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Creator |
7995a48440ad9b8f770bfc9945e59e59 |
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Creator |
850da66b87f09bbd5455fbc846525511 |
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Creator |
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Creator |
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Creator |
ext-fd49618e9f4538c7d8137a1753d05eb4 |
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Date |
2018-06 |
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Is Part Of |
repository |
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Is Part Of |
p14785242 |
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abstract |
<b>Background</b>
<br></br>Clinical commissioning groups (CCGs) were established in England in 2013
to encourage GPs to exert greater influence over the processes of service improvement
and redesign in the NHS. Little is known about the extent and the ways in which GPs
have assumed these leadership roles.
<br></br><br></br><b>Aim</b>
<br></br>To explore the nature of clinical leadership of GPs in CCGs, and to examine
the enablers and barriers to implementing a policy of clinical leadership in the NHS.
<br></br><br></br><b>Design and setting</b>
<br></br>A qualitative multi-case study approach in six localities across England.
The case studies were purposefully sampled to represent different geographical localities
and population demographics, and for their commitment to redesigning specified clinical
or service areas.
<br></br><br></br><b>Method</b>
<br></br>Data were collected from the case study CCGs and their partner organisations
using a review of relevant documents, semi-structured individual or group interviews,
and observations of key meetings. The data were analysed thematically and informed
by relevant theories.
<br></br><br></br><b>Results</b>
<br></br>GPs prefer a collaborative style of leadership that may be unlikely to produce
rapid or radical change. Leadership activities are required at all levels in the system
from strategy to frontline delivery, and the leadership behaviours of GPs who are
not titular leaders are as important as formal leadership roles. A new alliance is
emerging between clinicians and managers that draws on their different skillsets and
creates new common interests. The uncertain policy environment in the English NHS
is impacting on the willingness and the focus of GP leaders.
<br></br><br></br><b>Conclusion</b>
<br></br>GPs are making an important contribution as leaders of health service improvement
and redesign but there are significant professional and political barriers to them
optimising a leadership role. |
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authorList |
authors |
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issue |
671 |
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status |
published |
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status |
peerReviewed |
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volume |
68 |
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type |
AcademicArticle |
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type |
Article |
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label |
Marshall, Martin; Holti, Richard ; Hartley, Jean ; Matharu, Tatum and Storey, John
(2018). GP leadership in clinical commissioning groups: a qualitative multi-case
study approach across England. British Journal of General Practice, 68(671) e427-e432. |
| 55149 |
label |
Marshall, Martin; Holti, Richard ; Hartley, Jean ; Matharu, Tatum and Storey,
John (2018). GP leadership in clinical commissioning groups: a qualitative multi-case
study approach across England. British Journal of General Practice, 68(671) e427-e432.
|
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Title |
GP leadership in clinical commissioning groups: a qualitative multi-case study approach
across England |
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in dataset |
oro |