BMJ Leader最新文献

{"title":"Future of medical leadership in the age of artificial intelligence.","authors":"Vincent Q Sier","doi":"10.1136/leader-2024-001155","DOIUrl":"https://doi.org/10.1136/leader-2024-001155","url":null,"abstract":"<p><p>In the dynamic landscape of modern healthcare, the rise of artificial intelligence (AI) is revolutionising leadership roles by challenging established skill sets. Effective integration of AI relies heavily on adept balancing of rapid technological advances and ethical concerns, ensuring patient welfare and equitable access to care. In this context, strategies such as continuous learning, ethical prioritisation, leadership development and inclusive AI adoption are essential. By adopting a human-oriented approach, healthcare leaders can effectively harmonise technological progress and advance societal well-being.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144019463","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":"Current landscape and future directions: a cross-sectional study of diversity among dermatology leadership in Canada.","authors":"Grace Xiong, Ted Zhou, Reetesh Bose, Monica Li, Boluwaji Ogunyemi, Mohannad Abu-Hilal","doi":"10.1136/leader-2024-001130","DOIUrl":"https://doi.org/10.1136/leader-2024-001130","url":null,"abstract":"<p><strong>Background/objectives: </strong>Medical leadership and education which reflects the diversity of patient populations are crucial to equitable healthcare experiences and outcomes. This study aims to assess the current landscape of diversity in dermatology leadership and educational curricula in Canada. We also sought to collect and summarise recommendations made by current dermatology leaders about how to improve diversity in the field.</p><p><strong>Methods: </strong>This cross-sectional study assessed the self-reported racial/ethnic backgrounds and Fitzpatrick skin types of Canadian dermatology leaders. Individuals who held one or more leadership positions in the past 10 years were identified and sent an anonymous, online survey. Respondent's demographic information and perspectives on diversity in dermatology were analysed with proportions and thematic analysis, respectively.</p><p><strong>Results: </strong>The survey response rate was 50.0% (55/110). 65.5% (36/55) of respondents identified as White/Caucasian. More respondents identified as having Fitzpatrick skin types 1-2 (65.5%) compared with Fitzpatrick skin types 3-6 (34.5%). More respondents (68.9%) holding leadership positions in national, provincial or regional societies identified as White/Caucasian compared with leaders in academic or research roles (56.5%). Most respondents believed that Black, Indigenous and people of colour are not sufficiently represented in Canadian dermatology leadership and that skin of colour is not adequately represented in dermatology educational curricula.</p><p><strong>Conclusions: </strong>Our study suggests a potential underrepresentation of racial and ethnic minorities in Canadian dermatologists in national, provincial and regional society leadership positions. Most Canadian dermatologists previously or currently holding leadership roles believe that further efforts are necessary to improve equity, diversity and inclusion in the field.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144047617","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":"Teaching health systems leadership and innovation to physicians.","authors":"Savithiri Ratnapalan, Abi Sriharan, Geoffrey Anderson, Isser Dubinsky, Benjamin Tb Chan, Tina Smith, Sara Allin, Devrim Sen, Christina Lopez, Zoe Downie-Ross, Ajantha Nadarajah, Audrey Laporte","doi":"10.1136/leader-2024-001098","DOIUrl":"https://doi.org/10.1136/leader-2024-001098","url":null,"abstract":"<p><strong>Background: </strong>A master's programme in Health Systems Leadership and Innovation was launched in 2016 to integrate health systems science and innovation management within the medical education continuum.</p><p><strong>Objectives: </strong>To identify faculty and staff perceptions of tailoring the programme to accommodate potential future learning needs as a continuous quality improvement initiative of the programme.</p><p><strong>Methods: </strong>A combination of two qualitative research methodologies was used: (1) a situational analysis to explain context and (2) a collaborative autoethnographic approach to understand the evolution of the programme and future directions. Faculty and staff involved with the programme were invited to participate after obtaining institutional research ethics approval. In conducting a collaborative autoethnography, all authors are participants who narrate, analyse and theorise about their individual and or collective experiences.</p><p><strong>Results: </strong>Nine faculty and three staff members narrated their perceptions of the programme. The situational analysis identified major internal and external actors, major processes and external actants relevant to the programme. It also outlined the multiple overlapping social arenas where the students, faculty and staff were situated through a social world map and differing positions of the authors with respect to the programme's future learners. The master narrative identified an urgent need for internal and external communications about the programme and to revisit course delivery methods. The authors were divided in their opinion as to whether the programme should continue to cater to undergraduate medical students or focus on physicians or have learners from multiple educational levels in the same class.</p><p><strong>Conclusions: </strong>The programme needs marketing, continuous course assessments and revisions to ensure visibility and relevance. The programme offers a flexible pathway for students at different stages in the career path from novice medical students to consultant physicians, and tensions related to the level of medical education hierarchy in the class are being managed by the faculty.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144056698","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":"Physician burn-out, transformational and servant leadership.","authors":"Aston Wan","doi":"10.1136/leader-2024-001060","DOIUrl":"https://doi.org/10.1136/leader-2024-001060","url":null,"abstract":"<p><strong>Background: </strong>Physician burn-out was associated negatively with physicians' health, patient outcomes and healthcare system performance. Reducing physician burn-out may potentially benefit physicians and patients, improve healthcare performance and reduce societal healthcare costs.</p><p><strong>Aim: </strong>The purpose of this study was to clarify the relationship between transformational and servant leadership behaviours and physician burn-out.</p><p><strong>Methods: </strong>A cross-sectional, non-experimental quantitative correlation study was conducted using scores on the Maslach Burnout Inventory, Global Transformational Leadership Scale and Servant Leadership Behaviour Scale-6-item Short Form. The data were obtained by an online survey of physicians working at a metropolitan hospital in Australia.</p><p><strong>Results: </strong>82 physicians participated in the study. The result showed significant correlations between transformational and servant leadership and lower physician burn-out, particularly in supporting fellow physicians' personal accomplishments, a burn-out construct (Pearson r=0.42 and 0.32, respectively). Among the constructs of transformational leadership, leaders who are clear about their values and demonstrate them in their actions correlate strongly with the constructs of burn-out. In servant leadership behaviours, helping subordinates generate meaning out of everyday work was the most influential factor in fellow physicians' burn-out. The finding may be related to the effects of observing the positive values and actions of their supervisor and the physicians' own understanding of the value of their work.</p><p><strong>Conclusions: </strong>A positive role model and the meaning of everyday work could be protective against physician burn-out. Positive role modelling and mentorship may be relevant in physician supervisor training. Encouraging physicians to discover meaning from their everyday work may help to promote physician well-being.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143774580","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":"Impact of humble leadership on attitudes to error disclosure: the mediating role of psychological safety and safety climate in Australian veterinary practices.","authors":"Luiz C P Santos, Wendy Goodwin, Michelle McArthur","doi":"10.1136/leader-2024-001149","DOIUrl":"https://doi.org/10.1136/leader-2024-001149","url":null,"abstract":"<p><strong>Background: </strong>Medical errors, while prominent in healthcare as one of the leading causes of mortality, remain a relatively unexplored area in veterinary medicine. The nature and frequency of such errors in this field are rarely reported or discussed, presenting a significant gap in understanding and improvement of veterinary practices. It is in this context that the importance of leadership styles emerge. Humble leadership involves acknowledging one's own limitations, actively seeking feedback and learning from it, and appreciating others' strengths and contributions. Such a leadership style has been linked to increased openness and error disclosure in various fields - a crucial step in mitigating medical errors.</p><p><strong>Purpose: </strong>This study investigates the association between humble leadership and error disclosure in veterinary medicine, with a particular focus on the mediating role of psychological safety and safety climate.</p><p><strong>Methods: </strong>A total of 669 responses were collected from veterinary staff across Australia to analyse the impact of leadership style on error disclosure. Model 4 of Hayes' PROCESS macro in SPSS was employed to analyse the effect of humble leadership on staff's attitudes towards error disclosure and the mediating effects of psychological safety and safety climate.</p><p><strong>Results: </strong>Humble leadership had a positive influence on psychological safety (β 0.66, p<0.001) and safety climate (β 0.48, p<0.001). Furthermore, both psychological safety and safety climate significantly impacted staff's attitudes towards error disclosure (β 0.07, p<0.001; β 0.22, p<0.001, respectively). The study showed that humble leadership did not influence staff's attitudes towards error disclosure directly. Rather, the influence of humble leadership appears to be channelled through its positive effects on psychological safety and the safety climate.</p><p><strong>Conclusion: </strong>Humble leadership fosters a safe environment and encourages a mindset of psychological safety among staff, which in turn leads to more positive attitudes towards error disclosure.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143765295","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":"What's in a leader? Association of perceived leadership effectiveness and psychological safety among clinical physician faculty.","authors":"Celestine He, Eleonore de Guillebon, Saadia Akhtar, Robert H Pietrzak, Jonathan Ripp, Lauren Peccoralo","doi":"10.1136/leader-2024-001163","DOIUrl":"https://doi.org/10.1136/leader-2024-001163","url":null,"abstract":"<p><strong>Objective: </strong>To identify leadership qualities associated with psychological safety among physician faculty in a large medical centre in New York City.</p><p><strong>Patients and methods: </strong>An anonymous, institution-wide cross-sectional survey was sent to all physician faculty with clinical responsibilities between July and September 2022. Demographic and occupational characteristics were assessed. Perceived leadership effectiveness was measured with the nine-item Mayo Leadership Index and psychological safety was measured using the seven-item Fearless Organisation Questionnaire. Multivariable logistic regression analyses were conducted to determine associations between leadership, psychological safety, and demographic and occupational correlates of psychological safety.</p><p><strong>Results: </strong>Of 3086 eligible clinical faculty members, 867 (28.1%) physicians with clinical responsibilities participated. On average, 57.6% of physicians reported that their workplace was psychologically safe and the majority agreed with items on the Mayo Leadership Index (60.0%-84.5%), the most prevalent being 'treats me with respect and dignity,' 'employs me to do my job' and 'encourages employees to suggest ideas for improvement.' In a multivariable model, higher overall leadership index scores were positively associated with psychological safety scores.</p><p><strong>Conclusions: </strong>Greater perceived leadership effectiveness was positively associated with psychological safety among clinical physician faculty at a large, urban hospital. These results suggest that organisational investment in promoting leadership effectiveness may have positive downstream effects on healthcare delivery, burn-out and attrition rates.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143765310","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":"General practice leadership: an extension of the consultation.","authors":"Andy Brooks","doi":"10.1136/leader-2024-001058","DOIUrl":"https://doi.org/10.1136/leader-2024-001058","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143732160","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":"Leading across healthcare silos: why relational leadership matters?","authors":"Rachel Hawley, Tony Wall","doi":"10.1136/leader-2023-000859","DOIUrl":"10.1136/leader-2023-000859","url":null,"abstract":"","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"1-3"},"PeriodicalIF":1.7,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139730692","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":"Digital innovative healthcare during a pandemic and beyond: a showcase of the large-scale and integrated Saudi smart national health command centre.","authors":"Muaddi F Alharbi, Mohammmed Senitan, Dalia Mominkhan, Sidney Smith, Maram ALOtaibi, Michal Siwek, Tim Ohanlon, Fahad Alqablan, Sarah Alqahtani, Mohammed K Alabdulaali","doi":"10.1136/leader-2023-000890","DOIUrl":"10.1136/leader-2023-000890","url":null,"abstract":"<p><strong>Introduction: </strong>The increasing frequency of pandemics, demand for healthcare and costs of healthcare services require efficient health systems with integrated care via a command centre that ensures a centralised and coordinated approach to exercise effective leadership.</p><p><strong>Description: </strong>We present a case study using the conceptual framework of Franklin to describe the novel system-based engineering approach of the Saudi National Health Command Centre (NHCC) including its features and outcomes measured.</p><p><strong>Discussion: </strong>The NHCC is structured into four departments and four zones with real-time data integration and visualisation on 88 dashboards. To empower leadership, it harnesses artificial intelligence affordances such as machine learning algorithms to enhance functionality, decision-making processes and overall performance. This allows for the rapid assessment of available resources and to monitor healthcare system efficiency at diverse levels of clinical and system indicators. Enhanced proactive capacity management has contributed to reducing lengths of stay, average supply chain lead time and surgery waiting list; early bending of the COVID-19 curve resulting in a low mortality rate; increasing bed capacity; deploying medical staff and mechanical ventilators rapidly; rolling out the COVID-19 vaccination programme and improving patient satisfaction.</p><p><strong>Conclusion: </strong>Integrating a healthcare system with a command centre provides healthcare leaders with the necessary infrastructure to create synergy between people, processes and technologies. This substantially improves both patient and service outcomes. It also allows for immediate care coordination and resource allocations and safeguards ease of access to care.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"83-87"},"PeriodicalIF":1.7,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC12038150/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141724574","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":"Future-ready healthcare leadership: the revised International Hospital Federation competency model.","authors":"Sylvia Basterrechea, Jan C Frich, Andrew N Garman","doi":"10.1136/leader-2023-000925","DOIUrl":"10.1136/leader-2023-000925","url":null,"abstract":"<p><strong>Background: </strong>Major global trends are reshaping health services delivery, and preparing current and future healthcare leaders requires an understanding of these trends. A well-designed leadership competency model can provide guidance for individuals, as well as for system-level leadership development and integration programmes.</p><p><strong>Objective: </strong>To describe the process of updating the International Hospital Federation's (IHF) Global Healthcare Management Competency Directory.</p><p><strong>Methods: </strong>Revisions were informed by a recent foresight study of major trends in health services delivery, and an evidence-informed framework of leadership competencies. The original framework competencies were reviewed by 45 subject-matter experts from 30 countries and regions, who provided feedback through electronic surveys and online interviews. We incorporated this iterative feedback to revise the framework design, competencies within the framework and their associated behavioural descriptions.</p><p><strong>Results: </strong>A total of 45 subject-matter experts from 30 countries and regions participated in 1 or more phases of the survey process. The resulting leadership competency model includes 32 competencies organised into a framework of 6 domains: values, self-development, execution, relations, context management and transformation.</p><p><strong>Conclusion: </strong>The updated IHF Leadership Model provides a robust, evidence-based and up-to-date resource for assessing and developing future-ready healthcare leaders.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"80-82"},"PeriodicalIF":1.7,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC12038115/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141447214","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}