BMJ Leader最新文献

{"title":"Leadership competencies for women college presidents at health professions focused institutions: a Delphi study.","authors":"Caroline Suzan Zeind, Bobbie Ann Adair White, Yoon Soo Park, Anne W Thompson","doi":"10.1136/leader-2025-001471","DOIUrl":"https://doi.org/10.1136/leader-2025-001471","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149207959","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":"Psychological safety in postgraduate medical training: a systematic review of barriers and facilitators.","authors":"Wayne Hsueh, Belinda Guo, Caitlin Tjoa, Madhulikaa Sarjapuram Niranjan, Tamika Baker, Hayley Mallinder, Rebecca Deans, David Greenfield, Brigitte Gerstl","doi":"10.1136/leader-2025-001284","DOIUrl":"https://doi.org/10.1136/leader-2025-001284","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149184843","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":"Pushing the needle for equity and justice: Art and creative works take the stage at BMJ Leader.","authors":"Ming-Ka Chan, Janice St John-Matthews, Sian Reece, Rachel Gemine, Nagina Khan","doi":"10.1136/leader-2025-001509","DOIUrl":"https://doi.org/10.1136/leader-2025-001509","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149184819","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":"Leadership in the intensive care unit: an international perspective.","authors":"Pamela Mercado Velázquez, Alfredo Vazquez-Sandoval, Alejandro C Arroliga, Guillermo Dominguez Cherit, José A Baltazar-Torres, Juan G Mejía, Yael S Cristalinas Pacheco, Bobbie Ann Adair White","doi":"10.1136/leader-2026-001604","DOIUrl":"https://doi.org/10.1136/leader-2026-001604","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149184885","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":"Evaluating virtual and in-person leadership development delivery in healthcare.","authors":"Amanda Woods Herron, Katelyn J Cavanaugh, Michelle Figliuolo Deveau, Tong J Gan, Denise M Rhodes, Courtney L Holladay","doi":"10.1136/leader-2024-000994","DOIUrl":"https://doi.org/10.1136/leader-2024-000994","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149168801","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":"Coaching as a professional development tool for improving the well-being and engagement of medical specialists: a scoping review.","authors":"Edwina Anne Coghlan, Owen Bradfield, Matthew Spittal, Marie Bismark","doi":"10.1136/leader-2026-001589","DOIUrl":"https://doi.org/10.1136/leader-2026-001589","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149170643","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":"Reciprocal mentoring for inclusivity: an opportunity for simultaneous individual learning and organisational culture change.","authors":"Alice Harpur, Charu Chopra","doi":"10.1136/leader-2025-001384","DOIUrl":"https://doi.org/10.1136/leader-2025-001384","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149138323","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":"Career anchors of Finnish chief physicians' career pathways to leadership.","authors":"Sari Huikko-Tarvainen","doi":"10.1136/leader-2025-001330","DOIUrl":"https://doi.org/10.1136/leader-2025-001330","url":null,"abstract":"<p><strong>Purpose: </strong>Physician leaders' impact on healthcare leadership is well documented, yet factors influencing their progression into leadership roles remain less explored. This study investigates the career paths of Finnish chief physicians, focusing on the career anchors influencing their transitions into leadership roles.</p><p><strong>Methods: </strong>A twofold approach drew on interviews with 15 Finnish chief physicians. The author used deductive content analysis, guided by Schein's Career Anchor theory, to analyse responses according to the eight career anchors: general managerial competence, technical/functional competence, entrepreneurial creativity, autonomy/independence, security/stability, service/dedication, pure challenge and lifestyle. Subsequently, the author performed a quantification analysis of the results.</p><p><strong>Results: </strong>General managerial competence (14/15) and technical/functional competence (9/15) emerged as the most frequently identified career anchors, reflecting the interplay of leadership aspirations and clinical expertise. Other anchors, including security and stability, pure challenge, service and dedication, autonomy and independence, and lifestyle, were less prominent but still evident, highlighting the multifaceted nature of career decision-making and reflecting participants' commitment to addressing complex problems and contributing to organisational and societal goals. Lifestyle considerations emphasised the importance of balancing professional aspirations with personal and familial responsibilities. Entrepreneurial creativity did not clearly emerge, though minor signs were detectable, indicating that founding new enterprises is not central for physician leaders in public hospital contexts. Participants typically advanced incrementally, first developing medical expertise in their specialties and then advancing into leadership roles, with mentorship and formal leadership training facilitating their transition.</p><p><strong>Conclusion: </strong>Career pathways to chief physician positions are shaped by an interplay of personal traits, professional preparation, mentorship and situational opportunities. Leadership aspirations and clinical expertise constitute the primary career anchors, while other factors provide additional, though less dominant, influence. These findings emphasise the value of structured leadership education, mentorship and tailored career development strategies to support physicians in successfully transitioning into leadership roles within healthcare organisations.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149115997","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":"Using collaborative leadership and interdisciplinary pathways towards achieving national recommendations. Excellent results from 1884 rapid MRI scans for 'suspected scaphoid fracture'.","authors":"Scarlett McNally, Smriti Kapoor, Martin Gerard Sambrook, Natasha Bocchetta","doi":"10.1136/leader-2026-001638","DOIUrl":"10.1136/leader-2026-001638","url":null,"abstract":"<p><strong>Introduction: </strong>National Institute of Clinical Effectiveness (NICE) guidance mandated early MRI scans for suspected scaphoid fractures in 2016. In national surveys, only 15% of NHS Emergency Departments achieve this. Missed fractures may require bone grafting surgery for non-union. NHS litigation costs are high. Conversely, over-treatment harms patients' lifestyle and income.</p><p><strong>Methods: </strong>With leadership across Orthopaedics, Radiology and the Emergency Department, we co-created a rapid MRI pathway for suspected scaphoid fractures at site A. We defined the technical specification for a 5 min MRI scan.100 patients from site A were compared with 100 from site B (traditional pathway).Features driving successful implementation are highlighted.Medical students helped analyse scan results, requests and demographics.</p><p><strong>Results: </strong>Statistically significantly fewer clinic appointments and fewer late diagnoses occurred at the rapid MRI site compared with the traditional site.Key features included:Working across staff groups (radiology/orthopaedics/emergency departments/receptionists/radiographers/clinic-booking/casting).Co-creating a pathway and clear proforma for Emergency staff to request MRI scans, including prompts for smoking cessation, splinting and patient information with QR codes.Using educational videos for induction.Pathway including a 2-week Orthopaedic fracture clinic appointment to review scan results and individualise treatment.Over 8 years, 1884 rapid MRI scans were performed on 1871 patients aged 9 to 102. This is the largest global series of suspected scaphoid fractures. There were no missed fractures. Diagnoses were: 13.2% scaphoid fracture positive, 21.6% other injury, 27.3% other condition, 22.6% minor injury with pre-existing condition and 15.2% normal scan. 74.0% were requested by Emergency department nurses or doctors. 47% of patients were over age 50, with 8.4% positive (17.4% positive in patients aged up to 50). 57% were female, with 8.9% positive (18.9% positive in male patients).</p><p><strong>Conclusion: </strong>Guidance mandating NHS standards may not achieve change. Co-creating a successful pathway needs gentle clinical leadership, local organic solutions, patient-centredness and responsive cross-professional team-working.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149002712","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":"Rising competition for non-training resident doctor posts in the NHS: an FOI-based analysis from the Midlands.","authors":"Allan Cameron, Lauren Taylor, Laura Miller","doi":"10.1136/leader-2026-001601","DOIUrl":"https://doi.org/10.1136/leader-2026-001601","url":null,"abstract":"<p><strong>Background: </strong>Competition for UK medical training posts has increased substantially over the past decade, but little is known about competition for non-training resident doctor roles.</p><p><strong>Methods: </strong>We conducted a Freedom of Information request-based study of National Health Service (NHS) trusts in the Midlands to examine competition ratios for non-training resident doctor (senior house officer and middle-grade) posts between 2024 and 2025. Of the 42 trusts contacted, 14 (33%) responded and 9 (21%) provided data complete enough for analysis.</p><p><strong>Results: </strong>Aggregate mean competition ratios rose from 84 to 195 applicants per vacancy for senior house officer posts, and from 28 to 59 for middle-grade posts, between 2024 and 2025, across nine trusts. At individual-trust level, ratios reached as high as 714 (senior house officer) and 152 (middle-grade) applicants per vacancy in 2025. These levels exceed competition ratios reported for specialty training programmes.</p><p><strong>Conclusions: </strong>This study provides the first empirical evidence of substantial and rising competition for non-training resident doctor posts. These findings have significant implications for workforce planning, leadership decision-making and the sustainability of non-training resident doctor roles within the NHS.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2026-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149115950","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}