Medical leadership arrangements in English healthcare organisations: Findings from a national survey and case studies of NHS trusts

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@article{94b7ca52bac547bb847da3a69f34add6,
title = "Medical leadership arrangements in English healthcare organisations: Findings from a national survey and case studies of NHS trusts",
abstract = "This project sought to describe the involvement of doctors in leadership roles in the NHS and the organisational structures and management processes in use in NHS trusts. A mixed methods approach was adopted combining a questionnaire survey of English NHS trusts and in-depth case studies of nine organisations who responded to the survey. Respondents identified a number of challenges in the development of medical leadership, and there was often perceived to be an engagement gap between medical leaders and doctors in clinical roles. While some progress has been made in the development of medical leadership in the NHS in England, much remains to be done to complete the journey that started with the Griffiths Report in 1983. We conclude that a greater degree of professionalism needs to be brought to bear in the development of medical leadership. This includes developing career structures to make it easier for doctors to take on leadership roles; providing training, development and support in management and leadership at different stages of doctors{\textquoteright} careers; and ensuring that pay and other rewards are commensurate with the responsibilities of medical leaders. The time commitment of medical leaders and the proportion of doctors in leadership roles both need to increase. The paper concludes considering the implications of these findings for other health systems.",
keywords = "clinical management, medical profession, leadership",
author = "Helen Dickinson and Chris Ham and Iain Snelling and Peter Spurgeon",
year = "2013",
month = nov,
day = "1",
doi = "10.1177/0951484814525598",
language = "English",
volume = "26",
pages = "119--125",
journal = "Health Services Management Research",
issn = "0951-4848",
publisher = "SAGE Publications",
number = "4",

}

RIS

TY - JOUR

T1 - Medical leadership arrangements in English healthcare organisations

T2 - Findings from a national survey and case studies of NHS trusts

AU - Dickinson, Helen

AU - Ham, Chris

AU - Snelling, Iain

AU - Spurgeon, Peter

PY - 2013/11/1

Y1 - 2013/11/1

N2 - This project sought to describe the involvement of doctors in leadership roles in the NHS and the organisational structures and management processes in use in NHS trusts. A mixed methods approach was adopted combining a questionnaire survey of English NHS trusts and in-depth case studies of nine organisations who responded to the survey. Respondents identified a number of challenges in the development of medical leadership, and there was often perceived to be an engagement gap between medical leaders and doctors in clinical roles. While some progress has been made in the development of medical leadership in the NHS in England, much remains to be done to complete the journey that started with the Griffiths Report in 1983. We conclude that a greater degree of professionalism needs to be brought to bear in the development of medical leadership. This includes developing career structures to make it easier for doctors to take on leadership roles; providing training, development and support in management and leadership at different stages of doctors’ careers; and ensuring that pay and other rewards are commensurate with the responsibilities of medical leaders. The time commitment of medical leaders and the proportion of doctors in leadership roles both need to increase. The paper concludes considering the implications of these findings for other health systems.

AB - This project sought to describe the involvement of doctors in leadership roles in the NHS and the organisational structures and management processes in use in NHS trusts. A mixed methods approach was adopted combining a questionnaire survey of English NHS trusts and in-depth case studies of nine organisations who responded to the survey. Respondents identified a number of challenges in the development of medical leadership, and there was often perceived to be an engagement gap between medical leaders and doctors in clinical roles. While some progress has been made in the development of medical leadership in the NHS in England, much remains to be done to complete the journey that started with the Griffiths Report in 1983. We conclude that a greater degree of professionalism needs to be brought to bear in the development of medical leadership. This includes developing career structures to make it easier for doctors to take on leadership roles; providing training, development and support in management and leadership at different stages of doctors’ careers; and ensuring that pay and other rewards are commensurate with the responsibilities of medical leaders. The time commitment of medical leaders and the proportion of doctors in leadership roles both need to increase. The paper concludes considering the implications of these findings for other health systems.

KW - clinical management

KW - medical profession

KW - leadership

U2 - 10.1177/0951484814525598

DO - 10.1177/0951484814525598

M3 - Article

VL - 26

SP - 119

EP - 125

JO - Health Services Management Research

JF - Health Services Management Research

SN - 0951-4848

IS - 4

ER -