for improvement, (3) goal setting, (4) planning, and (5) monitoring of their performance in activities targeted at the micro (patient), meso (organization), and/or macro (health system) levels.”[72]…”

Section: Discussionmentioning

confidence: 99%

Physicians in the management and leadership of health care: A systematic review of the conditions conducive to organizational performance

Savage

Brommels

et al. 2019

Preprint

View full text Add to dashboard Cite

Introduction: The influx of management ideas into health care has triggered considerable debate about if and how managerial and medical logics can co-exist. Recent reviews suggest that clinician involvement in hospital leadership can lead to superior performance. Objective: To systematically explore the conditions instrumental for medical leadership to have an impact on organizational performance. Methods: We searched PubMed, Web of Science, and Psychinfo for peer-reviewed, empirical, English language articles and reviews published between January 1, 2006 and August 12, 2018. We performed a thematic synthesis through inductive line-by-line coding of the included studies. Results: The search yielded 1447 publications, of which 62 were included. Three major themes were identified that described a movement 1. From medical protectionism to management through medicine, 2. From command and control to participatory leadership practices, and 3. Organizational practices to support incidental versus willing leaders. Based on these themes, the authors developed a model to depict conditions that facilitate or impede the influence of medical leadership through a virtuous cycle of management through medicine or a vicious cycle of medical protectionism. Conclusions: This review helps individuals, organizations, educators, and trainers better understand how medical leadership can be both a boon and a barrier to the performance of health care organizations. In contrast to the conventional view of conflicting logics, medical leadership would benefit from a more integrative mental model of management and medicine. Nurturing medical engagement requires participatory leadership enabled through long-term investments at the individual, organizational, and system levels. These combined efforts will enable a shift to new leadership paradigms suitable to the complexity of health care, and establish conditions favorable for large-system transformation and health care reform. Key words: medical leadership; literature review; hospital performance; physician executive

show abstract

<p>Physician engagement: a concept analysis</p>

Cited by 26 publications

References 109 publications

Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature

Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature

Health Care Staff’s Experiences of Engagement When Introducing a Digital Decision Support System for Wound Management: Qualitative Study

Physicians in the management and leadership of health care: A systematic review of the conditions conducive to organizational performance

Contact Info

Product

Resources

About