1st Edition

Medical Leadership A Toolkit for Service Development and System Transformation

Edited By Jill Aylott, Jeff Perring, Ann Chapman, Ahmed Nassef Copyright 2019
    302 Pages 39 B/W Illustrations
    by Routledge

    302 Pages 39 B/W Illustrations
    by Routledge

    Today’s health care systems need doctors and consultants to act as leaders, within the multi-disciplinary team, in addition to carrying out their clinical role. This book identifies the key elements of successful leadership through 'medically led' service development and systems transformation and shows how this benefits patient care, particularly when patients become partners in the process.

    The authors provide a conceptual framework of medical leadership and a set of scientific methods and tools that make a significant contribution to advancing quality and transforming services in healthcare. On top of this, they present analytical tools which medical professionals can use to support their own improvement or system transformation strategy, including ways of measuring improvement and the returns on investment of medical leadership.

    Woven throughout the book are real-life case studies from medical leaders across the world, providing students with valuable practical insights. Chapter summaries and reflections are provided to support learning. 

    Medical Leadership will be essential reading for students on medical and clinical leadership courses internationally as well as for all practising doctors, consultants and General Practitioners.

    Part 1: A global emergent context for medical leadership

    Chapter 1 An Introduction. Ahmed Nassef, Mat Fortnam, Jill Aylott

    Chapter 2 ‘Leadership’ and ‘medical leadership’. Bolarinde Ola and Aishin Lok

    Chapter 3 Quality Improvement as the goal of Medical Leadership. Rachael Baines

    Chapter 4 Understanding patient experience as a clinical leader. Suvira Madan

    Chapter 5 Primary care and general practice: medical leadership for all. Mat Fortnam

    Chapter 6 A Theoretical model to engage doctors in medical leadership. Ahmed Nassef

    Part 2: Medical Leadership

    Chapter 7 An Introduction. Ann L.N. Chapman

    Chapter 8 Medical Leadership and reducing health inequalities. Gilly Ennals

    Chapter 9 Medical Leadership and reducing variation in health care. Ravishanka Sargur

    Chapter 10 Developing and analysing effective teams. Walaa Al-Safi

    Chapter 11 A Strategy for engaging primary and secondary care doctors in medical leadership. Simon Boyes

    Chapter 12 Medical Engagement – Strategies for Engagement from the ‘Grass Roots'. Paddy Dobbs and Alix Fonfe

    Chapter 13 Leadership Diagnostics and refelctions on Personal Leadership Development. Michael Robinson and Eleni Lekoudis

    Part 3: Improvement Science, Medical Leadership and Measurement for Improvement

    Chapter 14 Introduction. Jill Aylott

    Chapter 15 Data Analysts building capability in partnership with Medical Leaders. Lisa Fox

    Chapter 16 Root Cause Analysis and Simulation to improve Quality. Adam Burns

    Chapter 17 Leadership diagnostics for self-awareness and bespoke course design. Prosenjit Giri

    Chapter 18 Medical Leadership and the use of data for a Continuous Quality Improvement Collaborative (CQIC) in an Accident and Emergency Department. Prakash Subedi, Jill Aylott, Prosenjit Giri, Martha Zaluaga Quintero, Sathi Permaul

    Chapter 19 Developing a Macro Health System in Nepal with ethical and moral medical leadership. Dr Pukar C Shrestha

    Part 4: Service Development

    Chapter 20 Introduction. Jeff Perring

    Chapter 21 Improving healthcare services in times of austerity. Fiona Kew

    Chapter 22 Service Improvement to reduce early deaths of children in hospital: The design of an electronic observation system. Victoria Hemming

    Chapter 23 Innovations in person centered service redesign for young carers. Sam Wong

    Chapter 24 Service improvement in paediatric dentistry. Halla Zaitoun

    Chapter 25 Reflections. Jeff Perring, Fiona Kew, Victoria Hemming, Sam Wong and Halla Zaitoun

    Part 5: System Transformation

    Chapter 26 Introduction. Jill Aylott and Ahmed Nassef

    Chapter 27 System Transformation for health and social care. Branko Perunovic

    Chapter 28 A strategy for engaging teams and motivating staff though system transformation. Rachael Baines, Prasad Godbole

    Chapter 29 Transforming Operating Theatre Services. Jill Aylott, Karen Kilner, Prasad Godbole, Adam Wolverson, Jayarama Mohan, Prabhakar Motkur, Ahmed Othman, Salma Noor, Milind Rao, Sudhaka Rao, Amit Shukla, Gurdip Samra, Mohit Gupta, Chloe Scruton

    Chapter 30 Transforming the emergency medicine workforce: a new hybrid with integrated speciality training and a competency based MBA. Prakash Subedi, Jill Aylott, Naushad Khan, Prosenjit Giri, Sanjay Sinha

    Chapter 31 Quality Improvement and System Transformation in Emergency Medicine. Elizabeth Hutchinson

    Chapter 32 Transforming the quality of hospital care through advocacy for people with a learning disability and or autism. Jonathan Sahu

    Chapter 33 Transforming services for patients with Spinal Cord Injury – a national review of standards and practice. Pradeep Thumbikat


    Jill Aylott is Consultant in Autism and CEO at the International Academy of Medical Leadership (IAML) and Head of Programmes for Medical Leadership, Social Care and Quality Improvement.

    Jeff Perring is Consultant Intensivist and Medical Director, Sheffield Children’s NHS Foundation Trust.

    Ann Chapman is Consultant/Clinical Director, NHS Lanarkshire; Honorary Clinical Associate Professor, University of Glasgow.

    Ahmed Nassef is Consultant Vascular Surgeon and Fellow in Endovascular Surgery at Australia North Shore Hospital (2016–2017) and currently Deputy Convener for the Royal College of Surgeons, Edinburgh.