My research aims to develop a theoretical framework of how distributed leadership (also regarded as ‘shared’ or ‘collaborative’ leadership) can facilitate learning and patient safety/service improvements in inter-professional NHS surgical teams. Debriefing will be used as the focal point for considering individual and team learning.
Successive studies of performance failings in NHS hospitals identify shortcomings in approaches to leadership. It has been shown that the traditional, hierarchical form of leadership hampers wider participation in leadership activity and stifles the raising of concerns about areas of performance, including patient safety.
Case studies at English and Welsh NHS hospital sites will be conducted using multiple sources of information to enable exploration of whether distributed leadership may alleviate these effects, together with other potential outcomes. The intention is to create programme theory based on this data to support the future development of improvement interventions.
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.