One of the most dramatic moments have arrived in developing nations, and that is a changing demographic. To cope effectively it is necessary to think outside the box and adapt. Business processes need re-engineering to cope with increasing demand on health care and we need strong leaders with business skills to to evolve healthcare that is equitable for all.
want to learn and develop my leadership skills
So.....clinical leaders are motivated by agendas around improving care for patients and driving high professional standards. They are constantly walking ethical/moral tight ropes - for instance the imperative to discharge as many patients as possible to keep pressurised beds clear versus a duty of care to individual patients and their families who may not always feel safe to go home; the desire to save lives whilst at the same time recognising when someone is dying and aiming to give them as peaceful and dignified a death as possible; the balance between risk/harm and benefit of treatment. The need to use scarce resources wisely while doing the best for individual patients.
I did a an ethics and law masters and also teach applied healthcare ethics to professionals because I came to realise that every second patient I see comes with ethical and legal dilemmas.
The tricky thing with doctors/clinicians as leaders is when their leadership role comes into conflict with their clinical values and their time as leaders is taken up with pleasing regulatory agencies hitting performance standard, dealing with finance and often implementing policies/imperatives that openly conflict with their professional role - in turn lowering their credibility with clinical colleagues
A clear example (now looking quite different since Francis 2 but leading to "overspends") has been state registered nurses, on the nursing register but no longer working at the coalface with patients, on boards of trusts and being responsible for reducing the spend on nurses, whilst knowing full well how much pressure nurses at ward level are under. This puts them in a clear conflict of interest. Although its true that clinicians make most of the decisions that affect spend and most NHS spend Is on workforce, there is an argument for saying that clinical staff/practitioners as leaders should advocate for quality, safety, training, skills, morale etc but not be be responsible for budgets or for hitting performance targets or top down regulatory frameworks. There is a bigger argument that all pracctitioners in leadership roles should continue (as I and many doctor-leaders do) to practice clinically at the coalface alongside their leadership role to ensure that they are fully grounded in reality and not divorced from the coalface. The Kings fund leadership survey showed a big disconnect in perceptions of organisational health and performance between people at board level and the staff interacting daily with the customers. If you haven't watched "undercover boss" it shows this need beautifully. I would love to see "undercover chief nurse" - and in some hospitals the chief nurse could go undercover on the ward without needing a disguise