TY - JOUR
T1 - Professional identity : enabler or barrier to clinical engagement?
AU - Kippist, Louise
AU - Fitzgerald, Janna Anneke
PY - 2014
Y1 - 2014
N2 - The purpose of this paper is to obtain a better understanding of how leadership is enacted by hybrid doctor-managers (DMs) as well as what engagement strategies hybrid doctor-managers use with their clinical colleagues that may influence organisational objectives being met. This paper provides empirical insights into how hybrid doctor-managers, in their leadership role, engage with their clinical colleagues. The findings suggest that in only a few cases, doctor-managers combine both their organisational and clinical leadership role. As clinical experts, they naturally take on a clinical leadership role, but many fall short in also taking on a managerial leadership role, working towards organisational objectives, such as meeting the key performance indicators, promoting an efficient use of resources and leading organisational change initiatives. We also found that doctor-managers do not have clear role descriptions and that doctors lack managerial qualifications. The results of this study support the proposal that conformity in how the doctor-manager role is implemented would be of benefit to the health care organisation. The creation of the hybrid doctor-manager role is the main strategy for health care organisations to engage clinicians with health reform initiatives through organisational goals and objectives. To accomplish such engagement, a defined job description with clear role responsibilities and accountabilities is needed. Through understanding what influences the engagement strategies of doctor-managers, it is suggested that closer attention to recruitment and training is required and wanted. This study supports the recommendation that management and leadership training are an essential requirement when recruiting appointees to a hybrid doctor-manager role.
AB - The purpose of this paper is to obtain a better understanding of how leadership is enacted by hybrid doctor-managers (DMs) as well as what engagement strategies hybrid doctor-managers use with their clinical colleagues that may influence organisational objectives being met. This paper provides empirical insights into how hybrid doctor-managers, in their leadership role, engage with their clinical colleagues. The findings suggest that in only a few cases, doctor-managers combine both their organisational and clinical leadership role. As clinical experts, they naturally take on a clinical leadership role, but many fall short in also taking on a managerial leadership role, working towards organisational objectives, such as meeting the key performance indicators, promoting an efficient use of resources and leading organisational change initiatives. We also found that doctor-managers do not have clear role descriptions and that doctors lack managerial qualifications. The results of this study support the proposal that conformity in how the doctor-manager role is implemented would be of benefit to the health care organisation. The creation of the hybrid doctor-manager role is the main strategy for health care organisations to engage clinicians with health reform initiatives through organisational goals and objectives. To accomplish such engagement, a defined job description with clear role responsibilities and accountabilities is needed. Through understanding what influences the engagement strategies of doctor-managers, it is suggested that closer attention to recruitment and training is required and wanted. This study supports the recommendation that management and leadership training are an essential requirement when recruiting appointees to a hybrid doctor-manager role.
KW - health services management
KW - physicians
UR - http://handle.uws.edu.au:8081/1959.7/uws:28825
UR - http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=99647000&site=ehost-live&scope=site
M3 - Article
SN - 1444-7053
VL - 14
SP - 27
EP - 48
JO - Employment Relations Record
JF - Employment Relations Record
IS - 2
ER -