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      Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network

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          Abstract

          Background

          Healthcare middle managers (HMMs) have, as the leaders closest to clinical practice, a crucial position in healthcare today. There is broad knowledge about the demands on HMMs’ capacity, their situation in general, and the challenges this presents for the improvement of healthcare quality. There is less knowledge about how to facilitate HMMs` capacity and capability with regard to their leadership and how to handle this in a complex context. The purpose of this study was to identify and discuss the facilitation of HMMs’ development of capacity and capability for leadership.

          Method

          A critical hermeneutic design was chosen. Data were collected through three focus group interviews with Norwegian HMMs who participated in a learning network. A user representative (from among the recipients of public healthcare), involved in the same learning network, participated in all three interviews. A qualitative interpretive approach guided the analysis.

          Results

          The results show two main themes: 1. Trusted interaction despite organizational and structural frames and 2. Knowledgeable understanding of a complex context.

          Conclusion

          This learning network facilitated HMMs` development of capacity and capability for leadership. The development included a combination of understanding the complex context, knowledge, trust, and confidence. The approaches in the learning network were based on transformative learning, coherence, reflection, discussion, repetition, knowledge sharing, and short lectures. These approaches can be recommended for the facilitation and support of HMMs.

          Electronic supplementary material

          The online version of this article (10.1186/s12913-018-3259-7) contains supplementary material, which is available to authorized users.

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          Most cited references 25

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          Re-examining the components of transformational and transactional leadership using the Multifactor Leadership

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            Ethics, character, and authentic transformational leadership behavior

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              Two Decades of Research and Development in Transformational Leadership

               Bernard Bass (2010)
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                Author and article information

                Contributors
                trude.a.hartviksen@nord.no
                berit.m.sjolie@nord.no
                jessica.aspfors@nord.no
                Lisbeth.uhrenfeldt@nord.no
                Journal
                BMC Health Serv Res
                BMC Health Serv Res
                BMC Health Services Research
                BioMed Central (London )
                1472-6963
                8 June 2018
                8 June 2018
                2018
                : 18
                Affiliations
                [1 ]GRID grid.465487.c, Faculty of Nursing and Health Sciences, , Nord University, ; Bodø, Norway
                [2 ]GRID grid.465487.c, Faculty of Education and Arts, , Nord University, ; Bodø, Norway
                Article
                3259
                10.1186/s12913-018-3259-7
                5994034
                29884174
                © The Author(s). 2018

                Open AccessThis article is distributed under the terms of the Creative Commons Attribution 4.0 International License ( http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver ( http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.

                Categories
                Research Article
                Custom metadata
                © The Author(s) 2018

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