Feedback on a specialty trainees management and leadership group

Author： Fernandez Victoria Fellow-Smith Elizabeth A.

ISSN： 1757-2088

Source： The International Journal of Clinical Leadership, Vol.17, Iss.1, 2011-03, pp. : 53-60

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Abstract

Background The conclusions of the Darzi Review (Department of Health, 2008) provided revitalised ground for encouraging all doctors to be involved in management and to be active agents providing high-quality care in the NHS. Ongoing local initiatives such as the West London Mental Health Trust's annual 'management and leadership group for SpRs' (Fellow-Smith et al, 2004) led by the trust medical director, in which each trainee undertakes a local management project, are a good example of a protected setting in which to develop management skills relevant to trainees and their current and future organisations. Aim The aim of the survey was to gather feedback from participants in the leadership and management programme to inform analysis of the potential benefits of such groups. Method All participants in the programme from 2003 to 2008 were contacted via e-mail to inform them of the survey, giving them the opportunity to opt out. Those who did not opt out after the initial contact were sent a link to an online survey (surveymonkey. com). The questionnaire was designed for this feedback study and included questions about the structure and content of the course, as well as the general views of the participants on management and its relevance. Results Eighteen of 36 participants contacted (50%) completed the questionnaires. The majority of the group, 14/18 (77.8%), reported that taking part had some impact on their further practice. Of the 18 who completed the questionnaire, 15 (83%) had been appointed to a consultant post when the survey was carried out. Of these, 12/15 (80%) said that the group had assisted in the transition and 13/ 15 (86%) said that the learning had been of relevance in this transition. Sixteen (16/18; 89%) stated that participating in the group had changed their views on medical management. Conclusion Real-life experience and reflection on practice are valued, have a positive impact on the transition to a consultant post, and on the approach and attitude of trainees towards leadership and management. The described group is a good example of a worthwhile and feasible local programme that captures and puts into practise some of the main recommendations of the Darzi Review.