Are We There Yet? Models of Medical Leadership and their effectiveness

Summary of the report's findings:

Background

Medical leadership in the NHS has attracted increasing attention among politicians of all parties. Previous studies have analysed the evolution of medical leadership, particularly since the Griffiths report of 1983, but there is no comprehensive and up to date picture of how doctors are currently involved in leadership roles. This study therefore fills a gap in knowledge in an important area of health policy.

Aims

The main aims of the study are to provide an up to date picture of the nature and range of medical leadership structures in NHS trusts in England; to analyse how different structures operate in practice and the processes at work within these structures, for example between doctors, nurses and managers; and to relate evidence on structures and processes to available data on organisational performance.

Methods

The study uses a mixed method approach involving a questionnaire survey of NHS trusts in England; case studies of nine NHS trusts that responded to the survey; and the use of the Medical Engagement Scale in these case studies to establish the extent to which doctors feel engaged in the work of their organisations. The results of the Medical Engagement Scale are related to available data on organisational performance.