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.
Table of Contents
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.