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Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service

Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational eff...

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Detalles Bibliográficos
Autores principales: Aggarwal, Reena, Swanwick, Tim
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Dove Medical Press 2015
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5740989/
https://www.ncbi.nlm.nih.gov/pubmed/29355184
http://dx.doi.org/10.2147/JHL.S69330
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author Aggarwal, Reena
Swanwick, Tim
author_facet Aggarwal, Reena
Swanwick, Tim
author_sort Aggarwal, Reena
collection PubMed
description Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors) in the UK who provide the majority of front-line patient care and form an “operating core” of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing “leaders”, to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a “heroic” individual leader to a more distributed model, where organizations are “leader-ful” and not just “well led” and leadership is centered on a shared vision owned by whole teams working on the frontline.
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spelling pubmed-57409892018-01-19 Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service Aggarwal, Reena Swanwick, Tim J Healthc Leadersh Review Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors) in the UK who provide the majority of front-line patient care and form an “operating core” of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing “leaders”, to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a “heroic” individual leader to a more distributed model, where organizations are “leader-ful” and not just “well led” and leadership is centered on a shared vision owned by whole teams working on the frontline. Dove Medical Press 2015-11-17 /pmc/articles/PMC5740989/ /pubmed/29355184 http://dx.doi.org/10.2147/JHL.S69330 Text en © 2015 Aggarwal and Swanwick. This work is published by Dove Medical Press Limited, and licensed under Creative Commons Attribution – Non Commercial (unported, v3.0) License The full terms of the License are available at http://creativecommons.org/licenses/by-nc/3.0/. Non-commercial uses of the work are permitted without any further permission from Dove Medical Press Limited, provided the work is properly attributed.
spellingShingle Review
Aggarwal, Reena
Swanwick, Tim
Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title_full Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title_fullStr Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title_full_unstemmed Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title_short Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service
title_sort clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the uk national health service
topic Review
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5740989/
https://www.ncbi.nlm.nih.gov/pubmed/29355184
http://dx.doi.org/10.2147/JHL.S69330
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