BMJ Leader最新文献

{"title":"How a National Health Service (NHS) hospital successfully designed a leadership programme for disabled staff.","authors":"Rasleen Kahai, Luke Blair, Robert Craig","doi":"10.1136/leader-2024-001143","DOIUrl":"https://doi.org/10.1136/leader-2024-001143","url":null,"abstract":"<p><strong>Background: </strong>Disabled staff are significantly underrepresented and face limited career opportunities within healthcare. This pilot study aimed to assess the feasibility and effectiveness of an internal positive action programme for disabled staff focusing on healthcare leadership, involving sessions from executive directors, combined with self-leadership through selected podcasts.</p><p><strong>Methods: </strong>In 2024, a course designed for disabled staff with a total of 10 leadership workshops was delivered by executive directors and matched with 10 self-leadership podcasts, supported by a reflective workbook. The programme's recruitment and retention were measured, as well as undertaking an embedded mixed methodology with quantitative and qualitative analysis to understand the effectiveness of the programme.</p><p><strong>Results: </strong>A total of 14 participants signed up for the programme from different disciplines and levels in healthcare. No participants dropped out of the programme. Self-reported scores on leadership, the ability to navigate the organisation and requesting reasonable adjustments were all shown to have improved after the leadership programme. Key takeaways for participants included better understanding of change management, advocacy, networking, new career pathways and the complexity of the National Health Service (NHS) system.</p><p><strong>Conclusion: </strong>Executive directors within provider organisations could take the lead on local and tailored positive action programmes, potentially improving disability leadership within the NHS.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147610187","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":"Sustained approach to understanding physician burnout through evaluation of an organisational well-being strategy.","authors":"Izzah Khairi, Sridevi Kundurthi, Treena Wilkie, Brian Lo, Tania Tajirian, Sanjeev Sockalingam","doi":"10.1136/leader-2025-001360","DOIUrl":"https://doi.org/10.1136/leader-2025-001360","url":null,"abstract":"<p><strong>Purpose: </strong>Identifying and addressing factors that impact physician well-being continues to be a challenge for healthcare organisations. In 2018, a physician well-being strategy was implemented at a large academic and teaching mental health hospital in Canada. This study examines physicians' uptake and experiences with organisational well-being initiatives, and their self-reported burnout and professional fulfilment in 2024.</p><p><strong>Methods: </strong>Physicians (n=123) were surveyed between April and June 2024. Survey questions included the Mini-Z and Stanford Professional Fulfillment Index (PFI) scales; assessments of respondents' participation in and perspectives on the organisation's well-being initiatives and open-ended questions eliciting factors influencing their burnout and well-being. Analyses comprised descriptive statistics, Fisher's exact tests and thematic analysis.</p><p><strong>Results: </strong>Survey response rate was 43.5%, with burnout rates at 20.7% (Mini-Z) and 23.4% (PFI) and professional fulfilment at 32.1% (PFI). Burnout was associated with job satisfaction and organisational dimensions, such as workload and autonomy, and professional fulfilment was associated with clarity of expectations. 56.9% of respondents participated in at least one initiative. Major factors contributing to physicians' well-being were workplace autonomy and meaningfulness (n=71/95), colleagues and teams (n=58/95) and factors outside of work (n=40/95); whereas the top factors contributing to burnout were workload and resources (n=68/90), electronic medical record-related or information technology-related factors (n=37/90) and patient care (n=36/90).</p><p><strong>Conclusions: </strong>Burnout and professional fulfilment are closely tied to individual and organisational factors. A responsive, holistic approach can better support institutions in meeting physicians' needs, and we propose a shift towards organisational engagement that centres physicians' experiences.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147595104","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 mirror: Discovering dyslexic leadership as a strategic asset in healthcare integration.","authors":"Joel Simon Phillips","doi":"10.1136/leader-2025-001279","DOIUrl":"https://doi.org/10.1136/leader-2025-001279","url":null,"abstract":"<p><strong>Background: </strong>Healthcare integration demands leaders who can navigate complex multi-organisational environments, yet understanding of how cognitive diversity contributes to leadership effectiveness remains limited. Dyslexia, a specific learning difference affecting how the brain processes language, is often viewed through a deficit lens despite emerging evidence of cognitive advantages, including enhanced pattern recognition and systematic problem-solving.</p><p><strong>Aim: </strong>To reflect on my personal journey of discovering how dyslexic cognitive patterns functioned as strategic assets in healthcare integration leadership, challenging deficit-based assumptions about neurodivergent leadership capabilities.</p><p><strong>Methods: </strong>This Leadership in the Mirror reflection draws on a qualitative intrinsic case study conducted during my MSc in Healthcare Leadership. The study involved semi-structured interviews with eight leadership team members across three NHS organisations, complemented by reflective analysis and team effectiveness measures using the Affina Team Journey questionnaire. Thematic analysis revealed patterns in how dyslexic traits influenced leadership practices and team outcomes.</p><p><strong>Findings: </strong>Four interconnected themes emerged: structured enablement (creating clear frameworks that enabled rather than constrained team development), reflective integration (using systematic analysis to bridge organisational boundaries), safe progress (building psychological safety through structured approaches), and measured transformation (enabling sustainable change through thorough planning). Team effectiveness improved across multiple dimensions, with role clarity increasing from 3.6 to 4.4 and inter-team working from 3.5 to 4.1 (on 5-point scales where 4.0+indicates effective team functioning).</p><p><strong>Conclusions: </strong>Traits commonly viewed as dyslexic limitations-systematic processing, need for structure, methodical analysis-proved to be leadership capabilities that enhanced team effectiveness in complex healthcare integration contexts. This challenges traditional deficit-based approaches to neurodivergent leadership development and suggests that cognitive diversity may be essential for navigating healthcare transformation challenges outlined in the 2025 NHS 10 Year Health Plan.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147594995","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":"Mitigating healthcare's contributions to climate change: the pivotal role of effective leadership and governance.","authors":"Maryam Vizheh, Carolynn L Smith, Hania Rahimiardabili, Janet C Long, Yvonne Zurynski, Jeffrey Braithwaite","doi":"10.1136/leader-2025-001328","DOIUrl":"https://doi.org/10.1136/leader-2025-001328","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147595049","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":"Developing the Learning Zone.","authors":"Iain Smith","doi":"10.1136/leader-2026-001551","DOIUrl":"https://doi.org/10.1136/leader-2026-001551","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2026-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147533395","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":"Community, courage, culture and care: a qualitative study exploring the experiences of planetary health leadership in the UK health context.","authors":"Rammina Yassaie, Carrie Stephenson","doi":"10.1136/leader-2024-001171","DOIUrl":"10.1136/leader-2024-001171","url":null,"abstract":"<p><strong>Background: </strong>Planetary health and the delivery of planetary healthcare are growing concerns for health and health institutions globally. While the leadership required to navigate this evolving arena is an area of increasing study, little research exists exploring the experience and perceptions of leaders in this field.</p><p><strong>Aim: </strong>This study aimed to explore the experiences and perceptions of leaders working towards planetary health in the UK health context, with a view to making recommendations on leadership and leadership development in this field.</p><p><strong>Methods: </strong>A qualitative study with 25 participants with experience of planetary health and/or planetary healthcare leadership. Virtual semistructured interviews were used for data collection and thematically analysed.</p><p><strong>Results: </strong>Six themes were identified: creating community; managing the scale of the challenge; morality; creating consensus; shaping culture and identity (as leader and/or as activist).</p><p><strong>Conclusions: </strong>This study highlights the relational, collaborative and moral aspects of leadership as central to the experience of planetary health leadership, offering recommendations for leadership educators to strengthen leadership development in this field. It also identified the critical need for the well-being needs of leaders navigating this emotive and uncharted territory to be appreciated and responded to, along with the importance of legitimising and professionalising action and leadership in this field.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"42-48"},"PeriodicalIF":1.7,"publicationDate":"2026-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC13151446/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144031882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transforming healthcare: the PEACH Approach to reducing emissions and achieving net-zero.","authors":"Casey Qian, Fiona Parascandalo, Iliya Khakban, Sujane Kandasamy, Russell de Souza, Myles Sergeant","doi":"10.1136/leader-2025-001244","DOIUrl":"10.1136/leader-2025-001244","url":null,"abstract":"<p><p>The healthcare sector has recognised its significant emissions and climate impact, and is beginning to address emission hotspots. However, implementing necessary changes while working with current stressors in the sector such as high patient volumes, limited resources, and staffing shortages, remains a challenge. PEACH Health Ontario (Partnerships for Environmental Action by Communities within Health care systems) was launched in 2021 to address this and has grown to a national scope of work with some of our initiatives. This paper outlines the 'PEACH Approach' to guide healthcare towards a net-zero future. This article describes how PEACH Health Ontario and the PEACH Approach were developed. We identify the various areas of healthcare sustainability that PEACH focuses on as well as our approach to collaboration and engagement across the sector. The PEACH Approach has led to the creation of specialty-specific green guidebooks, the Green Office Toolkit, and other knowledge mobilisation materials targeting system-wide transformation. These solutions are developed through multidisciplinary collaboration and knowledge translation, ensuring practical and evidence-based recommendations. The PEACH Approach drives a cultural shift in healthcare sustainability, creating solutions that lead to tangible outcomes. By using knowledge translation, providing practical solutions, and engaging with stakeholders, PEACH charts a course forward for both people and the planet.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"74-77"},"PeriodicalIF":1.7,"publicationDate":"2026-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC13151464/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145001556","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Attention-based view of leadership.","authors":"Amit Nigam, Zuhur Balayah","doi":"10.1136/leader-2024-001156","DOIUrl":"10.1136/leader-2024-001156","url":null,"abstract":"<p><strong>Background: </strong>Healthcare leaders' attention is stretched in healthcare organisations due to the large number of issues that they must respond to. Effectively attending to legitimate attentional demands, which involves deprioritising less important demands, is a defining feature of competent leadership.</p><p><strong>Method: </strong>This piece summarises key findings from research in the attention-based view, integrating its key findings with insights from conversations with healthcare leaders in executive education settings.</p><p><strong>Findings: </strong>The attention-based view develops three premises that explain how organisations structure and channel attention in ways that shape what organisations do: (1) given the scarcity of attention, where leaders focus their attention shapes what they do, (2) people's attention is situated (eg, in the work they do and the meetings they attend) and (3) organisations structure roles and communication channels in ways that shape who pays attention to what. Five lessons drawn from these premises are that leaders should: create an architecture that will address critical issues; be mindful of attentional networks; cultivate opportunities for voice; create attentional capacity and embrace creating attentional coherence as perhaps the core task of leadership.</p><p><strong>Conclusion: </strong>Given the diverse issues, people and demands that characterise contemporary healthcare organisations, effectively focusing attention on what matters is essential if organisations are to function well. A critical task for leaders is to prioritise for themselves and for everyone in their organisation the key issues that should be fundamental to, and hence merit attention from, everyone.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"17-20"},"PeriodicalIF":1.7,"publicationDate":"2026-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144022852","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":"Developing nursing and allied health professional leaders: the wider impact of a professional development initiative on leadership.","authors":"Gemma Phillips, Claire Armitage, Katherine Hawker, Kelly Barber, Deanne Rennie, Lizelle Bernhardt","doi":"10.1136/leader-2024-001111","DOIUrl":"10.1136/leader-2024-001111","url":null,"abstract":"<p><strong>Background: </strong>Effective leadership is necessary across healthcare systems to ensure person-centred safe and effective care delivered by a workforce that is empowered to flourish. Similarly, research is essential to underpin evidence-based clinical practice to optimise the quality of care provided. It is important to develop the capacity and capability of the healthcare workforce to become effective clinical and research leaders; however, there are challenges. The creation of fellowship programmes such as the Director of Nursing and Allied Health Professions (AHPs) Fellowship was inspired by this need to support the skill development of these clinicians.</p><p><strong>Aims: </strong>To report the experiences of nurses, midwives and AHPs (NMAHPs) completing the Director of Nursing and AHP Fellowship programme; a 1-year development programme focussing on leadership, research and quality improvement. To describe the broader impact of the fellowship on NMAHP leadership. To consider the implications of the fellowship on the fellows and the wider organisation and healthcare system.</p><p><strong>Methods: </strong>The evaluation consisted of surveys and focus groups with fellows and mentors supporting them. These included clinical mentors, academic mentors, quality improvement advisors and improvement partners.</p><p><strong>Findings: </strong>The following four themes were identified from the survey and focus group data: leadership development, networking and relationships, collaborative working and communication.Fellows' development within the programme translated into multiple clinicians securing new job roles in clinical leadership positions, and key learning has been incorporated into future iterations of the programme.</p><p><strong>Conclusion: </strong>High-quality patient care relies on the support of research and implementation of evidence-based practice. Investment in the leadership of clinicians is key to promoting a culture of high-quality patient care and evidence-based practice. The Director of Nursing and AHP fellowship contributes to the development of nurses and AHPs implementing national priorities optimising patient care.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"27-33"},"PeriodicalIF":1.7,"publicationDate":"2026-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144022469","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 Preceptorship: Allied Health Professional programmes as a catalyst for early career support and development.","authors":"Hannah Laura Tomkins, Felicity Anne Devereux","doi":"10.1136/leader-2025-001312","DOIUrl":"10.1136/leader-2025-001312","url":null,"abstract":"<p><strong>Background: </strong>This article evaluates the impact of the allied health professions (AHPs) leadership within the Oxleas NHS Foundation Trust AHP Preceptorship Programme on early career professionals. Preceptorship, defined as structured support during career transitions, is recognised as crucial for developing confidence and autonomy among healthcare workers. While extensive research supports the benefits of preceptorship in nursing, limited evidence exists for AHPs.</p><p><strong>Aim: </strong>To explore the effects of the Oxleas AHP Preceptorship Programme on early career AHPs.</p><p><strong>Method: </strong>Using a mixed-methods approach, the study surveyed AHPs enrolled in the programme to explore its effects on retention, confidence, continuing professional development and AHP leadership support.</p><p><strong>Findings: </strong>Key findings include the positive influence of a community of practice in reducing feelings of isolation and creating a sense of belonging, with 92.3% of participants reporting that the programme contributed to their retention. The leadership of AHP-specific preceptorship leads, external to clinical teams, was identified as pivotal in providing tailored support.</p><p><strong>Conclusion: </strong>Despite its limitations, including a small sample size, the study highlights the value of a dedicated AHP preceptorship programme in improving early career support and development. The findings emphasise the importance of structured support for AHPs and suggest that further research is needed to explore the broader impact of such programmes across different healthcare settings.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"109-112"},"PeriodicalIF":1.7,"publicationDate":"2026-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145208002","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}