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A leadership programme for critical care.
Intensive Crit Care Nurs. 2006 Aug; 22(4):220-7.IC

Abstract

This paper describes the genesis, design and implementation of a leadership programme for critical care. This was an initiative funded by the National Health Service (NHS) Nursing Leadership Project and had at the core of its design flexibility to meet the needs of the individual hospitals, which took part in it. Participation was from the multi-disciplinary critical care team. Six NHS hospitals took part in the programme which was of 20 days duration and took place on hospital sites. The programme used the leadership model of as its template and had a number of distinct components; a baseline assessment, personal development, principles of leadership and critical case reviews. The programme was underpinned by three themes; working effectively in multi-professional teams to provide patient focussed care, managing change through effective leadership and developing the virtual critical care service. Each group set objectives pertinent to their own organisation's needs. The programme was evaluated by a self-reporting questionnaire; group feedback and feedback from stakeholders. Programme evaluation was positive from all the hospitals but it was clear that the impact of the programme varied considerably between the groups who took part. It was noted that there was some correlation between the success of the programme and organisational 'buy in' as well as the organisational culture within which the participants operated. A key feature of the programme success was the critical case reviews, which were considered to be a powerful learning tool and medium for group learning and change management.

Authors+Show Affiliations

Department of Health and Human Sciences, University of Essex, Wivenhoe Park, Colchester CO4 3SQ, UK. Lcrofts@essex.ac.uk

Pub Type(s)

Evaluation Study
Journal Article

Language

eng

PubMed ID

16621563

Citation

Crofts, Linda. "A Leadership Programme for Critical Care." Intensive & Critical Care Nursing, vol. 22, no. 4, 2006, pp. 220-7.
Crofts L. A leadership programme for critical care. Intensive Crit Care Nurs. 2006;22(4):220-7.
Crofts, L. (2006). A leadership programme for critical care. Intensive & Critical Care Nursing, 22(4), 220-7.
Crofts L. A Leadership Programme for Critical Care. Intensive Crit Care Nurs. 2006;22(4):220-7. PubMed PMID: 16621563.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - A leadership programme for critical care. A1 - Crofts,Linda, Y1 - 2006/04/18/ PY - 2005/06/08/received PY - 2006/01/25/revised PY - 2006/02/07/accepted PY - 2006/4/20/pubmed PY - 2006/10/20/medline PY - 2006/4/20/entrez SP - 220 EP - 7 JF - Intensive & critical care nursing JO - Intensive Crit Care Nurs VL - 22 IS - 4 N2 - This paper describes the genesis, design and implementation of a leadership programme for critical care. This was an initiative funded by the National Health Service (NHS) Nursing Leadership Project and had at the core of its design flexibility to meet the needs of the individual hospitals, which took part in it. Participation was from the multi-disciplinary critical care team. Six NHS hospitals took part in the programme which was of 20 days duration and took place on hospital sites. The programme used the leadership model of as its template and had a number of distinct components; a baseline assessment, personal development, principles of leadership and critical case reviews. The programme was underpinned by three themes; working effectively in multi-professional teams to provide patient focussed care, managing change through effective leadership and developing the virtual critical care service. Each group set objectives pertinent to their own organisation's needs. The programme was evaluated by a self-reporting questionnaire; group feedback and feedback from stakeholders. Programme evaluation was positive from all the hospitals but it was clear that the impact of the programme varied considerably between the groups who took part. It was noted that there was some correlation between the success of the programme and organisational 'buy in' as well as the organisational culture within which the participants operated. A key feature of the programme success was the critical case reviews, which were considered to be a powerful learning tool and medium for group learning and change management. SN - 0964-3397 UR - https://www.unboundmedicine.com/medline/citation/16621563/A_leadership_programme_for_critical_care_ DB - PRIME DP - Unbound Medicine ER -