Medical Leadership

A Toolkit for Service Development and System Transformation
Herausgeber: Aylott, Jill; Chapman, Ann; Perring, Jeff

• Gebundenes Buch

Produktbeschreibung

This book identifies the key elements of successful leadership through 'medically led' service development and systems transformation, and shows how this benefits patient care.

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Produktdetails

• Verlag: Taylor & Francis Ltd (Sales)
• Seitenzahl: 282
• Erscheinungstermin: 16. Oktober 2018
• Englisch
• Abmessung: 234mm x 156mm x 18mm
• Gewicht: 603g
• ISBN-13: 9781138217348
• ISBN-10: 1138217344
• Artikelnr.: 54649768

Autorenporträt

Jill Aylott is Consultant in Autism and CEO at the International Academy of Medical Leadership (IAML) and Head of Programmes for Medical Leadership, Social Care and Quality Improvement. Jeff Perring is Consultant Intensivist and Medical Director, Sheffield Children's NHS Foundation Trust. Ann Chapman is Consultant/Clinical Director, NHS Lanarkshire; Honorary Clinical Associate Professor, University of Glasgow. Ahmed Nassef is Consultant Vascular Surgeon and Fellow in Endovascular Surgery at Australia North Shore Hospital (2016-2017) and currently Deputy Convener for the Royal College of Surgeons, Edinburgh.

Inhaltsangabe

Part 1: A global emergent context for medical leadership
Chapter 1 An Introduction
Chapter 2 'Leadership' and 'medical leadership'
Chapter 3 Quality Improvement as the goal of Medical Leadership
Chapter 4 Understanding patient experience as a clinical leader
Chapter 5 Primary care and general practice: medical leadership for all
Chapter 6 A Theoretical model to engage doctors in medical leadership
Part 2: medical leadership
Chapter 7 An Introduction
Chapter 8 Medical Leadership and reducing health inequalities
Chapter 9 Medical Leadership and reducing variation in health care
Chapter 10 Developing and analysing effective teams
Chapter 11 A Strategy for engaging primary and secondary care doctors in medical leadership
Chapter 12 Medical Engagement - Strategies for Engagement from the 'Grass Roots'
Chapter 13 Leadership Diagnostics and refelctions on Personal Leadership Development
Part 3: Improvement Science
Medical Leadership and Measurement for Improvement
Chapter 14 Introduction
Chapter 15 Data Analysts building capability in partnership with Medical Leaders
Chapter 16 Root Cause Analysis and Simulation to improve Quality
Chapter 17 Leadership diagnostics for self-awareness and bespoke course design
Chapter 18 Medical Leadership and the use of data for a Continuous Quality Improvement Collaborative (CQIC) in an Accident and Emergency Department
Chapter 19 Developing a Macro Health System in Nepal with ethical and moral medical leadership
Part 4: Service Development
Chapter 20 Introduction
Chapter 21 Improving healthcare services in times of austerity
Chapter 22 Service Improvement to reduce early deaths of children in hospital: The design of an electronic observation system
Chapter 23 Innovations in person centered service redesign for young carers
Chapter 24 Service improvement in paediatric dentistry
Chapter 25 Reflections
Part 5: System Transformation
Chapter 26 Introduction
Chapter 27 System Transformation for health and social care
Chapter 28 A strategy for engaging teams and motivating staff though system transformation
Chapter 29 Transforming Operating Theatre Services
Chapter 30 Transforming the emergency medicine workforce: a new hybrid with integrated speciality training and a competency based MBA
Chapter 31 Quality Improvement and System Transformation in Emergency Medicine
Chapter 32 Transforming the quality of hospital care through advocacy for people with a learning disability and or autism
Chapter 33 Transforming services for patients with Spinal Cord Injury - a national review of standards and practice.