Medical consultants’ experience of collective leadership in complexity: a qualitative interview study

Carroll, A., McKenzie, J. ORCID: https://orcid.org/0000-0002-2444-6264 and Collins, C. (2024) Medical consultants’ experience of collective leadership in complexity: a qualitative interview study. Journal of Health Organization and Management, 38 (9). pp. 297-312. ISSN 1477-7266 doi: 10.1108/JHOM-04-2023-0104

Abstract/Summary

Purpose – The aim of this study was to explore and understand the leadership experiences of medical consultants prior to a major hospital move. Health and care is becoming increasingly complex and there is no greater challenge than the move to a new hospital. Effective leadership has been identified as being essential for successful transition. However, there is very little evidence of how medical consultants experience effective leadership. Design/methodology/approach – Aqualitative methodology was utilized with one-to-one semi-structured interviews conducted with ten medical consultants. These were transcribed verbatim and analyzed using inductive thematic analysis. The research complied with the consolidated criteria for reporting qualitative research (COREQ). Findings – Four themes were found to influence medical consultants’ experience of leadership: collaboration, patient centredness, governance and knowledge mobilization. Various factors were identified that negatively influenced their leadership effectiveness. The findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants. Research limitations/implications – This study provides a rich exploration of medical consultants’ experience of collective leadership prior to a transition to a new hospital and provides new understandings of the way collective leadership is experienced in the lead up to a major transition and makes recommendations for future leadership research and practice. Practical implications – The findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants. Social implications – Clinical leadership is associated with better outcomes for patients therefore any interventions that enhance leadership capability will improve outcomes for patients and therefore benefit society. Originality/value – This is the first research to explore medical consultants’ experience of collective leadership prior to a transition to a new hospital. Keywords Leadership, Complexity, Health and social care, Inductive thematic analysis Paper type Research paper

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/121741
Item Type	Article
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Emerald
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