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 |