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Leadership in interprofessional collaboration in health care

PURPOSE: There is a need to develop more knowledge on how frontline managers in health care services facilitate the development of new roles and ways of working in interprofessional collaborative efforts and the challenges they face in daily practice. The article is based on a study that examines th...

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Autores principales: Folkman, Anne Katrine, Tveit, Bodil, Sverdrup, Sidsel
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Dove Medical Press 2019
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6363486/
https://www.ncbi.nlm.nih.gov/pubmed/30787619
http://dx.doi.org/10.2147/JMDH.S189199
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author Folkman, Anne Katrine
Tveit, Bodil
Sverdrup, Sidsel
author_facet Folkman, Anne Katrine
Tveit, Bodil
Sverdrup, Sidsel
author_sort Folkman, Anne Katrine
collection PubMed
description PURPOSE: There is a need to develop more knowledge on how frontline managers in health care services facilitate the development of new roles and ways of working in interprofessional collaborative efforts and the challenges they face in daily practice. The article is based on a study that examines the modes of governance adopted by frontline managers in Norway, with a special focus on leadership in collaborations between the Norwegian profession of social educator and other professions. MATERIALS AND METHODS: A qualitative research design was chosen with interviews of eleven frontline managers from district psychiatric centers, municipal health care services and nursing homes. RESULTS: The results show that frontline managers largely exercise leadership in terms of self-governance and co-governance and, to a lesser degree, hierarchical governance. Self-governance and co-governance can facilitate substantial maneuverability in terms of professional practice and strengthen both discipline-related and user-oriented approaches in the collaboration. However, one consequence of self-governance and co-governance may be that some occupational groups and professional interests subjugate others, as illustrated by social educators in this study. This may be in conflict with frontline managers’ abilities to quality assure the services as well as their responsibility for role development in their staff. CONCLUSION: The results show that frontline managers experience challenges when they try to integrate different professions in order to establish new professional roles and competence. Frontline managers need to support individual and collective efforts in order to reach the overall goals for the services. They must be able to facilitate change and support creativity in a working community that consists of different professions. Moreover, the social educator’s role and competence need clarifications in services that traditionally have been dominated by other clinical and health care professions.
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spelling pubmed-63634862019-02-20 Leadership in interprofessional collaboration in health care Folkman, Anne Katrine Tveit, Bodil Sverdrup, Sidsel J Multidiscip Healthc Original Research PURPOSE: There is a need to develop more knowledge on how frontline managers in health care services facilitate the development of new roles and ways of working in interprofessional collaborative efforts and the challenges they face in daily practice. The article is based on a study that examines the modes of governance adopted by frontline managers in Norway, with a special focus on leadership in collaborations between the Norwegian profession of social educator and other professions. MATERIALS AND METHODS: A qualitative research design was chosen with interviews of eleven frontline managers from district psychiatric centers, municipal health care services and nursing homes. RESULTS: The results show that frontline managers largely exercise leadership in terms of self-governance and co-governance and, to a lesser degree, hierarchical governance. Self-governance and co-governance can facilitate substantial maneuverability in terms of professional practice and strengthen both discipline-related and user-oriented approaches in the collaboration. However, one consequence of self-governance and co-governance may be that some occupational groups and professional interests subjugate others, as illustrated by social educators in this study. This may be in conflict with frontline managers’ abilities to quality assure the services as well as their responsibility for role development in their staff. CONCLUSION: The results show that frontline managers experience challenges when they try to integrate different professions in order to establish new professional roles and competence. Frontline managers need to support individual and collective efforts in order to reach the overall goals for the services. They must be able to facilitate change and support creativity in a working community that consists of different professions. Moreover, the social educator’s role and competence need clarifications in services that traditionally have been dominated by other clinical and health care professions. Dove Medical Press 2019-01-30 /pmc/articles/PMC6363486/ /pubmed/30787619 http://dx.doi.org/10.2147/JMDH.S189199 Text en © 2019 Folkman et al. This work is published and licensed by Dove Medical Press Limited The full terms of this license are available at https://www.dovepress.com/terms.php and incorporate the Creative Commons Attribution – Non Commercial (unported, v3.0) License (http://creativecommons.org/licenses/by-nc/3.0/). By accessing the work you hereby accept the Terms. Non-commercial uses of the work are permitted without any further permission from Dove Medical Press Limited, provided the work is properly attributed.
spellingShingle Original Research
Folkman, Anne Katrine
Tveit, Bodil
Sverdrup, Sidsel
Leadership in interprofessional collaboration in health care
title Leadership in interprofessional collaboration in health care
title_full Leadership in interprofessional collaboration in health care
title_fullStr Leadership in interprofessional collaboration in health care
title_full_unstemmed Leadership in interprofessional collaboration in health care
title_short Leadership in interprofessional collaboration in health care
title_sort leadership in interprofessional collaboration in health care
topic Original Research
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6363486/
https://www.ncbi.nlm.nih.gov/pubmed/30787619
http://dx.doi.org/10.2147/JMDH.S189199
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