Abstract
Aim: To identify how clinical leadership was perceived by Health Professionals (HPs) (excluding nurses and doctors) and to understand how effective clinical leadership relates to initiating and establishing a culture of change and progression in the health services. Methodology: This pilot study used a mixed methods approach, although quantitative methodological principles dominated. An on-line (SurveyMonkey) questionnaire was distributed via email links to HPs throughout the Western Australian Department of Health. Qualitative data was analysed by Statistical Product and Service Solutions (Version 21). Results: A total of 307 complete surveys were returned. Participants represented 6.1% of the total WA HP workforce and a wide range of HP disciplines. The majority of respondents were female (86.5%), the median age was 38.9 years and the majority of respondents worked in acute hospital environments (59.9%) and in a metropolitan location (73.7%). Most participants (79.2%) saw themselves or were reportedly seen by others (76.2%) as clinical leaders. The main attributes associated with clinical leadership were; effective communicator, clinical competence, approachability, role model and supportive. The main attribute identified least with clinical leadership was “controlling”. Only 22.2% saw clinical leaders as managers, while the majority saw a clinical focus as important (85.3%). Clinical leaders were perceived as having an impact on how clinical care is delivered, staff support and leading change and service improvement. Many respondents (81.4%) suggested barriers hindered their effectiveness as clinical leaders. Conclusions: Improvements in clinical care and changes in practice can be initiated by clinical leaders.
Highlights
This study offers an insight into their understanding of what clinical leadership is, who the clinical leaders are, and how they see their role as clinical leaders
Literature related to clinical leadership and its relationship to Health Professionals (HPs) is scant and there is almost no specific research related to HP clinical leadership
It is suggested that the education and development of future HPs should be based on a clear understanding of their relationship to leadership (Jones & Bennett, 2012), without investigating this, it is likely that on-going HP education will propagate this potential misunderstandings and fill knowledge gaps with inappropriate “management” based concepts (Stanley, 2017) that may fail to support the growth of future clinical leaders
Summary
Literature related to clinical leadership and its relationship to Health Professionals (HPs) is scant and there is almost no specific research related to HP clinical leadership. When leadership is studied or written about, it is often based on management or leadership principles developed from the management domain (Edmonstone, 2009; Stanley, 2006a, 2011, 2016), leading to further misunderstanding about the relationship of leadership to clinical/ professional functions. Clarifying these concepts from the perspective of HPs will support better education and greater efficiencies in the delivery of health care. It is suggested that the education and development of future HPs should be based on a clear understanding of their relationship to leadership (Jones & Bennett, 2012), without investigating this, it is likely that on-going HP education will propagate this potential misunderstandings and fill knowledge gaps with inappropriate “management” based concepts (Stanley, 2017) that may fail to support the growth of future clinical leaders
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