Nicol Edward D, Mohanna Kay, Cowpe Jenny
Clinical Leadership Academy, Clinical Education Centre, Staffordshire ST4 6QG, UK
Department of Postgraduate Medicine, Keele University, Staffordshire ST5 5BG, UK.
J R Soc Med. 2014 Jul;107(7):277-286. doi: 10.1177/0141076814527274. Epub 2014 Jul 10.
Clinicians are being asked to play a major role leading the NHS. While much is written on about clinical leadership, little research in the medical literature has examined perceptions of the term or mapped the perceived attributes required for success.
To capture the views of senior UK healthcare leaders regarding their perception of the term `clinical leadership' and the cultural backdrop in which it is being espoused.
UK Healthcare sector PARTICIPANTS: Senior UK Healthcare leaders METHODS: Twenty senior healthcare leaders including a former Health Minister, NHS Executives, NHS Strategic Health Authority, PCT and Acute Trust chief executives and medical directors, Medical Deans and other key actors in the UK medical leadership arena were interviewed between 2010 and 2011 using a semi-structured interview technique. Using grounded theory, themes were identified and subsequently analysed in an attempt to answer the broad questions posed.
Not applicable for a qualitative research project RESULTS: A number of themes emerged from this qualitative study. First, there was evidence of changing attitudes among doctors, particularly trainees, towards becoming involved in clinical leadership. However, there was unease over the ambiguity of the term 'clinical leadership' and the implications for the future. There was, however, broad agreement as to the perceived attributes and skills required for success in healthcare leadership.
Clinical leadership is often perceived to be doctor centric and 'Healthcare Leadership' may be a more inclusive term. An understanding of the historical medico-political context of the leadership debate is required by all healthcare leaders to fully understand the challenges of changing healthcare culture. Whilst the broad attributes deemed essential for success as a healthcare leaders are not new, significant effort and investment, including a physical Healthcare Academy, are required to best utilise and harmonise the breadth of leadership talent in the NHS.
临床医生被要求在英国国家医疗服务体系（NHS）中发挥主导作用。虽然关于临床领导力的著述众多，但医学文献中很少有研究考察对这一术语的看法，或梳理出成功所需的公认特质。
了解英国资深医疗领导者对“临床领导力”这一术语的看法以及其被倡导的文化背景。
英国医疗行业
英国资深医疗领导者
2010年至2011年间，采用半结构化访谈技术，对20位资深医疗领导者进行了访谈，其中包括一位前卫生部长、NHS管理人员、NHS战略健康管理局人员、初级保健信托基金及急症信托基金的首席执行官和医疗主任、医学院院长以及英国医疗领导领域的其他关键人物。运用扎根理论，确定主题并随后进行分析，以试图回答所提出的宽泛问题。
不适用于定性研究项目
这项定性研究出现了一些主题。首先，有证据表明医生，尤其是实习医生，对于参与临床领导力的态度正在发生变化。然而，对于“临床领导力”这一术语的模糊性及其对未来的影响存在不安。不过，对于医疗保健领导力成功所需的公认特质和技能存在广泛共识。
临床领导力通常被认为是以医生为中心的，而“医疗保健领导力”可能是一个更具包容性的术语。所有医疗领导者都需要了解领导力辩论的历史医学政治背景，以充分理解改变医疗文化的挑战。虽然作为医疗领导者取得成功所必需的宽泛特质并非新鲜事物，但需要做出重大努力并投入资金，包括建立实体医疗学院，以最佳地利用和协调NHS中广泛的领导人才。
