A message from the Guest Editor

The Health service journal, 2012

Quality in Primary Care, 2006

Academia Letters, 2021

There was a time when reading the New England Journal of Medicine, the Wall Street Journal, Modern Healthcare, and the Harvard Business Review could inform a health care leader on almost everything going on in health care. The days of reading just a few publications to keep abreast of new information are long in the past. The speed of information is staggering! Health care knowledge doubled every 50 years in the 1950s, then every seven years in the 1980s, then every three and a half years in 2010. Think about what this means to you as a health care leader. If you received a health care degree in 2010, then more than HALF of everything you learned was outdated by the time you graduated. What if you received your degree in 1980?! Using the last 100 years as a benchmark, we are forecast to experience 20,000 years of progress in just the next 100 years. To lead a health care organization, you are riding the crest of a wave of technical, psychological, and societal change that moves more quickly than at any other time in human history. Given a status quo that now moves so fast it has eliminated any status quo, can you lead a health care organization without being an expert in leading innovation? We have gone from in-person visits to telemedicine and computerized provider order entry systems in the blink of an eye. To keep pace with the changing needs in medicine, health care professionals in this 21st-century environment must become leaders of innovation who can adapt and evolve. They must meet new situations and challenges at the personal, interpersonal, team, and organizational psychosocial levels. Leadership needs innovation in the same way innovation demands leadership, and by marrying the two, leaders can increase their capacity

Journal of Psychological Issues in Organizational Culture, 2012

Healthcare, 2014

Today, hospitals and physicians are reorganizing themselves in novel ways to take advantage of payment incentives that reward shared accountability for the total health care experience. These delivery system changes will take place with our without physician leadership. To optimize change on behalf of patients, physicians must play a conscious role in shaping future health care delivery organizations. As physician leaders of three of the nation's largest integrated health care delivery systems -Kaiser Permanente, Virginia Mason Medical Center, and the Mayo Clinic Health Systemwe call on physicians to view leadership and the development of leaders as key aspects of their role as patient advocates.

2013

Helen Dickinson was involved in the design of the study, the collection of data in phase one and two, data analysis and contributing to the final report writing. Chris Ham was the principal investigator, designing the research project, analysing data, contributing to the writing of the final report, and acting as the editor of the report. Iain Snelling was involved in phase two of the research, collecting and analysing data and contributing to the final report writing. Peter Spurgeon was involved in the design of the research project, took overall responsibility for the performance analysis phase of data collection, undertook data analysis and contributed to the final report writing.

Leadership in Health Services, 2009

Purpose -The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership. Design/methodology/approach -A total of 53 managers participated in two different leadership programmes i.e. one-week (OW-DGL) intensive leadership course and long-term support groups. Of those, 39 (74 per cent) responded to the Wheel Questionnaire, both soon before and six months after the end of their respective leadership programmes. Overall, eight focus group interviews were conducted, and the data were analysed through content analysis. Findings -Both leadership programmes seem to have strengthened the managers in their leadership roles. The OW-DGL course supported the managers in learning about group dynamics and relationship-orientated leadership. The programmes' methods differed, but the conclusion is that they complemented each other. The long-term support groups helped the managers to structure and cope with everyday leadership situations in their occupational environment. Practical implications -The OW-DGL course was found to be good for inexperienced managers and the long-term support groups for more experienced managers. Originality/value -There is a lack of intervention studies regarding the efficacy of leadership programmes directed toward managers in health care. Two different approaches to leadership training are compared in this paper, using both quantitative and qualitative methods.

Healthcare Executive, 2017

2014

Leadership, as McDonald (1)argues, is a phenomenon which many people involved in healthcare around the globe put great emphasis on today; some even see the improvement of leadership as a panacea for all the ills of their healthcare system. This brief commentary on her work seeks to supplement the points she makes by emphasising the personalattractions leadership enjoys, at least in the eyes of many of those who exercise power in healthcare. It also endeavours to highlight some of the ironies and absurdities which arise as a result of the conflicts about what terms we should use to describe the “leaders” (or, alternatively perhaps, those who seek to enjoy supremacy) within healthcare.

Australian Health Review, 1998

The following article is an edited version of a paper presented to the joint AustralianPrivate Hospitals Association and Australian Healthcare Association Conference,?Caring with Skill?, held at Southport, Queensland, on 7?8 April 1998.