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Table 3 Characteristics of the included ‘white’ literature

From: Development of a national medical leadership competency framework: the Dutch approach

1st author, publication year (nationality) (categorya)

Article type / Method

Objective

Focus

Relevant findings

1. Fleuren, 2004 [48*] (Dutch) (1)

Literature study and Delphi consultation

Validate determinants of innovations with Dutch implementation experts

Innovations in large healthcare systems

Impact of opinion-leadership on innovation

2. Bloemen, 2005 [49*] (Dutch) (4)

Model development and evaluation; mixed methods

Study enabling factors and barriers for implementation transmural care in a Dutch region

Transmural care model implementation

Individual professional’s (eagerness for) learning knowledge, skills and competencies for transmural care

3. Scholten, 2005 [50*] (Dutch) (3)

Mixed methods: document analysis and semi-open interviews

Study of executives’ and medical staff’s role in medical governance in Dutch hospitals

Policy implementation and effects of collective counteractivities of physicians

Challenges of and role of physicians in ‘medical governance’ in hospitals

4. Prince, 2005 [51*] (Dutch) (2)

18 months post-graduate evaluation of problem-based learning (PBL) re. general competencies

Compare PBL versus non-PBL among Dutch junior doctors

General educational competencies

PBL possibly preferable for some competencies

5. Van Raak, 2008 [52*] (Dutch) (4)

Case study; mixed methods

Study routines and cooperation in Dutch regional integrated care

Disparate matches between professional routines

(Transformational) leadership can facilitate routine divergence

6. Duckers, 2009 [53*] (Dutch) (1)

Multilevel analysis (physician data)

Study effect of leadership on participation in improvement programs

Leadership climate influencing (physician) engagement in innovation Dutch hospitals

Importance of leadership visibility and minimizing ambiguity on leadership intentions

7. Klopper, 2009 [54*] (Dutch) (3)

Mixed methods

Study of relative status, power, and goal incompatibility

Image Theory in Dutch physician-manager relationship

Need for physicians to understand management perspective

8. Berkenbosch, 2011 [55*] (Dutch) (2)

Questionnaire

Study of residents’ perceptions and understanding of management skills and knowledge

Management competency training for Dutch physicians

Management competency training for junior physicians needs improvement

9. Cramm, 2011 [56*] (Dutch) (4)

Validity and reliability (psychometric) testing

Validate Partnership Self-Assessment Tool (PSAT) in Dutch chronic care

Professional partnership synergy in disease management

Leadership competencies influence partnership functioning

10. Klopper, 2011 [57*] (Dutch) (3)

Semi-structured interviews

Study on influence of Dutch manager-physician and managers cooperation on hospital performance

Intergroup conflict theory and manager-physician cooperation

Medical-management culture influence, intra-hospital cooperation and performance

11.Schreuder, 2011 [58*] (Dutch) (5)

Cross-sectional study

Investigation of leadership-sickness absence relationship

Leadership styles and sickness absence in Dutch healthcare

Relationship-oriented leadership styles can facilitate efficiency and quality

12. Teunissen, 2011 [59*] (Dutch) (2)

Medical education related commentary

Editorial comment on publications

Transition from ‘learning’ to ‘performing’

Metacognitive skills can facilitate entry into medical practice

13. Van der Lee, 2011 [60*] (Dutch) (2)

Inductive analysis of semi-structured open-ended questionnaire

To test content validity of CanMEDS framework

Dutch physicians’ vision of future generic medical competencies

Curriculum design could benefit from (strategically planned) external influences

14. Berben, 2012 [61*] (Dutch) (4)

Qualitative: focus groups and interviews

Identification of determinants in pain management in Dutch emergency care

Changing protocols in care chains

(Physician) role modelling can facilitate professional communication and attitude

15. Buljac, 2012 [62*] (Dutch) (1)

Cross-sectional survey in Dutch long-term care

Impact of team member stability, team coaching, and error orientation on team safety and innovation

Team safety and innovation in long-term care teams

(Team) coaching leadership styles is related to stability and safety of care

16. Ovretveit, 2012 [63*] (Swedish/Dutch) (1)

Mixed-methods comparison

Evaluation of large-scale Dutch health and social care improvement programs

Success of national improvement initiatives

Clinical championing affects implementation success of improvement programs

17. Smith, 2012 [64*] (international) (3)

Structured survey

Governance arrangements in leadership and healthcare in developed countries

Leadership, governance and accountability in health systems

Awareness raising of national healthcare priority setting and performance indicators and monitoring

18. Van Daele, 2012 [47*] (Flemish) (3)

Symposium abstract

Conflicting priorities within responsibilities of clinical leaders, vis-a-vis management, staff and patients

Role of clinical department leaders

Conflicting priorities in clinical leadership and management roles can create vulnerability

19. Aij, 2013 [65*] (Dutch) (1)

Semi-structured, in-depth interviews in Dutch hospitals

Determinants of lean implementation from a leadership perspective

Lean improvement implementation

Leadership (competencies like) role modelling, visibility and vision across multidisciplinary shared learning facilitates lean implementation

20. Berkenbosch, 2013 [66*] (Dutch) (2)

Online survey to Dutch medical specialists

Need for management training among Dutch residents

Manager competency training to residents

Management competency education should entail leadership skills

21. Cramm, 2013a [67*] (Dutch) (1)

Cross-sectional survey in Dutch long-term care

Investigation of partnership synergy during innovations

Sustainability of innovations in community care settings

Leadership competencies, in relation to ‘boundary spanning’, benefit sustainability of innovations

22. Cramm, 2013b [68*] (Dutch) (5)

Cross-sectional survey in Dutch long-term care

Organizational characteristics related to employee solidarity

Effect of employee solidarity on effectiveness and efficiency

Transformational leadership styles enhance employee solidarity

23. Elshout, 2013 [69*] (Dutch) (5)

Mixed methods design: interviews and document study

Investigation of association between leadership style, absenteeism, and employee satisfaction in mental health care institutions

Leadership style, employee satisfaction and absenteeism

Transformational leadership benefits employee satisfaction and absenteeism

24. Huis, 2013 [70*] (Dutch) (1)

Process evaluation of a randomized controlled trial

Association between hand hygiene improvement strategies and compliance

Quality improvement strategies

Effects of team leadership and role modelling on hygiene compliance

25. Ijkema, 2013 [71*] (Dutch) (1)

Semi-structured interviews in Dutch hospitals

Identification of determinants for successful implementation improvement initiative

Implementation of complex multi-component improvement programs

Importance of effective leadership in project management

26. Witman, 2013 [72*] (Dutch) (2)

Descriptive case study

Report of a pilot study

Professional identity and education in reflective practice

Reflection on practices: Balancing between conflicting responsibilities

  1. aCategory: (1) improvement and innovation; (2) training and education; (3) administration and policy issues; (4) integrated care and multidisciplinary disease management; and (5) human resources