Exploring team working in dentistry using a process model of team effectiveness

This article explores team working in the context of dentistry in the UK. It uses an input-process-output model of team effectiveness as a framework to analyse the key issues and determine a possible way forward. The article outlines possible barriers to effective team working revealed by the application of this model. It is argued that collaborative working is important and may be facilitated by shared leadership. It discusses the implications of this and how this may be developed

Exploring team working and shared leadership in multi-disciplinary cancer care

The purpose of this paper is to explore the relevance of shared leadership to multi-disciplinary cancer care. It examines the policy background and applies concepts from shared leadership to this context. It includes discussion of the implications and recommendations. This is a conceptual paper examining policy documents and secondary literature on the topic. While it focuses on the UK NHS it is also relevant on other countries given they are following a broadly similar path with regard to multi-disciplinary working The paper suggests that shared leadership is a possible way forward for multi- disciplinary cancer care, particularly as policy developments are supportive of this. It shows that a shared perspective is likely to be beneficial to the further development of multi-disciplinary working Adopting shared leadership needs to be explored further using appropriate empirical research the paper offers comments on the implications of introducing shared leadership and makes recommendations including being aware of the barriers to its implementation The paper offers an alternative view on leadership in the health care contex

Exploring a shared leadership perspective for NHS doctors

Purpose – The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice. Design/methodology/approach – This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries. Findings – This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform. Practical implications – To highlight the benefits and barriers to shared leadership for doctors. Originality/value – Offers an alternative to traditional approaches to leadership

Shared leadership in integrated care networks: the case of hub and spoke networks in oral and maxillofacial surgery (OMFS) in the English NHS

The purpose of this paper is to explore leadership in the context of the hub and spoke network in oral and maxillofacial surgery (OMFS) in the English NHS. This paper is a conceptual paper using literature relating to the antecedents of shared leadership and relevant policy documents pertaining to both NHS policy and the development of oral and maxillofacial surgery (OMFS). The paper is informed, theoretically by the conceptual lens of shared leadership. The paper identifies the challenges that may be faced by policymakers and those involved in the hub and spoke network in developing shared leadership. It also reveals the implications for policymakers in developing shared leadership The paper is conceptual. It is acknowledged that this is a preliminary study and further work will be required to test the conceptual framework empirically. The paper discusses the policy implications of developing leadership in the hub and spoke network. As networks are of interest internationally this has wider relevance to other countries There is limited research on the antecedents of shared leadership. In addition, the conceptual framework is applied to a new policy contex

The shift to integrated care in the NHS: implications of the new care models for dentistry

This article explores the implications for dentistry of the policy of integration and collaboration in health and social care. In particular, it explores the advantages and disadvantages for dentistry of involvement in one of the new integrated care models currently being piloted, and the barriers and enabling factors that may need to be addressed if dentistry is to become involved. We argue that the advantages may outweigh the disadvantages and such involvement may be necessary at least in the longer term, otherwise there is a risk of missed opportunities and the possibility of dentistry being left out of major policy decisions affecting health and social care. However, such involvement of dentistry would require a considerable change to its current form and organisation. Any involvement will require the commitment and agreement of the dental profession, and its active engagement in the decision making process

Exploring leadership in the context of dentistry in the UK

Purpose The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK. Design/methodology/approach This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK. Findings The paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists, and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes. Research limitations/implications The paper points out there are developmental implications depending on the particular approach taken,. It argues that leadership development will become increasingly important in dentistry in the UK. Originality/value The paper addresses a topic that has so far received limited attention in the literatur

Strategy and the strategic role of GPs in the NHS

This article explores strategy and the strategic role of the GP in the new NHS. It highlights the importance of understanding the strategic context of the NHS, following the successful passage of the Health and Social Care Bill. It applies contrasting views on strategy: top-down, rational vs 'bottom-up' emergent approaches to characterise strategy in the NHS. It suggests that it may be possible to explore strategy using the integrated model of strategy devised by Johnson et al (2011). In so doing, strategy is conceptualised in terms of: strategy as context; strategy as content or choice; and strategy in action, or as enacted by key actors. It highlights the practical implications for GPs as key actors involved in strategy, particularly those involved in clinical commissioning groups (CCGs)

Exploring leadership effectiveness: nurses as clinical leaders in the NHS

Purpose – The purpose of this paper is to explore leadership effectiveness, with reference to nurses in the UK National Health Service (NHS). Design/methodology/approach – The paper is literature based. It explores the history and policy background to nurse leadership. It reviews a range of approaches to leadership and applies the theoretical findings to the case study of nurse leaders Findings – The paper suggests there are several inter-related aspects to consider in relation to developing the effectiveness of nurse leaders – these may be grouped around: developing core competencies; developing emotional intelligence; developing readiness and motivation; developing contextual sensitivity; and developing clinical innovation and change. Practical implications – The paper discusses the implications of the findings for the leadership development of nurses and makes recommendations. Originality/value – The paper attempts to incorporate the insights from a variety of different approaches to leadership and apply them to nurse leaders in the UK NHS

Clinical leadership in UK health care: exploring a marketing perspective

Purpose – The purpose of this paper is to explore the application of marketing in health care, and in particular to assess its relevance to clinical leadership in the UK NHS. Design/methodology/approach – The paper discusses a marketing perspective using literature and policy material. Findings – The paper suggests that a marketing perspective is relevant in the UK NHS. Health service reforms have created a market in which choice and competition are levers for improving performance. Central to this is the notion of patient choice. Marketing is a way of exploring these issues. The paper suggests that there may be resistance to ideas originating from the private sector, and this needs to be overcome. Practical implications – Marketing offers a framework and a set of techniques with which to improve organisational performance and ensure a focus on quality in meeting the needs of the patient. The new payment-by-results funding system ensures that money follows patients. Providers will need to focus on quality to attract patients and track resulting funding streams. Originality/value – The paper demonstrates that private sector methods and techniques are relevant in the public sector, although one must take into account differing contexts