The state-of-play in physician health systems leadership research

Onyura, Betty; Crann, Sara; Freeman, Risa; Whittaker, Mary-Kay; Tannenbaum, David

doi:10.1108/lhs-03-2019-0017

Cited by 11 publications

(20 citation statements)

References 72 publications

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“…As contextual effects may influence the transferability of findings of leadership practices and entrenched paradoxical tensions in health system organizations (Onyura et al, 2019), we provide a brief overview of the Finnish public healthcare system and its organization to offer additional context for our results. Finnish public healthcare All 5.5 million inhabitants of Finland (Statistics Finland, 2019) are entitled to adequate health services regardless of ability to pay or place of residence by the Finnish constitution (Finlex, 1999).…”

Section: Research Contextmentioning

confidence: 99%

Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders

Huikko-Tarvainen

Sajasalo

Auvinen

2021

JHOM

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PurposeThis study seeks to improve the understanding of physician leaders' leadership work challenges.Design/methodology/approachThe subjects of the empirical study were physician leaders (n = 23) in the largest central hospital in Finland.FindingsA total of five largely identity-related, partially paradoxical dilemmas appeared regarding why working as “just a leader” is challenging for physician leaders. First, the dilemma of identity ambiguity between being a physician and a leader. Second, the dilemma of balancing the expected commitment to clinical patient work by various stakeholders and that of physician leadership work. Third, the dilemma of being able to compensate for leadership skill shortcomings by excelling in clinical skills, encouraging physician leaders to commit to patient work. Fourth, the dilemma of “medic discourse”, that is, downplaying leadership work as “non-patient work”, making it inferior to patient work. Fifth, the dilemma of a perceived ethical obligation to commit to patient work even if the physician leadership work would be a full-time job. The first two issues support the findings of earlier research, while the remaining three emerging from the authors’ analysis are novel.Practical implicationsThe authors list some of the practical implications that follow from this study and which could help solve some of the challenges.Originality/valueThis study explores physician leaders' leadership work challenges using authentic physician leader data in a context where no prior empirical research has been carried out.

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Section: Research Contextmentioning

confidence: 99%

Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders

Huikko-Tarvainen

Sajasalo

Auvinen

2021

JHOM

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“…This is regularly done in an informal format by instructors, peers, and coaches and is an instrument to develop leadership capabilities and management strategies in an organization (Belasen & Belasen, 2016). The willingness of physicians to perform administrative work (Geerts, Goodall & Agius, 2020;Onyura et al, 2019) is affirmed by teamwork and leadership skill building, promoting, and preparation.…”

Section: Discussionmentioning

confidence: 99%

Healthcare Provider Competencies: A Systematic Literature Review

Abdullah¹,

Bakar²,

Pilus³

et al. 2021

IJARBSS

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The research outlines the facts surrounding the properties of healthcare executives and administrators in competencies and can be tested by the evaluation of skills, abilities, knowledge and attitudes. A comprehensive literature review from 2000 to 2020 has been undertaken to describe management and leadership characteristics that are meant to validate and/or classify the qualifications of healthcare managers. Reviews are performed for the electronic database using the set object collection criteria. A total number of 23 papers were inductively reviewed and found a capabilities model for healthcare management can be developed by drawing the competences and behaviour objects. The following classes were divided: communication, transition, professionalism, evidence, health care, operational and general. The study and evaluation of skills described in earlier studies resulted in a recommendation to extend the leadership and management skills structure for healthcare providers. It provides advice for health care staff in various forms in the development of preparatory and development directions.

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“…Moreover, the challenges posed to EDs by systemic issues (e.g. increasing public demand for services), 8 strongly suggests a role for EM physicians in health systems leadership, which refers to the stewardship of healthcare service delivery, culture, resources or policy 9 . This, too, warrants attention in future research.…”

Section: Discussionmentioning

confidence: 99%

“…Drawing on Onyura et al ., 9 we define clinical leadership as those often‐informal leadership activities performed by all physicians as part of their daily working roles. Medical leadership refers to the variety of management and leadership activities that sustain the performance of the organisation.…”

Section: Introductionmentioning

confidence: 99%

Review article: Systematic literature review of leadership in emergency departments

Wilson

Rixon

Hartanto

et al. 2020

Emerg Medicine Australasia

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Emergency medicine (EM) is a discipline with complex leadership demands. However, studies of EM physician leadership and ED leadership are in their infancy. As such, there is a lack of clarity about the forms, antecedents, enablers, barriers and consequences of EM physician leadership. A systematic review of the scientific literature was conducted to reveal the different conceptualisations of EM physician leadership, the activities involved in the practice of leadership, and the knowledge and skills of effective ED leaders. Seven databases were systematically searched for peerreviewed empirical studies on the topic of EM physicians carrying out a manager or leadership role in an ED setting. Finally, 26 articles were included, and their findings were synthesised and analysed narratively. Two conceptualisations of EM physician leadership were found, reflecting clinical leadership and medical leadership, respectively. Clinical leadership is performed by all EM physicians, often informally, within their daily clinical practice, whereas medical leadership is performed by EM physicians who work at the management level within a hospital, in addition to or instead of their clinical practice. The focus of EM physician leadership and ED leadership research is team leadership, with much less attention given to wider organisation leadership. Consistent with the focus on team leadership, clinical knowledge and skill in orchestrating teams, especially trauma and resuscitation teams, emerged as the most important factors underpinning leadership effectiveness. Future research and training should make better use of existing leadership theory and research designs to illuminate the forms, dynamics, antecedents, moderators and consequences of EM physician leadership.

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The state-of-play in physician health systems leadership research

Cited by 11 publications

References 72 publications

Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders

Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders

Healthcare Provider Competencies: A Systematic Literature Review

Review article: Systematic literature review of leadership in emergency departments

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