Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network
Abstract Background Healthcare middle managers (HMMs) have, as the leaders closest to clinical practice, a crucial position in healthcare today. There is broad knowledge about the demands on HMMs’ capacity, their situation in general, and the challenges this presents for the improvement of healthcar...
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doaj-f8a1dad0df9f4f25a53c1adc44c65ce52020-11-24T21:15:54ZengBMCBMC Health Services Research1472-69632018-06-0118111110.1186/s12913-018-3259-7Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning networkTrude Anita Hartviksen0Berit Mosseng Sjolie1Jessica Aspfors2Lisbeth Uhrenfeldt3Faculty of Nursing and Health Sciences, Nord UniversityFaculty of Nursing and Health Sciences, Nord UniversityFaculty of Education and Arts, Nord UniversityFaculty of Nursing and Health Sciences, Nord UniversityAbstract Background Healthcare middle managers (HMMs) have, as the leaders closest to clinical practice, a crucial position in healthcare today. There is broad knowledge about the demands on HMMs’ capacity, their situation in general, and the challenges this presents for the improvement of healthcare quality. There is less knowledge about how to facilitate HMMs` capacity and capability with regard to their leadership and how to handle this in a complex context. The purpose of this study was to identify and discuss the facilitation of HMMs’ development of capacity and capability for leadership. Method A critical hermeneutic design was chosen. Data were collected through three focus group interviews with Norwegian HMMs who participated in a learning network. A user representative (from among the recipients of public healthcare), involved in the same learning network, participated in all three interviews. A qualitative interpretive approach guided the analysis. Results The results show two main themes: 1. Trusted interaction despite organizational and structural frames and 2. Knowledgeable understanding of a complex context. Conclusion This learning network facilitated HMMs` development of capacity and capability for leadership. The development included a combination of understanding the complex context, knowledge, trust, and confidence. The approaches in the learning network were based on transformative learning, coherence, reflection, discussion, repetition, knowledge sharing, and short lectures. These approaches can be recommended for the facilitation and support of HMMs.http://link.springer.com/article/10.1186/s12913-018-3259-7Healthcare middle managerLeadershipCapacityCapabilityLearning networkComplexity |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Trude Anita Hartviksen Berit Mosseng Sjolie Jessica Aspfors Lisbeth Uhrenfeldt |
spellingShingle |
Trude Anita Hartviksen Berit Mosseng Sjolie Jessica Aspfors Lisbeth Uhrenfeldt Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network BMC Health Services Research Healthcare middle manager Leadership Capacity Capability Learning network Complexity |
author_facet |
Trude Anita Hartviksen Berit Mosseng Sjolie Jessica Aspfors Lisbeth Uhrenfeldt |
author_sort |
Trude Anita Hartviksen |
title |
Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
title_short |
Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
title_full |
Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
title_fullStr |
Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
title_full_unstemmed |
Healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
title_sort |
healthcare middle managers` experiences developing leadership capacity and capability in a public funded learning network |
publisher |
BMC |
series |
BMC Health Services Research |
issn |
1472-6963 |
publishDate |
2018-06-01 |
description |
Abstract Background Healthcare middle managers (HMMs) have, as the leaders closest to clinical practice, a crucial position in healthcare today. There is broad knowledge about the demands on HMMs’ capacity, their situation in general, and the challenges this presents for the improvement of healthcare quality. There is less knowledge about how to facilitate HMMs` capacity and capability with regard to their leadership and how to handle this in a complex context. The purpose of this study was to identify and discuss the facilitation of HMMs’ development of capacity and capability for leadership. Method A critical hermeneutic design was chosen. Data were collected through three focus group interviews with Norwegian HMMs who participated in a learning network. A user representative (from among the recipients of public healthcare), involved in the same learning network, participated in all three interviews. A qualitative interpretive approach guided the analysis. Results The results show two main themes: 1. Trusted interaction despite organizational and structural frames and 2. Knowledgeable understanding of a complex context. Conclusion This learning network facilitated HMMs` development of capacity and capability for leadership. The development included a combination of understanding the complex context, knowledge, trust, and confidence. The approaches in the learning network were based on transformative learning, coherence, reflection, discussion, repetition, knowledge sharing, and short lectures. These approaches can be recommended for the facilitation and support of HMMs. |
topic |
Healthcare middle manager Leadership Capacity Capability Learning network Complexity |
url |
http://link.springer.com/article/10.1186/s12913-018-3259-7 |
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