On becoming a consultant: A study exploring the journey to consultant practice

Henwood, Suzanne; Booth, Lisa

doi:10.1016/j.radi.2015.03.013

Cited by 16 publications

(12 citation statements)

References 9 publications

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“…Of the finalized global themes, leadership was one; the other core themes are addressed in the three parallel papers. [8][9][10] …”

Section: Discussionmentioning

confidence: 99%

“…In line with the trustworthiness standards outlined by Yardley, [33] meanwhile, transparency and coherency are ideally evident below; at no point is any summation of qualitative findings made without reference to direct evidence. In terms of the impact and importance of the broader project, the peer-reviewed status of prior outputs [8][9][10] would ideally stand as a transparent case.…”

Section: Trustworthinessmentioning

confidence: 99%

“…[7][8][9][10][11] As a part of this consultant position, appointed senior radiographers are institutionally mandated with embracing a broad 'leadership' role within their day-today work, and one that is centrally designed to address the advancement of research and intellectual development in the field. However, and as noted by Hyrkäs and Dende [1] , the practicalities of such roles in clinical work are often ambiguously defined.…”

Section: Introductionmentioning

confidence: 99%

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Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy

2017

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Introduction: This paper outlines findings from a broader, two-year project investigating the role of Consultant Radiographers (CRs) in the UK, focusing specifically on the leadership aspect of that role.Methods: Using a qualitative-thematic approach, the leadership-related experiences of a purposive sample of six participating CRs are explored, alongside the systems through which they evaluated how successful they had been as leaders.Results: It is evidenced that many of the ways in which participants describe their own leadership practice, particularly in the intra-team domain, is consistent with the precepts of the Transformational Leadership Model. For example, they highlight how they have asserted positive influence and encouraged collective action and decisionmaking. However, the experiential focus of the analysis reveals that in specific examples of practice, the transformational approach was not always seen as the most useful route to a productive outcome given constrictions on time and other resources within real professional environments. More 'direct' managerial approaches were 2 sometimes deemed necessary, and at others leadership was reduced to simply 'solving other people's problems'. It was also found that the manner in which participants evaluated their own success as leaders was a practical concern, based in part upon having satisfied 'hard' institutional goals, but also on the more personal business of having affirmatively 'surprised' oneself, or a general sense of feeling trusted by colleagues.Conclusion: These findings may help support CRs in the business of real leadership, not least through better understanding how even apparently mundane outcomes can have significant impacts on professional self-efficacy.

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“…Of the finalized global themes, leadership was one; the other core themes are addressed in the three parallel papers. [8][9][10] …”

Section: Discussionmentioning

confidence: 99%

Section: Trustworthinessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy

2017

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“…15 Although the number of research studies has increased, they have predominantly focused on the experiences of post holders and their perceptions of the role, with little objective evidence produced. 8,10,[16][17][18][19] In addition, there are concerns regarding the preparedness for the role, [19][20][21][22] the longevity and the need for succession planning with the most established consultants now approaching retirement. This article considers the potential transferability of a toolkit, designed to assist in the measurement on impact of nurse consultants, 14 to other non-medical consultant roles.…”

Section: Introductionmentioning

confidence: 99%

Is a nurse consultant impact toolkit relevant and transferrable to the radiography profession? An evaluation project

et al. 2018

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“…While Forsyth & Maehle (2010) rightly congratulated the first generation of consultant radiographers for their commitment to developing clinical practice, 22 the persistent reliance on expert clinical skills alone suggests a lack of comprehension of the criteria needed to make these posts a success, 23 supporting the belief that organisations struggle to define and clarify the non-medical consultant role. This is further evidenced when consultant job plans are evaluated against the four domains of practice with the key components of research, 8,19,22,[24][25][26] strategic influence 24 and leadership, 22,27 often being neglected. A focus on expert clinical practice alone will potentially limit impact of the role, and limited evidence of impact, often confined to local case studies with limited methodological rigour, has been cited in nursing literature as a potential barrier to future growth of consultant practice.…”

Section: Introductionmentioning

confidence: 99%

Embedding consultant radiographer roles within radiology departments: A framework for success

2018

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Objectives: Many organisations struggle to clearly differentiate the radiographer consultant role from advanced or specialist practice, with newly appointed consultant practitioners often illprepared for working at this level. This article discusses the design, implementation and validation of an outcomes framework for benchmarking competencies for trainee or new-in-post consultant radiographers. Methods: Five experienced radiographers from different clinical specialisms were seconded to a twelve month consultant trainee post, guided by a locally-devised outcomes framework. A longitudinal qualitative study explored, from the radiographers' perspective, the impact of the outcomes framework on the transition to consultant practice and beyond. Data collection included semi-structured interviews (months 1, 6 and 12), validation via a focus group (month 18) and a group interview (5 years). Results: Early interactions with framework objectives were mechanistic, but as participants better understood the role more creative approaches emerged. Despite diverse clinical expertise, the framework facilitated parity between participants, promoting transparency and credibility which was important in how the consultant role was perceived. All participants achieved all framework outcomes and were subsequently appointed to substantive consultant radiographer positions. Conclusion This outcomes framework facilitates experienced radiographers to successfully transition into consultant radiographers, enabling them to meet multiple non-clinical targets while continuing to work effectively within a changing clinical environment. It is the first validated benchmarking tool designed to support the transition to radiographer consultant practice. Adoption of the tool will provide a standardised measure of consultant radiographer outcomes that will promote inter-organisational transferability hitherto unseen in the UK.

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On becoming a consultant: A study exploring the journey to consultant practice

Cited by 16 publications

References 9 publications

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy

Is a nurse consultant impact toolkit relevant and transferrable to the radiography profession? An evaluation project

Embedding consultant radiographer roles within radiology departments: A framework for success

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