背景:日益复杂的医疗保健系统迫切需要有能力和有弹性的领导。然而,缺乏对医疗保健行业领导力发展的广泛研究。知识差距延伸到各种框架和环境,特别是关于市政医疗保健,知识领导力,以及知识在实践领域的应用。这项研究是一项更大的行动研究项目中的第一项,该项目旨在共同为北极农村城市的医疗保健创建基于知识的持续领导力发展计划。本研究旨在探索参与的医疗保健领导者的知识和经验,以建立共同创建该计划的共同基础。
方法:这项诠释学研究提出了更大的行动研究项目的第一个周期。赞赏的方法促进了该项目。来自三个不同领导级别的23位医疗保健领导者参加并评估了两个领导力发展研讨会,并参加了四个焦点小组。使用Braun和Clarke的反身主题分析对数据进行了分析。
结果:确定了两个主要主题:(1)从追求独奏球员转变为团队球员,和(2)学习处理冲突和复杂的上下文。这些结果影响了基于参与者共同创造的领导力发展计划如何被组织为集体和关系过程,而不是个人能力补充。
结论:医疗保健领导者的知识和经验导致了基于四个基本要素的促进互动的基于知识的持续领导力发展计划的共同创造:(1)能力发展,(2)相互作用的结构,(3)人际安全,(4)集体价值观和目标。互动是通过赞赏询问促进的可信反思产生的。这四个要素和核心在促进人际关系和促进学习方面发挥了至关重要的作用,推动这一领导力发展计划的变革性变革。该研究的结果为进一步共同创建该计划奠定了坚实的基础。然而,需要更多的研究来充分探索其实际应用和总体意义。
BACKGROUND: An increasingly complex healthcare system entails an urgent need for competent and resilient leadership. However, there is a lack of extensive research on leadership development within healthcare. The knowledge gaps extend to various frameworks and contexts, particularly concerning municipal healthcare, knowledge leadership, and the application of knowledge in the field of practice. This
study is the first in a larger action research project that aims to co-create a knowledge-based continuous leadership development program for healthcare in a rural Arctic municipality. This present
study aims to explore the knowledge and experiences of the participating healthcare leaders to develop a common basis for co-creating the program.
METHODS: This hermeneutical
study presents the first cycle of the larger action research project. An appreciative approach facilitated the project. Twenty-three healthcare leaders from three different leadership levels attended and evaluated two leadership development workshops and participated in four focus groups. The data were analyzed using Braun and Clarke\'s reflexive thematic analysis.
RESULTS: Two main themes were identified: (1) changing from striving solo players to team players, and (2) learning to handle a conflicting and complex context. These results influenced how the leadership development program based on the participants\' co-creation was organized as a collective and relational process rather than an individual competence replenishment.
CONCLUSIONS: The knowledge and experiences of healthcare leaders led to the co-creation of a knowledge-based continuous leadership development program based on the facilitated interaction of four essential elements: (1) competence development, (2) structures for interaction, (3) interpersonal safety, and (4) collective values and goals. The interaction was generated through trusted reflection facilitated by appreciative inquiry. The four elements and core played a crucial role in fostering relationships and facilitating learning, driving transformative change in this leadership development program. The
study\'s results provide a solid foundation for further co-creating the program. However, more research is needed to fully explore the practical application and overall significance.