Medical Leadership: A Toolkit for Service Development and System Transformation

Description

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. Cover Half Title Title Copyright Contents Foreword Contributor bios Part 1 A global emergent context for medical leadership 1 An introduction 2 ‘Leadership’ and ‘medical leadership’ 3 Quality improvement as the goal of medical leadership 4 Understanding patient experience as a clinical leader 5 Primary care and general practice: medical leadership for all 6 A theoretical model to engage doctors in medical leadership Part 2 Medical leadership 7 An introduction 8 Medical leadership and reducing health inequalities 9 Medical leadership and reducing variation in healthcare 10 Developing and analysing effective teams 11 A strategy for engaging primary and secondary care doctors in medical leadership 12 Medical engagement – strategies for engagement from the ‘grass roots’ 13 Leadership diagnostics and reflections on personal leadership development Part 3 Improvement science, medical leadership and measurement for improvement 14 An introduction 15 Data analysts building capability in partnership with medical leaders 16 Root cause analysis and simulation to improve quality 17 Leadership diagnostics for self-awareness and bespoke course design 18 Medical leadership and the use of data for a continuous quality improvement collaborative (CQIC) in an accident and emergency department 19 Developing a human transplantation health service in Nepal with ethical and moral medical leadership Part 4 Service development 20 An introduction 21 ‘Patient reported outcome measures’: we have barely started to walk let alone run 22 Service improvement to reduce early deaths of children in hospital: the design of an electronic observation system 23 Innovations in person-centred service redesign for young carers 24 Service improvement in paediatric dentistry 25 Reflections on service improvement by medical leaders Part 5 System transformation 26 Introduction to critical issues in health system transformation 27 System transformation for health and social care 28 A strategy for engaging teams and motivating staff through system transformation 29 Transforming operating theatre services with medical leadership 30 Transforming the emergency medicine medical workforce: a new ‘hybrid’ doctor with integrated speciality training and a competency-based Fellowship in Quality Improvement (FQim) 31 Quality improvement and system transformation in emergency medicine 32 Transforming the quality of hospital care through advocacy for people with a learning disability and/or autism 33 Transforming services for patients with spinal cord injury – a national review of standards and practice Index