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Leadership and management

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John Duncan Edmonstone
Purpose This paper aims to propose that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers. Design/methodology/approach Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based...
February 6, 2017: Leadership in Health Services
Jenna M Evans, Stacey Daub, Jodeme Goldhar, Anne Wojtak, Dipti Purbhoo
As the research evidence on integrated care has evolved over the past two decades, so too has the critical role leaders have for the implementation, effectiveness and sustainability of integrated care. This paper explores what it means to be an effective leader of integrated care initiatives by drawing from the experiences of a leadership team in implementing an award-winning integrated care program in Toronto, Canada. Lessons learned are described and assessed against existing theory and research to identify which skills and behaviours facilitate effective leadership of integrated care initiatives...
2016: Healthcare Quarterly
Mitul Kanzaria
No abstract text is available yet for this article.
December 8, 2016: American Journal of Medical Quality: the Official Journal of the American College of Medical Quality
Ginka Toegel, Jean-Louis Barsoux
Team conflict can add value or destroy it. Good conflict fosters respectful debate and yields mutually agreed-upon solutions that are often far superior to those first offered. Bad conflict occurs when team members simply can't get past their differences, killing productivity and stifling innovation. Destructive conflict typically stems not from differences of opinion but from a perceived incompatibility between the way certain team members think and act. The conventional approach to working through such conflict is to respond to clashes as they arise...
June 2016: Harvard Business Review
Martine Haas, Mark Mortensen
Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what matters most isn't the personalities or behavior of the team members; it's whether a team has a compelling direction, a strong structure, and a supportive context. In their own research, Haas and Mortensen have found that teams need those three "enabling conditions" now more than ever...
June 2016: Harvard Business Review
Michael D Watkins
Most leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the business challenges you face, the kinds of people you want in various roles, and the degree to which they need to collaborate...
June 2016: Harvard Business Review
Amy C Edmondson
Companies today increasingly rely on teams that span many industries for radical innovation, especially to solve "wicked problems." So leaders have to understand how to promote collaboration when roles are uncertain, goals are shifting, expertise and organizational cultures are varied, and participants have clashing or even antagonistic perspectives. HBS professor Amy Edmondson has studied more than a dozen cross-industry innovation projects, among them the creation of a new city, a mango supply-chain transformation, and the design and construction of leading-edge buildings...
June 2016: Harvard Business Review
Gregory A Aarons, Amy E Green, Elise Trott, Cathleen E Willging, Elisa M Torres, Mark G Ehrhart, Scott C Roesch
If evidence-based interventions (EBIs) are not sustained, investments are wasted and public health impact is limited. Leadership has been suggested as a key determinant of implementation and sustainment; however, little empirical work has examined this factor. This mixed-methods study framed using the Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual framework examines leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U...
November 2016: Administration and Policy in Mental Health
Simon C Mathews, Renee Demski, Jody E Hooper, Lee Daugherty Biddison, Stephen A Berry, Brent G Petty, Allen R Chen, Peter M Hill, Marlene R Miller, Frank R Witter, Lisa Allen, Elizabeth C Wick, Tracey S Stierer, Lori Paine, Hans A Puttgen, Rafael J Tamargo, Peter J Pronovost
As quality improvement and patient safety come to play a larger role in health care, academic medical centers and health systems are poised to take a leadership role in addressing these issues. Academic medical centers can leverage their large integrated footprint and have the ability to innovate in this field. However, a robust quality management infrastructure is needed to support these efforts. In this context, quality and safety are often described at the executive level and at the unit level. Yet, the role of individual departments, which are often the dominant functional unit within a hospital, in realizing health system quality and safety goals has not been addressed...
September 6, 2016: Academic Medicine: Journal of the Association of American Medical Colleges
Marie Bismark, Jennifer Morris, Laura Thomas, Erwin Loh, Grant Phelps, Helen Dickinson
OBJECTIVE: To elicit medical leaders' views on reasons and remedies for the under-representation of women in medical leadership roles. DESIGN: Qualitative study using semistructured interviews with medical practitioners who work in medical leadership roles. Interviews were transcribed verbatim and transcripts were analysed using thematic analysis. SETTING: Public hospitals, private healthcare providers, professional colleges and associations and government organisations in Australia...
2015: BMJ Open
Patrick O Smith
Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions...
December 2015: Journal of Clinical Psychology in Medical Settings
Lisi J Gordon, Charlotte E Rees, Jean S Ker, Jennifer Cleland
CONTEXT: As doctors in all specialties are expected to undertake leadership within health care organisations, leadership development has become an inherent part of medical education. Whereas the leadership literature within medical education remains mostly focused on individual, hierarchical leadership, contemporary theory posits leadership as a group process, which should be distributed across all levels of health care organisation. This gap between theory and practice indicates that there is a need to understand what leadership and followership mean to medical trainees working in today's interprofessional health care workplace...
December 2015: Medical Education
Christos C Ioannou, Manvir Singh, Iain D Couzin
Leadership is widespread across the animal kingdom. In self-organizing groups, such as fish schools, theoretical models predict that effective leaders need to balance goal-oriented motion, such as toward a known resource, with their tendency to be social. Increasing goal orientation is predicted to increase decision speed and accuracy, but it is also predicted to increase the risk of the group splitting. To test these key predictions, we trained fish (golden shiners, Notemigonus crysoleucas) to associate a spatial target with a food reward ("informed" individuals) before testing each singly with a group of eight untrained fish who were uninformed ("naive") about the target...
August 2015: American Naturalist
Marianne Skogbrott Birkeland, Morten Birkeland Nielsen, Stein Knardahl, Trond Heir
PURPOSE: The impact of leadership practices on employee health may be especially evident after extreme events that have physical, psychological, or material consequences for the members of an organization. In this prospective study, we aimed to examine the association between leadership behavior and psychological distress in employees who had experienced a workplace terror attack. METHODS: Ten and 22 months after the 2011 Oslo bombing attack targeting their workplace, ministerial employees (n = 2272) responded to a questionnaire assessing fair, empowering, supportive, and laissez-faire leadership, as well as psychological distress...
May 2016: International Archives of Occupational and Environmental Health
Mackenzie R Wehner, Kevin T Nead, Katerina Linos, Eleni Linos
OBJECTIVES: To draw attention to sex related disparities in academic medical leadership by investigating the representation of female leaders compared with leaders with moustaches. DESIGN: Cross sectional analysis. SETTING: Academic medical departments in the United States. PARTICIPANTS: Clinical department leaders (n=1018) at the top 50 US medical schools funded by the National Institutes of Health (NIH). MAIN OUTCOME MEASURES: The proportions of female leaders and moustachioed leaders across institutions and specialties (n=20)...
2015: BMJ: British Medical Journal
Shirli Kopelman, Ashley E Hardin, Christopher G Myers, Leigh Plunkett Tost
This study examined whether the cultures of low- and high-power negotiators interact to influence cooperative behavior of low-power negotiators. Managers from 4 different cultural groups (Germany, Hong Kong, Israel, and the United States) negotiated face-to-face in a simulated power-asymmetric commons dilemma. Results supported an interaction effect in which cooperation of people with lower power was influenced by both their culture and the culture of the person with higher power. In particular, in a multicultural setting, low-power managers from Hong Kong, a vertical-collectivist culture emphasizing power differences and group alignment, adjusted their cooperation depending on the culture of the high-power manager with whom they interacted...
May 2016: Journal of Applied Psychology
Thomas H Lee, Edward W Campion, Stephen Morrissey, Jeffrey M Drazen
Health care delivery is in a period of historic transition. The pressure for major improvements in quality and efficiency exists everywhere — and thus is not driven by the Affordable Care Act alone. The real driver is the medical progress of recent decades, which has dramatically enhanced what..
December 9, 2015: New England Journal of Medicine
Michael A Rosen, Christine A Goeschel, Xin-Xuan Che, Joseph Oluyinka Fawole, Dianne Rees, Rosemary Curran, Lillee Gelinas, Jessica N Martin, Keith C Kosel, Peter J Pronovost, Sallie J Weaver
INTRODUCTION: Simulation is a powerful learning tool for building individual and team competencies of frontline health care providers with demonstrable impact on performance. This article examines the impact of simulation in building strategic leadership competencies for patient safety and quality among executive leaders in health care organizations. METHODS: We designed, implemented, and evaluated a simulation as part of a larger safety leadership network meeting for executive leaders...
December 2015: Simulation in Healthcare: Journal of the Society for Simulation in Healthcare
Lisi J Gordon, Charlotte E Rees, Jean S Ker, Jennifer Cleland
OBJECTIVES: To explore medical trainees' experiences of leadership and followership in the interprofessional healthcare workplace. DESIGN: A qualitative approach using narrative interviewing techniques in 11 group and 19 individual interviews with UK medical trainees. SETTING: Multisite study across four UK health boards. PARTICIPANTS: Through maximum variation sampling, 65 medical trainees were recruited from a range of specialties and at various stages of training...
December 1, 2015: BMJ Open
Aaron Spaulding, Bita A Kash, Christopher E Johnson, Larry Gamm
BACKGROUND: We do not have a strong understanding of a health care organization's capacity for attempting and completing multiple and sometimes competing change initiatives. Capacity for change implementation is a critical success factor as the health care industry is faced with ongoing demands for change and transformation because of technological advances, market forces, and regulatory environment. PURPOSE: The aim of this study was to develop and validate a tool to measure health care organizations' capacity to change by building upon previous conceptualizations of absorptive capacity and organizational readiness for change...
November 19, 2015: Health Care Management Review
2015-12-05 13:28:46
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