Summary of the Main Ideas Presented and a Critical Analysis of the Content
Mannix, Wilkes, & Daly, (2013) define clinical leadership as a terminology which in a nutshell summarizes the concept of clinical healthcare staff conducting the roles of leadership: promoting values and vision, setting, inspiring and making use of their clinical knowledge to ascertain the requirements of the patients are the core point of focus to the organization’s objectives and delivery. Davidson, Elliott, & Daly, (2006) emphasizes the responsibility of clinical leaders in transforming clinical services and enhancing quality for excellence. Efficient clinical leadership is vital at every level and ought not to be seen as a responsibility of one person. All clinicians are invited to participate in all leadership practices such as championing innovation, making policies and ensuring that they are implemented. Many researchers and authors have explored the issue of clinical leadership and undeniably most of them have succeeded in encapsulating the primary concepts which fall under this field. The theoretical works of some of these writers will be the main focus of this paper. Primarily, theses sources have been selected based on when they were published, qualifications of the authors, as well as the span of the content coverage. Two peer reviewed journal articles, two online books, and one web site article will be used to compose an annotated bibliography.
Summary of the Main Ideas Presented and a Critical Analysis of the Content
Mianda and Voce in this research article point out that clinical leadership takes an important role in creating a safe and healthy clinical work environment as well as ensuring quality patient care. Owing to the frequent poor patient care and extreme occurrences in health centers globally, activists have resolved to promote and call for strong clinical leadership. These authors conclude that clinical leadership responsibilities can be shared amongst frontline healthcare providers, irrespective of the rank held in the organizational chain of command, to ensure positive patient outcomes. The content of this article is well backed up with evidence and thus it provides a reliable description on the concept of clinical leadership. With a close look at the methodologies used to reach at the conclusion one can comprehend that clinical leadership is a key success factor in the current healthcare practices. However, it is worth noting that it is not a role of a single person rather it should be seen as a responsibility of everybody. Mianda and Voce present their arguments in a chronological manner without any flaws. Nonetheless, the research has various gaps which the researchers have identified such as a constrained range of articles that reported conceptualizations of clinical leadership used in the literature review
Mianda and Voce base their research on a systematic quantitative literature review of materials published between 2004 and 2016 that were obtained from search engines such as EBSCOhost and Google scholar, Electronic databases and electronic journals. This particular review was carried out to investigate conceptualizations of clinical leadership in the literature, from the viewpoints of frontline healthcare providers. The results after interpretation showed that clinical leadership unlike health service management is conceptualized as a role to be done by every frontline healthcare administer with a direct contact with patients, irrespective of their rank in the organizational hierarchy. The authors use evidence established by actual researches in diverse settings such as Australia, UK, Ireland, and New Zealand. These studies involved mainly primary data from the field and thus they had ample prove supporting the arguments of Mianda and Voce. They were all designed to identify, investigate, define or capture the viewpoints of frontline healthcare providers on the issue of clinical leadership. Needless to say, this source has helped me augment my understanding of the clinical leadership concept. It has a well structured flow of ideas which has enabled me to acquire a deeper comprehension of this particular subject. Every topic which the researchers have touched on is critical to my entire understanding of conceptualizations of clinical leadership.
In this article the authors point out that despite the tremendous transformations and reforms which have been achieved in the health sector, there is the need for leadership. This leadership should significantly originate from doctors and other clinicians whether they have any managerial role or not. The researchers argue that with a successful implementation of clinical leadership, other integral components of healthcare such as timely care delivery, system efficiency and integrity, as well as achievement of health reform objectives will be attained with ease. Just like Mianda and Voce, Daly et al also argue that all frontline healthcare professionals have a critical role to play in fulfilling leadership roles. They conclude that effective clinical leadership comes along with optimal hospital performance and thus it is an important constituent in the healthcare system. These researchers unlike others who have investigated this topic have discussed various barriers which hinder a successful implementation of clinical leadership. They include lack of incentives, clinical cynicism, poor preparation and communication among others. Therefore, I find this content more comprehensive and wide-ranging as opposed to other readings I have done. Daly et al present their arguments and viewpoints clearly without any flaws and at the same time filling any gap in their subject matter. Their ideas are well elaborated with easily understandable words devoid of any form of bias or prejudice.
Primarily, the arguments and ideas expressed in this particular article are based on a literature review of articles addressing the issue of clinical governance. Besides, the authors use actual events and occurrences in hospital settings to reinforce their arguments and as well build their data collection methodology. Information gathered from various sources is recapitulated into various concepts such as clinical leadership in contemporary health care, the facilitators and barriers to effective clinical leadership in the hospital sector, preparation for clinical leadership roles, and the roles of hospitals in contemporary health care. Apparently, the crucial step in bringing any change in the health sector is addressing various challenges or barriers which hamper the revolutionization process. In so doing the organization implements strategies meant to bring change with ease. Daly et al in this work interpret their gathered information with a substantial focus on the barriers which hinder clinicians from executing clinical leadership stratagems. Despite the advantages that accrue to an organization with effective clinical leadership, some do not succeed in implementing it owing to these barriers. They suggest that heath centers should aim to address these barriers so as to augment the quality of clinical leadership in hospital care. Generally speaking, this article has enhanced my overall understanding of the clinical leadership concept. It has answered a key question which has been lingering in my mind that is why hospitals fail to implement this component despite its merits. The answer is they face several challenges which in this source are termed as barriers to achieving effective hospital-based clinical leadership. Going forward, I now understand that for health institutes to successfully ensure clinical leadership is in existence, they must address these barriers and how they hamper their efforts.
According to Swanwick and McKimm, healthcare is delivered by organizations that differ significantly in purpose, funding, and size. Actually, health services are increasingly administered by various groups of organizations collaborating together. In order to fully fulfill the health requirements of the 21st century, it is broadly believed that administers of healthcare are obliged to initiate local integrated care schemes, with leadership provided by the most knowledgeable clinicians and managers. Therefore, in this book the authors give an introduction to approaches, issues taken, and challenges encountered by clinical leaders while leading both the systems and healthcare organizations. Swanwick and McKimm make use of different approaches such as referring to researches conducted beforehand to compose the content of this book. They have also used own experiences as well as that of other healthcare specialists to demarcate in detail the issue of clinical leadership, its advantages as well as challenges which slow down its full implementation.
Conclusion
Their opinions are well organized and there is a commendable flow of arguments and ideas. The authors do this without taking sides or portraying any form of bias whatsoever. However, while composing their work, the authors quote some information from archaic materials and thus chances of leaving some gaps in the research. Many changes must have taken place as far as clinical leadership is concerned and referring to information contained in materials published in 195s will automatically leave some niches which have been filled over that time. Mainly the authors use supporting materials as evidence to their ideas and arguments. Apart from citing them where necessary in different sections of the book, they also explain them by providing their details. Besides, test evidence provided in their secondary data to support their ideas and arguments. This particular book has given a thorough and comprehensive understanding of clinical leadership. Unlike other materials which I have used before, this one provides the users with some leadership approaches which can be used in regard to their respective suitability in an organization. Different theories and concepts revolving around clinical leadership are demarcated to enhance a systematic comprehension of this subject matter, its significance, applicability, and essentialness in the contemporary health setting. In addition, the authors apply clinical frameworks and models, an aspect which enables me to vividly memorize nearly everything they have discussed.
In this particular book, Stanley explores various definitions of clinical leadership, the characteristics of outstanding clinical leaders, as well as features less likely to be linked to clinical leadership. He also looks at who clinical leaders may be, and outlines the implications healthcare centers when understanding and acknowledging clinical leaders. The book suggests that if an institute-or indeed the whole health service- is to adapt and advance, there is an urgent need to figure out who clinical leaders are and to comprehend how they view themselves or are perceived by others. Stanley also points out a number of attributes which clinical leaders should portray such as clinical expertise, effective communication and interpersonal skills, empowerment and respect for others, he or she is able to drive change, make care better, and provide quality care. Despite the many definitions advanced to describe clinical leadership, all of them narrow down and lay more emphasize on excellent outcomes for patients. This means that regardless of how an organization defines clinical leadership, concentration should always be focused on the patient being served and in so doing everything else will just fall into place.
As opposed to other readings I have done, Stanley’s book touches on an imperative point which should not be overlooked or underestimated whenever talking about clinical leadership. I dot disagree that leadership in an organization is not a role of one person but rather an obligation to everybody. Nonetheless, a leader as Stanley explains should have some special skills which enable him or her to carry out his leadership duties with ease. A leader for instance, should have the skills to mobilize and teamwork with other people. He or she should have the capability to bring about change and development. Honestly not every person in an organization setting can be a leader because not everybody who possess leadership qualities. This is why Stanley in this book says that there is much more understanding of clinical leadership needed not just superficial definitions and views which simply encompass a handful of what it entails. I therefore find Stanley’s work more educative and useful to my understanding of this topic. Unlike most of the authors who concentrated on this subject he is able to draw a deeper and more detailed analysis of what clinical leadership is.
Stanley presents his ideas and arguments in a clear manner devoid of any flaw or bias. Throughout his work he proves to be an objective writer. Mainly this author uses underlying literature and statistics to support his claims regarding the topic of clinical leadership. Other writers who have extensively explored this subject work as reliable sources for Stanley’s work. He also tests their claims in order to substantiate them and reinforce every opinion he puts across in the book. Some of these features Stanley uses in his work have helped me sharpen my overall understanding of the clinical leadership topic. His usage of diverse approaches such as models, equations and models make it easy for any reader to easily comprehend everything he touches on. He even goes an extra mile and cites information from other disciplines discussing in detail the issue of leadership in an organization. However, as he finalizes the work he says that change is never simple even when a model is integrated. There are so many change management frameworks, approaches, and models that encroach or overlap on the theories and methods of others. In this respect, selecting a change model or a set of them is crucial if clinical leaders are to come up with effective strategies for change. Nevertheless, Stanley argues that transformation is not an easy thing to bring about and it never simply an issue of applying or selecting a model. He proposes various factors which are vital for clinical leaders in effecting change. These include having a clear sense of the goals, having a vision where the organization is supposed to go, valuing other people skills and knowledge, and communicating clearly.
In this particular article, Fenton discusses why clinical leadership is vital in the current nursing world. He cites that real clinical leaders do not do things the normal way. Instead they go further and look for a better way. Exceptional clinical leaders endeavor to do things the right away, to make sure their coworkers and support service providers habitually do the right and ethical things for patients. Proper implementation of clinical leadership the organizational system normally helps reduces extreme occurrences such as poor patient experiences, low staff morale, and higher rates of incidents. Just like Stanley, Fenton hints that leaders must have some special or unique attributes which enable them to be seen as leaders. These include, caring values, emotional agility, and physical intelligence and resilience. Leaders must be confident enough to mobilize change, find and deliver novel approaches of enhancing care pathways and have an unceasing quest to do better.
Fenton in an attempt to build her content in this article mainly uses experience and other professional’s sentiments. At the start, for instance, she cites Florence Nightingale’s words: Let whoever is in charge keep this simple question in her head … how can I provide for the right thing to be always done?” However, it is prudent to note that the content in this article cannot be easily comprehended especially by a layman. Vigilance is needed for a reader to understand Fenton’s point of view regarding the topic of clinical leadership. Unlike other readings I have done before, this work can in a way contradict a reader. So a thorough and attentive reflection is needed for one to understand fully what the author entails. That said, it is also important to note that she presents here viewpoints and arguments in a chronological manner without bias. While explaining why contemporary hospitals need clinical leadership, Fenton does not take sides. There are quite a number of issues concerning clinical governance which the author fails to discuss and this appears as gaps in her work. She only emphasizes on a few points such as the importance of clinical leadership and the qualities of a leader but fails to mention crucial ones like barriers which hinder its successful implementation.
Fenton uses direct quotations from other health practitioners like Florence Nightingale as evidence to her arguments which follow thereafter. Florence Nightingale is a renowned statistician, an English reformer and a core founder of the modern nursing. She died aged 90 in 1910 after making substantial contributions in this field. Apart from quotations, Fenton cites her personal reflection on clinical leadership in nursing and midwifery to demarcate more on the roles of a leader in a healthcare setting. She also backs up her ideas using statistics and models being applied currently in various health units. I found her ideas and arguments useful since they help expand my understanding of clinical leadership topic. Content of this article has further enabled me to grow and develop my knowledge on what I perceive as effective clinical leadership.
Conclusion
The select materials which have been discussed in this annotated bibliography all address a similar topic: clinical leadership. All of them associate it with optimal hospital performance. Clinical leadership is allied to a broad array of healthcare functions and it is a vital component of an organizational system. Some of the resources explain various qualities which a clinical leader should have such as proper communication and interpersonal capabilities which allow them to be outstanding in their leadership roles. They also note that clinical leadership should not be left to a single person rather it should be viewed as a responsibility of all and sundry. Earlier on it was seen as a responsibility of a manager but nowadays all clinicians are being invited to take part in leadership practices. The importance of this particular topic is increasingly seen as important being acknowledged. As a result, its focus has risen and now practitioners are looking into ways through which clinical leaders can be easily supported and developed to address policy agendas like quality improvement and patient safety.
References
Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 6, 75-83.
Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. (2014). The importance of clinical leadership in the hospital setting. Journal of Healthcare Leadership, 6, 75-83.
Fenton, K. 2012. ‘What is clinical leadership?’ Nursing Times. Retrieved from: https://www.nursingtimes.net/clinical-archive/leadership/what-is-clinical-leadership/5045399.article
Mianda, S., & Voce, A. S. (2017). Conceptualizations of clinical leadership: a review of the literature. Journal of healthcare leadership, 9, 79.
Stanley, D. (2016). Clinical leadership in nursing and healthcare: Values into action. John Wiley & Sons.
Swanwick, T., & McKimm, J. (2017). ABC of clinical leadership. John Wiley & Sons.
Mannix, J., Wilkes, L., & Daly, J. (2013). Attributes of clinical leadership in contemporary nursing: an integrative review. Contemporary Nurse, 45(1), 10-21.
Davidson, P. M., Elliott, D., & Daly, J. (2006). Clinical leadership in contemporary clinical practice: implications for nursing in Australia. Journal of Nursing Management, 14(3), 180-187.
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