Studies of failings in hospitals have identified leadership shortcomings and that hierarchical leadership may be a cause of these. However, the traditional, hierarchical leadership model may have changed. My research project is designed to explore what the leadership practices in NHS surgical teams today are.
It is believed to be the first qualitative study in this environment to use a Leadership-As-Practice (L-A-P) approach. This emergent L-A-P perspective focuses on the process of leadership emerging through everyday experiences and interactions between people, objects and their environment, rather than focusing on individual leaders’ competencies and top-down dynamics.
The goal is to identify and explain surgical terms’ contemporary leadership approaches. This will consider whether the traditional hierarchical model is still used or, alternatively, more collaborative forms or hybrid leadership forms. The findings may support policy development, training programmes, and theory development to inform research of leadership generally.
Case studies are being carried out at two hospital sites in Wales and England.
Publications and Conference Posters:
Jones, C. et al. 2017. Public sector failure and resilience: lessons for healthcare policy. Report for the Health Foundation. Available at: https://lra.le.ac.uk/handle/2381/39997
Rosell, T.A. 2016. Psychological modelling of surgical safety: can we improve compliance? Poster Session at the Annual Conference of the Division of Occupational Psychology 2017, Liverpool, UK.
Rosell, T.A. 2017. Surgery: can new human factors perspectives predict a safer future? Poster Session at the Annual Conference of the Chartered Institute of Ergonomics and Human Factors 2017, Daventry, UK.
Rosell, T.A. 2017. Improving patient safety: reflection on OP research experience. OP Matters 35, pp.25-28.