Medical leadership and engagement: no longer an optional extra

Author:

Clark John

Abstract

PurposeThe 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/approachThe 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.FindingsIn 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/valueThe 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.

Publisher

Emerald

Subject

Health Policy,Business, Management and Accounting (miscellaneous)

Reference12 articles.

1. Atkinson, S., Spurgeon, P., Clark, J. and Armit, K. (2011), Engaging Doctors: What Can We Learn from Trusts with High Levels of Engagement?, NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges, University of Warwick, Coventry, available at: www.institute.nhs.uk/building_capability/building_leadership_capability/project_documents.html (accessed 27 February 2012).

2. Baker, G.R. and Denis, J‐L. (2011), “Medical leadership in health care systems: from professional authority to organizational leadership”, Public Money & Management, Vol. 31 No. 5, pp. 355‐62.

3. Bohmer, R. (2012), The Instrumental Value of Medical Leadership: Engaging Doctors in Improving Services, The King's Fund, London.

4. Chantler, C. (1994), How to Treat Doctors: Role of Clinicians in Management (Speaking up: Policy and Change in the NHS), NAHAT, London.

5. Clark, J. (2012), Medical Engagement: Too Important to Be Left to Chance, The King's Fund, London.

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