BMJ Leader最新文献

{"title":"Leveraging the <i>BMJ Leader</i> to grow a healthcare management and leadership praxis in Africa.","authors":"Pugie Chimberengwa, Shrikant M Peters, Hargovan Mumta, Jibril Bello, Uba Dennis, Jamiu O Busari, Brian Chirombo","doi":"10.1136/leader-2026-001541","DOIUrl":"https://doi.org/10.1136/leader-2026-001541","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147784028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Novel approach to teaching empathic leadership using heuristics.","authors":"Jeremy Howick, Amber Bennett-Weston, Jodi Halpern, Ivan Browne, Danielle Burnett, Harry Dudson, Lucy Duncombe, Ashok Handa, Sean Henegan, Richard Holland, Kerry Hood, Celia Ingham Clark, Mayur Lakhani, Gregory Maniatopoulos, Joseph Manning, Carolyn May, Daniel McDonald-Smith, James Mountford, Albert G Mulley, Austin O'Carroll, Nakul Patel, Aswin Sayiram, Sarah Styles, Rich Withnall, Cleo White, Bent Flyvbjerg","doi":"10.1136/leader-2025-001448","DOIUrl":"10.1136/leader-2025-001448","url":null,"abstract":"<p><strong>Introduction: </strong>National Health Service (NHS) failures at Mid-Staffordshire, Shrewsbury and Telford, and East Kent reached the same conclusion: leaders who fail to listen and understand put patients at risk. The NHS response has been to promote compassionate leadership. Yet, compassion often entails emotional merging, which can blur boundaries and lead to fatigue. By contrast, empathic leadership and curiosity-driven perspective-taking, rather than emotional merging, offers a promising new way forward. Yet no practical method exists to teach empathic leadership. To fill this gap, we aimed to develop heuristics ('rules of thumb') for empathic leadership and create a course to teach them.</p><p><strong>Methods: </strong>21 healthcare leaders attended a structured workshop. Using established heuristic development and curriculum design methods, participants generated, refined and prioritised heuristics for empathic leadership, then co-designed a training course to teach them.</p><p><strong>Results: </strong>The group produced 35 heuristics and prioritised 12, including 'Listen first, speak last', 'Say sorry', and 'Walk the shop floor'. A one-day interprofessional empathic leadership course was then co-designed, featuring experiential learning, role play and implementation planning.</p><p><strong>Conclusion: </strong>We identified and prioritized heuristics for empathic leadership and produced a course to teach them. The short course may support healthcare leaders to strengthen empathic leadership in practice.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147677437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Refining the definition of clinical informaticians: a structured approach.","authors":"Grace Williams, Rebekah Eden, Robyn King","doi":"10.1136/leader-2025-001434","DOIUrl":"https://doi.org/10.1136/leader-2025-001434","url":null,"abstract":"<p><strong>Background: </strong>This study addresses the existing ambiguity in available definitions of clinical informatician, a challenge that complicates academic literature and practical applications in healthcare. The objective of the study is 'How can the role of clinical informaticians be clearly defined to resolve existing ambiguities and support their evolving function within healthcare systems?'</p><p><strong>Method: </strong>Employing a six-step concept definition process, this research synthesises existing literature and expert feedback to develop a comprehensive definition. Through analysing publicly available academic and practitioner literature and 21 semistructured interviews with experts working in clinical informatics, a definition of clinical informaticians is derived.</p><p><strong>Results: </strong>This study derives a formal definition of clinical informaticians: clinical informaticians leverage their dual expertise in technical and clinical domains to optimise health information technologies and data, and their use to enhance patient care across the healthcare system.</p><p><strong>Conclusion: </strong>This refined definition clarifies the professional boundaries and offers a framework for future role development in a rapidly evolving healthcare landscape.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147783959","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Working apart together: relational leadership, role attribution and power dynamics in hospital crisis management during COVID-19.","authors":"Arjan Verhoeven, Pieterbas Lalleman, Erik Van de Loo, Henri Marres","doi":"10.1136/leader-2024-001201","DOIUrl":"https://doi.org/10.1136/leader-2024-001201","url":null,"abstract":"<p><strong>Objectives: </strong>This study examined how relational leadership and role attribution were perceived by key professionals (eg, physicians, nurses, managers, board members) in the crisis management teams of one academic medical centre. Furthermore, we explored the role of hierarchy and power dynamics when crisis management took over responsibility.</p><p><strong>Design: </strong>The research design was qualitative-interpretive with the use of Relational Leadership Theory. We followed an abductive and iterative research approach using observations, document analysis and semi-structured interviews as main methods.</p><p><strong>Results: </strong>Physicians occupied all key leadership roles in the crisis management structure, with their suitability for these positions unquestioned. Role attribution was shaped by formal expertise and informal networks, based on long-standing relational ties.Within the physicians' group, perceptions of each other's leadership abilities varied, with specific crisis competencies linked to individual traits. Despite the hierarchical, command-and-control presentation, much of the work occurred through emergent deliberative processes and informal networks. Power dynamics were continuously negotiated between professional groups, revealing tensions between hierarchical authority and collaborative crisis management.</p><p><strong>Conclusions: </strong>Drawing on healthcare professionals' experiences during the COVID-19 pandemic, this study demonstrates that effective crisis management extends beyond formal training and established hierarchies. Our findings show how relational leadership practices and power dynamics shape collective crisis responses, highlighting the importance of adaptive, relational leadership for strengthening organisational resilience and responsiveness.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147783964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Process is the message: reflections on leadership search committees in academic medicine.","authors":"Alan D Rogers","doi":"10.1136/leader-2025-001518","DOIUrl":"https://doi.org/10.1136/leader-2025-001518","url":null,"abstract":"<p><strong>Background: </strong>Leadership appointments in academic medicine are often judged by outcome: who was appointed, who was not and whether the institution appears satisfied with the result. Experience observing leadership searches suggests that the process by which leaders are selected may matter more than the eventual outcome, as it shapes trust, morale and institutional legitimacy.</p><p><strong>Reflection: </strong>Search committees represent moments in which institutional values are tested under pressure. Committee composition, definitions of merit, recruitment practices, management of disagreement and communication all signal whether a process is genuine or performative. Opaque or inconsistent processes erode trust even when outcomes appear defensible. Transparent and disciplined processes, by contrast, can preserve legitimacy despite disagreement.</p><p><strong>Lessons for practice: </strong>Best practice includes defining the role and criteria in advance, ensuring representative and empowered committees, standardising evaluation processes, broadening recruitment meaningfully, communicating clearly and using external supports to strengthen rigour rather than create the appearance of it. Search committees do more than appoint leaders: they reveal how institutions understand fairness, power and themselves.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147783989","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Less transactional, more collaborative: rethinking value in healthcare procurement.","authors":"Veronica Vecchi","doi":"10.1136/leader-2025-001419","DOIUrl":"https://doi.org/10.1136/leader-2025-001419","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147783926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Do medical professional identities and identification predict organisational performance? Comparing senior psychiatrists in two mental health trusts.","authors":"Graeme Martin, Harry Staines, Christian Hosker","doi":"10.1136/leader-2025-001481","DOIUrl":"https://doi.org/10.1136/leader-2025-001481","url":null,"abstract":"<p><strong>Background: </strong>Medical engagement is critical to high-performing organisational cultures in healthcare. However, the current literature on medical engagement is under-theorised and fails to take into account the role and impact of medical professional identities and identification in explaining organisational culture and performance in healthcare.</p><p><strong>Aim: </strong>We provide and test an alternative theoretical explanation of medical engagement as professional identity and identification problems, rooted in doctors' responses to changing configurations of institutional logics in healthcare.</p><p><strong>Methods: </strong>We conducted a cross-sectional, exploratory survey study comparing two UK National Health Service (NHS) mental health trusts with contrasting Care Quality Commission (CQC) ratings. Senior psychiatrists (n=119) employed at both trusts; 61 (Trust A) and 58 (Trust B) completed the survey (response rate: ~50% in both). Doctors' perceptions of institutional logics, medical professionalism, senior leadership and organisational identification were assessed using a questionnaire previously validated across senior doctors in all specialties in the UK. Organisational identification scores were compared across trusts, and predictors identified using multiple regression.</p><p><strong>Results: </strong>Psychiatrists in the CQC higher-rated trust reported significantly greater acceptance of hybrid (managerial, financial and political) logics in decision-making, higher confidence in medical and managerial leaders and stronger organisational identification (each p<0.05). Multiple regression analysis (<i>R²</i>= 0.662) indicated doctors' identification with their trusts was independently associated with positive views on leadership quality, a balance between clinical and managerial priorities and willingness to integrate evolving definitions of medical professionalism into their identities. Importantly, psychiatrists in the higher-rated trust were also more likely to recommend their employer as a good place to build a medical career (p<0.01), which is a strong indicator of behavioural identification.</p><p><strong>Conclusions: </strong>Medical professional identities and identification with their organisations enable high-performing mental health trusts by encouraging senior psychiatrists to integrate hybrid institutional logics and leadership roles into their professional identities. Leadership quality and organisational culture are also key mechanisms linking identification and performance.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147692562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Calm in chaos: leadership lessons on psychological safety from humanitarian and emergency care.","authors":"Mohamad Hamim Mohamad Hanifah, Jubaida Paraja","doi":"10.1136/leader-2025-001505","DOIUrl":"https://doi.org/10.1136/leader-2025-001505","url":null,"abstract":"<p><strong>Context: </strong>Leadership is often conceptualised within stable healthcare systems, yet its most revealing moments arise when those systems fracture. Humanitarian and emergency care environments-marked by uncertainty, scarcity and cultural complexity-strip leadership of formal scaffolding and expose its human foundations.</p><p><strong>Aim: </strong>This reflective narrative explores how leadership understanding was reshaped through humanitarian deployments, with particular attention to psychological safety, humility, adaptability and empowerment, and considers how these behaviours translate into everyday healthcare leadership practice.</p><p><strong>Approach: </strong>Using narrative reflection and experiential synthesis, the author draws on de-identified critical incidents from humanitarian deployments in Bangladesh, Myanmar, Afghanistan and Lebanon. These experiences are examined through established frameworks of psychological safety, compassionate leadership, cultural humility and experiential learning-not as empirical case studies, but as sites of transformative professional learning.</p><p><strong>Key insights: </strong>Across diverse crisis settings, effective leadership emerged less from hierarchy or technical authority than from relational presence and shared vulnerability. Four inter-related behaviours consistently shaped practice: cultivating psychological safety by modelling uncertainty; practising humility to recognise and elevate local expertise; adapting creatively when protocols and resources failed and deliberately transferring agency to others to enable sustainable leadership capacity. These behaviours fostered trust, sustained morale and built capability that endured beyond individual missions.</p><p><strong>Implications: </strong>The leadership qualities forged in humanitarian crises are not exclusive to extreme contexts. They offer transferable insights for emergency departments, multidisciplinary teams and healthcare systems operating under sustained pressure. This reflection suggests that leadership in high-stakes environments is fundamentally a human practice-grounded in connection, trust and shared responsibility.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147640027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Systems thinking in global health: are we targeting the right people? Insights from the launch of the SYSTAC Europe Forum.","authors":"Claudia Truppa, Abeer S Ahmad, Katrine J Chamorro De Angeles, Amanda Quintana, Rachel Cassidy, Anna Duchenko, Carmen Sant Fruchtman, Daniel Cobos Muñoz, Karl Blanchet, Dell Saulnier, Sabine Margarete Damerow","doi":"10.1136/leader-2024-001054","DOIUrl":"https://doi.org/10.1136/leader-2024-001054","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147640063","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Global leadership for existential challenges: findings from the third meeting of the Commonwealth Leadership Institute.","authors":"Jonathon Robin Gray, Ben Collins","doi":"10.1136/leader-2025-001494","DOIUrl":"https://doi.org/10.1136/leader-2025-001494","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147616858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}