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Medical leadership and engagement: no longer an optional extra

Medical leadership and engagement: no longer an optional extra Purpose – The purpose of this paper is to analyse the factors that are leading many international health systems to seek new ways of getting doctors to be more engaged in management, leadership and service improvement. Design/methodology/approach – The paper draws on the growing research and literature that is demonstrating a strong association between extent of medical engagement and clinical and organisational performance. The current NHS reforms in England place general practitioners very much at the centre of the commissioning process and increasingly consultant medical staff are leading the drive to improve access, quality, safety and new ways of delivering care within hospitals and across health systems. Findings – In parallel with political and organisational change, the medical profession has been redefining the characteristics of a good doctor. This includes not only the reinforcement of the need for doctors to be clinical experts but also good managers and leaders. As the custodians of the processes and micro‐systems of health care, doctors are ideally placed to lead improvements. The paper argues that there is perhaps congruence between politicians and policy makers for greater medical leadership and engagement with doctors becoming “shareholders” in the running of services, organisations and systems. Originality/value – The paper concludes that perhaps the era of strong general management may be replaced by one where non‐clinical managers and clinicians work in partnership to optimise the different expertise, experience and values to achieve high quality, productive and patient‐focused care. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

Medical leadership and engagement: no longer an optional extra

John Clark
Journal of Health Organisation and Management , Volume 26 (4): 7 – Aug 3, 2012
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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777261211251517
pmid
23115898
Publisher site
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Abstract

Purpose – The purpose of this paper is to analyse the factors that are leading many international health systems to seek new ways of getting doctors to be more engaged in management, leadership and service improvement. Design/methodology/approach – The paper draws on the growing research and literature that is demonstrating a strong association between extent of medical engagement and clinical and organisational performance. The current NHS reforms in England place general practitioners very much at the centre of the commissioning process and increasingly consultant medical staff are leading the drive to improve access, quality, safety and new ways of delivering care within hospitals and across health systems. Findings – In parallel with political and organisational change, the medical profession has been redefining the characteristics of a good doctor. This includes not only the reinforcement of the need for doctors to be clinical experts but also good managers and leaders. As the custodians of the processes and micro‐systems of health care, doctors are ideally placed to lead improvements. The paper argues that there is perhaps congruence between politicians and policy makers for greater medical leadership and engagement with doctors becoming “shareholders” in the running of services, organisations and systems. Originality/value – The paper concludes that perhaps the era of strong general management may be replaced by one where non‐clinical managers and clinicians work in partnership to optimise the different expertise, experience and values to achieve high quality, productive and patient‐focused care.

Journal

Journal of Health Organisation and Management – Emerald Publishing

Published: Aug 3, 2012

Keywords: Medical leadership; Medical engagement; Medical professionalism; General management; Health services; Medical personnel

References

  • Engaging Doctors: What Can We Learn from Trusts with High Levels of Engagement?
    Atkinson, S.; Spurgeon, P.; Clark, J.; Armit, K.
  • Medical leadership in health care systems: from professional authority to organizational leadership
    Baker, G.R.; Denis, J‐L.
  • The Instrumental Value of Medical Leadership: Engaging Doctors in Improving Services
    Bohmer, R.
  • How to Treat Doctors: Role of Clinicians in Management (Speaking up: Policy and Change in the NHS)
    Chantler, C.
  • Medical Engagement: Too Important to Be Left to Chance
    Clark, J.
  • The NHS Plan: A Plan for Investment, a Plan for Reform
    Department of Health
  • High Quality Care for All: NHS Next Stage Review Final Report
    Department of Health
  • Physician engagement and shared accountability: buzzwords, dilemma or choice?
    Erlandson, E.; Ludeman, K.
  • NHS Management Inquiry
    Griffiths Report
  • Engaging physicians in performance improvement
    Guthrie, M.
  • A subtle governance: ‘soft’ medical leadership in English primary care
    Sheaff, R.; Rogers, A.; Pickard, S.; Marshall, M.; Campbell, S.; Sibbald, B.; Halliwell, S.; Roland, M.
  • Medical Leadership: From the Dark Side to Centre Stage
    Spurgeon, P.; Clark, J.; Ham, C.