HEALTHCARE LEADERSHIP: MOVING FROM CLINICAL SPECIALIST TO HEALTHCARE LEADER

Nataliia Petryk,Mykhailo Petryk

doi:10.51582/interconf.7-8.12.2021.044

Abstract

Medical doctors may not have the necessary evidence-based knowledge of specific leadership styles to excel in a leadership role. This article explores the various leadership styles adopted by a clinical professional transitioning into a leadership role. The goal-path theory, developed by Robert House in 1971, was used as the theoretical lens for this study. Twenty peer-reviewed scientific articles, written in English and published between 2015 and 2020, were analyzed and synthesized to produce results. The results showed that employee retention was positively associated with transformational and authentic leadership styles; organizational commitment was positively related to transformational, transactional, and genuine leadership styles; and job satisfaction was positively related to transformational and authentic leadership styles. In particular, the transformational leadership style showed higher employee retention and job satisfaction rates than the transactional and non-interventional leadership styles. The original and transformative leadership styles increased job satisfaction and commitment, but the correlation between an authentic leadership style and these benefits was less clear. Clinical professionals must apply a transformational leadership style to become influential leaders.

Highlights

Case studies of the medical profession highlight the ability of professionals to maintain a monopoly on specialized knowledge and create boundaries that protect the status and role of doctors in society
One tricky issue concerns the ability of professionals to invest in more collective levels of application of professional knowledge and experience while maintaining their specificity and identity in more collaborative and distributed forms of leadership [3]
The medical profession's degree of autonomy and influence can vary by method and jurisdiction

Summary

Introduction

It is widely accepted that medical leadership and participation in roles beyond the physician's skills are essential assets for the job and the future–health care systems. Most health systems are more or less directly addressing, through reforms or policies, the problem of attracting doctors and developing their leadership skills to improve health systems.

Results

Conclusion