The importance of clinical leadership in the hospital setting

Daly, J. J.; Jackson, Debra; Mannix, Judy; Davidson, Patricia M.; Hutchinson, Marie

doi:10.2147/jhl.s46161

Cited by 151 publications

(172 citation statements)

References 54 publications

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“…Whilst it cannot be said that leadership and senior roles are not synonymous, there remains considerable scope to understand the concept via a less managerial dependent lens. Daly, Jackson, Mannix, Davidson, and Hutchinson () cite the notion of clinical leadership as that which should occupy a prominent position amongst all health care leaders, including nurses. Via this perspective, leadership takes up a role focused on clinical credibility, as opposed to organizational position (Daly et al, ).…”

Section: Discussionmentioning

confidence: 99%

“…Daly, Jackson, Mannix, Davidson, and Hutchinson () cite the notion of clinical leadership as that which should occupy a prominent position amongst all health care leaders, including nurses. Via this perspective, leadership takes up a role focused on clinical credibility, as opposed to organizational position (Daly et al, ). Within such a position, leadership is possible across a range of organizational spaces and positions, focusing less on institutional legitimacy and more upon the role of the nurse in challenging established practices, empowering colleagues, maintaining professional identity and contributing to effective team working, amongst others.…”

Section: Discussionmentioning

confidence: 99%

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Barriers to nurse leadership in an Indonesian hospital setting

Wardani

Ryan

2019

J Nurs Manag

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Background Given the prominent role of nursing within modern health care environments, it is essential that leadership is viewed as a key capability. However, little is known on how leadership evolves amongst the nurses in Indonesia and the barriers that exist to nurses gaining access to leadership roles. Limited attention is given to address the improvement of nurse leadership for the benefit of the nurses in the country. Aim To identify organizational and individual practices and how these contribute to barriers to the development of nursing leadership in the hospital setting. Methods A qualitative study employing semi‐structured face‐to‐face interviews and a thematic approach to data analysis. Results Four key themes are derived as follows: (a) hierarchical leadership and the importance of organizational structure and gender, (b) restricted perspectives, both conceptual and spatial, (c) contractual barriers, and (d) professional barriers. Conclusion Achieving the desired nurses’ leadership skills required persistence support and education. Acknowledgement on nurses as professional entity by minimizing aforementioned challenges would elevate nurses’ ability to engage further both in organization and leadership improvement. Implications for Nursing Management The findings of this study strengthen nursing leadership and management practice in hospital and beyond as they have helped to elucidate the nurses’ viewpoints on barriers they have on leadership. This research highlighted evidence for decision‐makers to bridge the gaps amongst nursing entities by, for example, encouraging regular nursing lectures for practice improvement, conducting research together/establishing research teams, or arranging interchange teaching between experienced nurses from the hospital and campus. Further, developing nursing professionals is one of the priorities for improving the Indonesian health profile, as nurses constitute the largest portion of Indonesian health workers.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Barriers to nurse leadership in an Indonesian hospital setting

Wardani

Ryan

2019

J Nurs Manag

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“…This will empower physicians to understand how to improve service delivery on an individual, team, and facility level and to provide health sector governance leaders with relevant feedback. 6 No longer in clinical silos as they now increasingly lead multidisciplinary teams, physicians’ mastering of management skills will ultimately benefit patients as well. 7 …”

Section: Non-clinical Education Makes More Well-rounded Physiciansmentioning

confidence: 99%

The Evolution of the Physician Role in the Setting of Increased Non-physician Clinicians in Sub-Saharan Africa: An Insistence on Timing and Culturally-Sensitive, Purposefully Selected Skill Development Comment on "Non-physician Clinicians in Sub-Saharan Africa and the Evolving Role of Physicians"

Binagwaho¹,

Sarriera

Eagan

2016

Int J Health Policy Manag

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As Eyal et al put forth in their piece, Non-physician Clinicians in Sub-Saharan Africa and the Evolving Role of Physicians, task-shifting across sub-Saharan Africa through non-physician clinicians (NPCs) has led to an improvement in access to health services in the context of physician-shortages. Here, we offer a commentary to the piece by Eyal et al, concurring that physician’s roles should evolve into specialized medicine and that skills in mentorship, research, management, and leadership may create more holistic physicians clinical services. We believe that learning such non-clinical skills will allow physicians to improve the outcome of their clinical services. However, at the risk of a local, clinical brain drain as physicians shift to explore beyond the clinical sphere, we advocate strongly for increased caution to be exercised by leadership over the encouragement of this evolution. In the context of still-present physician shortages across many developing countries, we advocate to analyze this changing role and to purposefully select each new skill according to the context, giving careful consideration to the timing and degree of its evolution.

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“…The program tries to enhance the quality of clinical leadership in hospital care. It does so by reducing the barriers to participation in clinical leadership as stated by J Daly et al (2014) such as poor communication, poor preparation for leadership roles, curriculum deficiencies at undergraduate level in medicine and health professional courses, inadequate resourcing of development programs, poor interdisciplinary relationships, and poor team work (Daly, J., Jackson, D., Mannix, J., Davidson, P., & Hutchinson, M. 2014). Those interested in executive leadership could invest in deepening their knowledge after medical graduation.…”

Section: Contentmentioning

confidence: 99%

Leadership Training Program for Medical Staff in Belgium

Claes¹,

Brabanders²

2016

IJHE

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Today healthcare is facing many challenges in a volatile, uncertain, complex and ambiguous environment. There is a need to develop strong leaders who can cope with these challenges. This article describes the process of a leadership training program for healthcare professionals in Belgium (named 'Clinical Leadership Program' or 'CLeP') in order to develop the future generation of strong healthcare leaders. The process over the past 3 years, refining time frame, content and format & faculty will be discussed. At the start of 2013 a literature study and round up of existing programs were made. Furthermore, a preliminary program was constructed and adapted by different stakeholders. Their feedback taken into account, CLeP was launched 6 months later. From there, 9 different hospitals and 10 groups fulfilled the program. In total 179 healthcare professionals are educated (100 physicians, 37 nurses and 42other healthcare staff). After the completion of the program, in depth interviews served as an evaluation and suggestion for further development of our program. The 'Clinical Leadership Program' consists of 2 modules spread over 5 days of training, each covering a different theme. These themes incorporate 'Me', 'Team', 'Organization', 'Institution' and 'Societal impact' respectively. The first module covers the first two days, while the second module covers day 3-5. After applying, groups of 20 participants follow the 4 months program under the guidance of a senior mentor. They can choose to follow either only the first or both of the modules and whether or not to perform an assignment within their program. In order to develop the future generation of strong healthcare leaders, CLeP was worked out. This article describes the experiences and learnings of our program over the past 3 years. In the future, similar programs will be needed even more.

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The importance of clinical leadership in the hospital setting

Cited by 151 publications

References 54 publications

Barriers to nurse leadership in an Indonesian hospital setting

Barriers to nurse leadership in an Indonesian hospital setting

The Evolution of the Physician Role in the Setting of Increased Non-physician Clinicians in Sub-Saharan Africa: An Insistence on Timing and Culturally-Sensitive, Purposefully Selected Skill Development Comment on "Non-physician Clinicians in Sub-Saharan Africa and the Evolving Role of Physicians"

Leadership Training Program for Medical Staff in Belgium

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