Actual opportunities and potential barriers for expert clinical leaders
Recognizing the fact that, clinicians seem to play an important role in leadership positions throughout organisations to enhance organisational performance, it seems now crucial to find an answer to the question: why do clinicians seem to outstand from leaders with no expert knowledge? One advantage is that clinicians have a deep understanding about the core business, which might be useful with decision-making strategy (Dorgan, Leyton et al. 2010, Goodall 2011). The expertise knowledge combined with training and experience make them understand the importance of quality care and they highlight in overseeing quality (Bai, Krishnan 2015). Additionally, clinicians as leaders …show more content…
The authors name time and clinical pressures as the most important barriers to clinical leadership. Doctors have continual pressure to meet the basic clinical service delivery and they do not feel open for new opportunities, as it would even require special training (Health Policy and Economic Research Unit 2012). Existing boards need to be aware of these issues so that they can help clinicians to overcome them and ensure that they get the right special coaching they …show more content…
The number of studies in favor of clinical leadership is high compared to studies against clinical leadership. Additionally, as the literature review has taken into account articles from all over the world, the results are internationally valid even if the health systems of each country may vary.
The most appropriate leadership concept in healthcare being the transformational, distributed leadership style, it seems important to have a board with, on one hand clinical expert leaders and on the other hand, business/non clinical leaders. Both sides should function effectively in a team, combining their different skills towards one aim: improving the performance of their organisation. Furthermore, it seems essential to add that clinicians need an adequate training in leadership and management besides their medical background, to be able to effectively act as an expert clinical leader. There are nevertheless some limitations that need to be considered, before drawing a firm conclusion. Firstly, no uniform organisational performance-rating tool exists so that it is difficult to compare studies amongst each other. Moreover, change over time can be another issue, as economic shocks might influence hospitals and vary from year to year. Finally, in the reviewed studies, it was impossible to randomize samples or to work with control
Recognizing the fact that, clinicians seem to play an important role in leadership positions throughout organisations to enhance organisational performance, it seems now crucial to find an answer to the question: why do clinicians seem to outstand from leaders with no expert knowledge? One advantage is that clinicians have a deep understanding about the core business, which might be useful with decision-making strategy (Dorgan, Leyton et al. 2010, Goodall 2011). The expertise knowledge combined with training and experience make them understand the importance of quality care and they highlight in overseeing quality (Bai, Krishnan 2015). Additionally, clinicians as leaders …show more content…
The authors name time and clinical pressures as the most important barriers to clinical leadership. Doctors have continual pressure to meet the basic clinical service delivery and they do not feel open for new opportunities, as it would even require special training (Health Policy and Economic Research Unit 2012). Existing boards need to be aware of these issues so that they can help clinicians to overcome them and ensure that they get the right special coaching they …show more content…
The number of studies in favor of clinical leadership is high compared to studies against clinical leadership. Additionally, as the literature review has taken into account articles from all over the world, the results are internationally valid even if the health systems of each country may vary.
The most appropriate leadership concept in healthcare being the transformational, distributed leadership style, it seems important to have a board with, on one hand clinical expert leaders and on the other hand, business/non clinical leaders. Both sides should function effectively in a team, combining their different skills towards one aim: improving the performance of their organisation. Furthermore, it seems essential to add that clinicians need an adequate training in leadership and management besides their medical background, to be able to effectively act as an expert clinical leader. There are nevertheless some limitations that need to be considered, before drawing a firm conclusion. Firstly, no uniform organisational performance-rating tool exists so that it is difficult to compare studies amongst each other. Moreover, change over time can be another issue, as economic shocks might influence hospitals and vary from year to year. Finally, in the reviewed studies, it was impossible to randomize samples or to work with control