Leadership and Management for Doctors in Training: A Practical Guide

by Stephen Gillam

Overview

This guide helps undergraduate medics and junior doctors, as well as experienced doctors taking on new managerial responsibilities, to become effective leaders and managers by introducing both management and clinical leadership theory and practice, and the challenges facing medical managers in today's NHS. Despite growing recognition of the importance of leadership and management to doctors in meeting their clinical responsibilities, training in medical schools and foundation years remains patchy.

Product Details

ISBN-13:	9780429533327
Publisher:	CRC Press
Publication date:	04/05/2021
Sold by:	Barnes & Noble
Format:	eBook
Pages:	160
File size:	5 MB

About the Author

Stephen Gillam is a GP in Luton and Director of Undergraduate Public Health Teaching, University of Cambridge.

Table of Contents

Introduction Section I Management and leadership in theory. Health policy Section II Management and leadership in practice Historical perspectives. Scenarios Section III Being a leader and manager. Appendices.

Editorial Reviews

Reviewer: Jeffrey E Pettit, PhD (University of Iowa Carver College of Medicine)
Description: This book is directed at young physicians who are starting out in managerial and leadership positions in the National Health System (NHS) of Great Britain. It covers basic leadership and management theories, examines leadership within the NHS, and provides guidance for developing as a leader within the NHS.
Purpose: The purpose is threefold: 1) it considers the nature of management and leadership; 2) describes what management and leadership in the NHS looks like; and 3) provides guidance for future leadership roles within NHS. The three sections of this book nicely cover each of the purposes.
Audience: The book is aimed at young clinicians, although there is insightful information for seasoned leaders. The authors' approach rests on three contentions: 1) young clinicians have more knowledge and experience in leading than they realize; 2) management is a core medical skill rather than a wholly separate field; and 3) young clinicians will continue to develop understanding and skills over their professional lifetime.
Features: The first six chapters focus on management and leadership in theory. The next six chapters describe the NHS and how it impacts healthcare. The final three chapters suggest ways to chart a young clinician's leadership career within the NHS. There are several interesting aspects to this book. First, each chapter is short, which allows for reflection and consideration of the topic. Second, each chapter contains various scenarios that are derived from the author's real life experiences. Third, each chapter contains a table which identifies key points in that chapter. Fourth, Appendix 1 provides a concise and easy-to-understand overview of eight approaches to management that have been studied over the last century. Finally, Appendix 2 contains a description of management competencies with a self-assessment instrument. The only shortcoming is that, while some of the information pertains to all managers and leaders in general, the focus is on young clinicians within the NHS.
Assessment: I am not familiar with the National Health System, but the book contains useful, albeit brief, information about managing and leading. For more extensive material related to leadership, other books and resources are recommended.

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