Leadership with a small “l”
BMJ 2010; 340 doi: https://doi.org/10.1136/bmj.c483 (Published 27 January 2010) Cite this as: BMJ 2010;340:c483
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Sir,
We read with interest Richard Bohmer’s views on leadership (Bohmer, R
Leadership with a small “l”, BMJ 2010; 340:c483). Bohmer is correct in
identifying the impediment to doctors in recognising themselves as
leaders, a factor that is often not acknowledged in today’s NHS and during
training.
In a survey carried out by the BMA, only 18% of junior doctor
respondents said that medical leadership for junior doctors is strongly
supported and promoted in their workplace (32% neither agree nor disagree,
50% disagree or strongly disagree), whilst 30% agree that leadership in
general is promoted at their workplace. This contrasts with consultant/SAS
doctors, of whom 40% felt that leadership in general is promoted in their
workplace (1).
Results may be better for patients if clinicians take on leadership
roles within multi-disciplinary teams and junior doctors in the UK should
be actively encouraged to pursue such roles, which provides a valuable
insight into running NHS services. One practical way of encouraging junior
doctors to become involved in leadership roles may be to highlight the
seats on an employer's Local Negotiating Committee specifically allocated
to juniors. Taking up these places can only be of mutual benefit, as the
organisation gets a fresh perspective from a worker who can bring examples
of best practice from previous places of work, and the junior can gain
exposure to the realities of the running of healthcare services, preparing
them for consultanthood" With the current financial constraints facing the
NHS, a solid appreciation of the mechanics of the NHS together with access
to leadership and management training for junior doctors may help optimise
the services and care provided by clinicians in the future.
Sincerely,
Shree Datta
Chair, JDC
Ayesha Rahim
Deputy Chair, JDC
(1) www.bma.org.uk/.../speakingupforpatientsmay2009_tcm41-186796.doc
Competing interests:
Shree Datta - Current Chair of JDC
Ayesha Rahim - Current Deputy Chair of JDC
Competing interests: No competing interests
Too many clinical leaders?
Sir,
You state that: ‘…practising doctors simply do not think of
themselves as leaders…’ (Bohmer R: Leadership with a small “l” BMJ 2010;
340:c483). I beg to differ, in the UK anyway. Being a clinical leader is
the new badge being competed for by most.
We have a plethora of leadership schemes for doctors, mainly tailored
towards the ‘big L’ but also a fair splattering of ‘small l’ endeavours –
such as online leadership courses etc. The range of courses, fellowships
and other entities that seem to be linked to leadership in some way is
vast.
It is not clear what we are going to do with all these ‘leaders’ in 5
-15years time. The CEO of the NHS made it clear he wants to see a
doctor’s name on every shortlist for CEO positions in every hospital. I
think his vision will be realised, but with such a mosaic of leadership
experiences and training, I’m unclear where it will take us.
Many years ago in the NHS I’m led to believe that doctors had a lot
of control; this was scaled back by non-medical managers. This paradigm
is quickly changing. Yet, I wonder whether the new clinical leaders are
up to the challenge that awaits them? I dread the possible media
headlines as we say goodbye to the next government circa. 2020: ‘so called
clinical leaders ruin health service, new cadre of non-medical managers
harness control to protect patients!’
Sincerely
Douglas Noble
Competing interests:
None declared
Competing interests: No competing interests