Developing The Leaders Around You PDF. Developing Physician Leaders 307 James K. Key Competencies and Available Programs Please address. Leadership Development Programs for Physicians. Developing physician-leaders: key competencies and. In order to advance this commitment, RACMA engaged Siggins Miller to evaluate the feasibility of the RACMA developing and delivering a medical leadership program. A number of Australian and international government reports have highlighted the growing issue of doctor engagement and the need for clinical leadership to improve safety, quality control, patient outcomes, and health service performances. Effective clinical leadership is recognised as essential for improving the performance of health services and enhancing the wellbeing of patients and the quality of outcomes. A growing body of literature has also argued that clinical leadership plays an integral part in the success and effectiveness of organisational change in the health sector. Physician leadership development programs typically. Developing physician-leaders: key competencies. Developing physician-leaders: a. This is largely due to the fact that clinicians in the health sector are often viewed to have greater control over decisions than workers in other areas. As such, clinicians are more likely to be influenced and persuaded by clinical leaders to bring about positive change because they believe they have 'walked a mile in their colleagues' shoes' and view them as more reliant, trustworthy, and credible. Although the literature provides little insight and clarity about the definition and scope of clinical leadership, it has been suggested that clinical leaders 'define what the future should look like, align people with that vision and inspire them to make it happen despite the obstacles'. In other words, clinical leaders engage people who are difficult to engage, service as role models for their peers, and create an environment in which quality improvements can thrive. For individuals who are trained to manage individual cases and guard their professional autonomy above all else, the effect of being asked to take on these leadership roles in the consumer interest is considerable, and not often acknowledged. Being an effective clinical leader clearly requires a different set of skills from being a good clinician. It is therefore important that clinical leaders are supported and equipped with the high level skills required for their role (eg leading and developing multidisciplinary teams, understanding organisational systems, processes and interdependencies, redesigning services and working collaboratively with a wide range of stakeholders). Indeed, reviews of clinical programs have found that individuals who participate in leadership training are more likely to feel empowered to influence the provision of patient- centred care, develop a greater sense of self- awareness and confidence to initiate positive change, and promote better team alignment. In light of these experiences and the growing body of literature in this area, there is a clear need to examine the feasibility of developing a medical leadership training program which aims to enhance clinical leadership skills and ultimately improve patient outcomes and safety, clinical governance, and health service performance. Ham C (2. 00. 3). Improving the performance of health services: The role of clinical leadership. Lancet 3. 61: 1. 97. Reinersten LJ (1. Physicians as leaders in the improvement of health care systems. Annals of Internal Medicine 1. Stoller KJ (2. 00. Developing physician- leaders: Key competencies and available programs. The Journal of Health Administration Education 2. Review of the literature on clinical leadership and leadership development. Introduction. The quality of leadership in the health system has been identified as an important factor supporting best practice (collaboration, continuity of care, and communication) and directly and indirectly affecting the quality of patient care. Although leadership may exist at various levels of healthcare (governance, management, clinical care), opinion and research together suggest that the quality of leadership provided by clinicians to other clinicians, and also the quality of their relationships with those who shape health service through policy setting or line management, significantly contribute to the patient’s immediate wellbeing. Although the empirical evidence to support this proposition in the healthcare sector is limited, research in other complex industries with highly professional workforces has consistently demonstrated the significant role of leadership in achieving positive organisational outcomes (Bass & Riggio 2. The importance of fostering clinical leadership has been acknowledged and emphasised at a national level by National Health and Hospitals Reform Commission (NHHRC). The Commission stated. This includes promoting a continuous improvement culture by providing opportunities for clinicians to participate in teaching, research and quality improvement processes across all health service settings. However, recent attempts to foster and promote it have led researchers to analyse competencies drawing on broader organisational psychology theory and evidence about leadership and leadership development. A brief overview of leadership research and theories. A large body of research indicates that the quality of leadership affects people, their satisfaction, trust in management, commitment, individual and team effectiveness, the culture and climate of organisations, and ultimately individual and collective performance (Burke et al 2. De. Groot et al 2. Dirks & Ferrin 2. Gerstner & Day 1. Kouzes & Posner 2. Other factors such as economic stability, political agendas, organisational and industry history, and individual differences may also influence these outcomes, but leadership plays a central role in mobilising people towards a common goal (Avolio et al 2. Kouzes & Posner 2. Leadership therefore becomes vital when an organisation faces the need to mobilise a workforce in a new way towards a vision, a set of values, or to changing work practices in constrained financial times. Moreover, leadership can influence an organisation’s outcomes and the health and wellbeing of patients and staff in both positive and negative ways (Bell et al 2. Understanding what leadership is has been the subject of a significant body of work in the behavioural sciences. Over 9. 0 variables have been identified across studies as elements of leadership (Winston & Patterson 2. Identifying which of these common attributes and behaviours contribute to positive leadership practice has formed the basis of much leadership theory and research. In recent decades, many attempts have been made to observe and then explain what makes an effective leader. The various theories have stressed personality, or behaviour, or context, or relationships. Here is a brief overview of the most influential theories. Leadership trait theories. At first, leadership researchers were interested in individual characteristics that differentiated leaders and followers, and most of their research focused on identifying these 'leadership traits'. In line with this approach, the early theories of leadership stressed a trait approach - leaders are simply made of the 'right stuff'. These theories assumed that 'leaders are born and not made'. A wide range of individual characteristics were investigated, such as gender, height, physical energy, intelligence, personality, need for achievement, and the need for power. This initial search for the universal leadership traits proved futile and caused researchers to turn their attention to the behaviour of leaders (Stodgill 1. The trait paradigm, however, later re- emerged with the introduction of a number of new trait- related leadership theories that have stood up to empirical investigations. For example, Mc. Clelland's 'achievement motivation theory' (1. More recently, Mc. Clelland (1. 97. 5) also proposed a 'leader motive profile', which suggested that effective leaders have a greater innate desire to influence and direct others, than desire to interact socially and be accepted by others, as well as a high concern for the moral exercise of power. The predominant model for leadership in many modern organisations - 'transformational leadership' - is also a trait- related theory (Burns 1. Bass 1. 98. 5). Leadership behaviour theories. Disheartened by the initial failure of the trait paradigm, other researchers turned their attention to studying leader behaviours - what a leadership role involved, and the relationship between different leadership behaviours and effectiveness. These theories assume leaders can be made (rather than are born). A research program with a profound impact on this paradigm was the Ohio State University leadership research program, which developed the Leader Behaviour Description Questionnaire (LBDQ: Hemphill 1. The LBDQ revealed that a significant proportion of the variance in leader behaviour could be explained by two clusters - personal relationship skills ('consideration') and task accomplishment skills ('initiation of structure'). Identifying these clusters of behaviours proved to be an important advance in leadership development and effectiveness. Another research program led to development of the 'managerial grid' (Blake & Mouton 1. The grid combined the two dimensions of leadership identified by the LBDQ to describe four leadership styles: authoritarian (high task, low relationship skills); team leader (high task, high relationship skills); country club (low task, high relationship skills); and impoverished leadership (low task, low relationship skills). A limitation of this leadership literature was that it could not identify one ideal set of leadership styles that would lead to effective outcomes in any given situation. It also gave minimal consideration to context or situation that could influence leader behaviours. Contingency or situational theories. As a result, researchers began to investigate 'contingency' or 'situational' leadership theories. These theories suggest that the situation determines the personal traits and behaviours required in a leader. One of the first such theories was Fielder’s contingency theory (1.
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