Darzi Clinical Leadership Fellows: An Activity Theory Perspective

Journal article


Malby, R, Mervyn, K and Boyle, T (2018). Darzi Clinical Leadership Fellows: An Activity Theory Perspective. Journal of Health Organization and Management. 32 (6), pp. 793-808.
AuthorsMalby, R, Mervyn, K and Boyle, T
Abstract

To review the impact of the clinical leadership programme, in enabling the Darzi Fellows to lead change projects in health and care services, and to secure quality healthcare in the NHS beyond the lifetime of the programme. A longitudinal empirical investigation of clinical leaders (n=80) over an eight-year period was framed through an Activity Theory-driven research methodology using a mixed-methods approach. Activity theory illuminated how change was sustained in the NHS in London through the Darzi Clinical Leadership Fellowship. By any reasonable measurement, this programme excels, with learning and positive behavioural change sustained after the Fellowship across the NHS. Further recognition is needed of the continuing development needs of Fellows as they take on more responsible leadership roles in their careers. Darzi fellows are a hard-to-reach group. The sample represents a response rate of 34%. 77% emanated from cohorts 5 to 8 programmes. The investment in a clinical leadership programme focused on systems leadership for quality generates value for the NHS. Countless interventions flowed through London’s healthcare community and beyond as a result of the Fellowship. This research exposed how Darzi Fellows continue to lead innovation for alternative healthcare outcomes. Many proactive Fellows employ a suite of learned skills and capabilities, to lead systemic change. This research is the first known longitudinal clinical leadership development study undertaken The Darzi programme has created a unique clinical network of mutually supportive, team-centric systems thinkers and doers, with an evidence-based approach to systems change. Many Fellows are catalysing sustainable change in the healthcare environment.

KeywordsLeadership; Clinical effectiveness,; Change Management; Healthcare; Innovation; Interprofessional; 15 Commerce, Management, Tourism And Services; 11 Medical And Health Sciences; Health Policy & Services
Year2018
JournalJournal of Health Organization and Management
Journal citation32 (6), pp. 793-808
PublisherEmerald
ISSN1477-7266
Digital Object Identifier (DOI)doi:10.1108/JHOM-05-2018-0133
Publication dates
Print17 Sep 2018
Publication process dates
Deposited16 Aug 2018
Accepted14 Aug 2018
Accepted author manuscript
License
CC BY 4.0
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https://openresearch.lsbu.ac.uk/item/8695w

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