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OBJECTIVES: This study focuses on the effectiveness of healthcare leadership in primary healthcare centers in Madinah, Saudi Arabia, examining the interplay between leadership styles, emotional intelligence, and their impact on leadership effectiveness. Emphasizing the critical role of primary healthcare as outlined by the World Health Organization, the research addresses the gap in understanding leadership dynamics within the Saudi healthcare context. METHODS: A cross-sectional design was used, involving 89 managers and deputies from 48 primary healthcare centers in Madinah City, Saudi Arabia in 2023. The methodology included a comprehensive questionnaire assessing leadership effectiveness, emotional intelligence, and socio-demographic variables. Data analysis was performed using SPSS version 26 (Armonk, NY: IBM Corp), incorporating chi-square tests, t-tests, analysis of variance (ANOVA), Pearson correlation, and binary logistic regression for statistical evaluation. RESULTS: The findings revealed a high level of leadership effectiveness (79.8%; 95% CI: 62.7±10.2) among the study participants. Emotional intelligence emerged as a significant factor in effective leadership, evidenced by a strong positive correlation (r=0.75; p=0.001) between emotional intelligence and leadership effectiveness. The study also observed a predominant preference for democratic leadership styles among participants, with no significant variance in leadership effectiveness across different styles. A notable area for improvement identified was self-awareness among healthcare leaders. CONCLUSION: The research concludes that effective healthcare leadership, significantly influenced by emotional intelligence, is essential for reaching high-quality primary healthcare. It advocates for the integration of emotional intelligence training, especially focusing on self-awareness, in leadership development programs for healthcare professionals.

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BACKGROUND: Aligned with the Health Sector Transformation Strategy of Saudi Vision 2030, the study analyzed the attitudes and behaviors of cardiologists toward change and identified factors that could either facilitate or hinder the success of leadership interventions. At our cardiac center, the cath lab department is at the forefront of operations, accounting for 80% of the procedures. Our team members may not be fully equipped with the necessary attitudes and behaviors to drive successful improvement projects. Therefore, our top priority is ensuring they remain productive and engaged throughout the process. This is especially crucial because 60% of our budget is allocated to the cath lab department. OBJECTIVES: The study aimed to assess the effectiveness of a leadership intervention on cardiologists' performance in terms of safety, speed, and cost. The research analyzed the behavior and attitude of cardiologists towards change and encouraged progress and collaborative learning between doctors, using benchmarking as a tool. Besides, the study sought to determine the contribution of the interventions used to overall efficiency in performing interventions. This case study focuses on four main aspects of the program. First, it aims to explore an innovative approach to improving the PSCCQ cath lab for patients. Second, it assesses the collective effort of all participants involved in the program. Third, it analyzes the program results and compares them with those of international experiences. And finally, it examines the program's potential benefits for our patients. METHODS: The study's objectives were evaluated through qualitative analysis of in-depth interviews and quantitative data analysis of three variables in the cath lab: radiation dose, time, and inventory. The reason for using mixed methods was to comprehensively understand the same concept from different angles. RESULTS: According to the study, participants improved the safety and effectiveness of our cath lab by reducing the radiation dose and its cost. The study revealed a 52% decrease in the radiation dose for diagnostic cases and an 11% decrease for interventional cases. Similarly, the cost of the radiation dose decreased by 28% for diagnostic cases and 11% for interventional cases. During the observation, it was noted that the participants were highly engaged and willing to adapt to the situation. Some even viewed it as an opportunity for personal growth and improvement in the cath lab. However, they stressed the significance of awareness as a crucial element in improving their behavior and reinforcing it as the foundation for maintaining progress. Furthermore, the study revealed that collaborative work among the participants could have been more optimal. CONCLUSION: The study concludes that implementing innovative improvements to the cath lab was a necessary yet complex undertaking. Participants were more inclined to embrace the changes when they were easily understandable and motivating. The study recommends the appointment of a change agent, the establishment of benchmarks, and the creation of a collaborative working environment between leaders and staff. Above all, the leader should support and sponsor the change to facilitate the transition at various levels.

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With health equity growing as a priority within health care, health systems must transform that calling into action within their social, economic, and political environments. The current literature has not compared how different organizations manage the same health disparities intervention. This qualitative study aims to illustrate how different organizations navigated the implementation and sustainability of a hypertension disparities intervention by comparing experiences across Federally Qualified Health Centers (FQHCs), a private health system, and other non-clinical partnering organizations. As a study within a randomized controlled trial designed to reduce disparities in hypertension care, we conducted interviews with health care leaders before and after participation in the trial's multi-level intervention. Before participation, we interviewed five health care leaders representing five health systems. Following the intervention, we interviewed 14 leaders representing the five health systems and two partnering organizations. Discussions focused on intervention implementation and plans for sustainability. The primary considerations in implementation were appropriate staffing and multi-level organizational buy-in. When discussing long-term planning, health systems prioritized the structure of a stepped-care protocol incorporating community health workers (CHWs) and case managers. The sustainability of the CHW intervention at FQHCs was dependent on funding, whereas a private, non-FQHC physician practice network focused on expanding current resources for more patients. These findings serve as anticipatory guidance for organizations aiming to reduce hypertension disparities and provide support for policies that financially assist these interventions. Further investigation is warranted on the organizational factors that may influence the degree of success in eliminating health care disparities.

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PURPOSE: This study aims to investigate the healthcare sector of the United Arab Emirates (UAE) to explore the significance of servant leadership and collaborative culture in fostering social sustainability. The primary objective of this paper is to investigate how servant leadership and a collaborative culture contribute to social sustainability in health care in the UAE. With a focus on promoting well-being within healthcare organizations, the paper aims to uncover the synergies between servant leadership, collaborative culture, and social sustainability. DESIGN/METHODOLOGY/APPROACH: This paper conducted a multilayer literature review of existing literature on servant leadership, collaborative culture and social sustainability in health care, both globally and specifically in the UAE context, and a conceptual model was proposed. FINDINGS: Servant leadership proves to be a culturally pertinent and effective leadership model within the UAE due to its alignment with cultural values, emphasis on community support, and the robust health-care system that contributes to individual well-being. This combination establishes a solid foundation for fostering a healthy and sustainable society. RESEARCH LIMITATIONS/IMPLICATIONS: Limitations and implications are discussed. The current research has not identified the boundary conditions under which servant leadership and collaborative culture may be more or less effective. This could involve exploring industry-specific influences or contextual factors. Theoretical and practical implications are discussed. ORIGINALITY/VALUE: The research seeks to unravel the interconnections between servant leadership, collaborative culture and social sustainability. To the best of the author's knowledge, none of the studies have explored the interrelationships of these constructs, particularly in the UAE context.

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PURPOSE: To develop a model of clinical leadership that encompasses the specialized technical skills and leadership behaviors exhibited by clinical radiography leaders. METHODS: During this quantitative study, 432 clinical radiography leaders completed the Clinical Radiography Leadership Survey, which measured the technical skills and leadership behaviors aligned with clinical leadership in radiography. Data analysis included a correlational analysis to examine the relationships between the dimensions measuring technical skills and dimensions measuring leadership behaviors when defining clinical radiography leaders. RESULTS: Participant responses were correlated individually and aggregated by dimension, with Pearson values greater than 0.3 indicating a moderate or strong relationship. The highest interdimensional correlation existed between dimensions 1 (patient care skills) and 2 (technical and radiographic skills) (P = .715), while exhibiting weak correlations to dimensions associated with clinical leadership behaviors. The confirmatory factor analysis revealed that a more global view of clinical leadership behaviors, in addition to patient care and technical skills, informed participants' view of clinical radiography leadership. DISCUSSION: Participants viewed the technical aspect of their practice as the most salient, and survey items related to professional communication and using sound clinical decision-making skills correlated highly with the leadership behaviors exhibited and valued by clinical radiography leaders. CONCLUSION: By defining the clinical expertise, technical skills, and commonly practiced leadership behaviors that clinical radiography leaders encompass, other health care professionals will recognize the unique contribution that the radiologic science profession provides.

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Background: This study underscores the high burnout rates among physicians, particularly surgical residents, attributing it to the demanding health-care ecosystem. It highlights the negative impacts of burnout, such as medical errors and increased health-care costs, while exploring the potential mitigating role of emotional intelligence (EI) and mindfulness. The research aimed to analyze the existing literature on EI in neurosurgery, focusing on its relationship with physician burnout and its potential role in healthcare leadership and residency training programs. Methods: A comprehensive literature review was conducted using multiple databases, including PubMed, OVID Embase, and OVID Medline, using the keywords "Emotional Intelligence" and "neurosurgery." The search duration spanned from each database's inception to June 2023. Results: The review highlighted various studies emphasizing the importance of integrating EI and mindfulness training into medical education and leadership, suggesting that a balance between technical competencies and interpersonal skills are critical. It identified personal integrity, effective communication, professional ethics, pursuit of excellence, relationship building, and critical thinking as key competencies for health-care leadership. Conclusion: EI and a growth mindset play a critical role in managing burnout, enhancing job satisfaction and performance, and promoting effective healthcare leadership. The review, however, acknowledges certain limitations such as small sample sizes, single-institution experiences, potential biases, and inconsistencies in burnout parameters and EI measurement tools. Despite these, it points toward potential areas for future investigation and highlights the importance of standardized EI measurement tools and robust quantitative assessment methods.

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PURPOSE: The purpose of this qualitative research study is to explore health-care providers' perspectives and experiences with a specific focus on supports reported to be effective during the COVID-19 pandemic. The overarching goal of this study is to inform leaders and leadership regarding provision of supports that could be implemented during times of crisis and in the future beyond the pandemic. DESIGN/METHODOLOGY/APPROACH: Data were collected by semi-structured, conversational interviews with a sample of 33 health-care professionals, including Registered Nurses, Nurse Practitioners, Registered Psychologists, Registered Dieticians and an Occupational Therapist. FINDINGS: Three major themes emerged from the interview data: (1) professional and personal challenges for health-care providers, (2) physical and mental health impacts on health-care providers and (3) providing supports for health-care providers. The third theme was further delineated into three sub-theses: formal resources and supports, informal resources and supports and leadership strategies. ORIGINALITY/VALUE: Health-care leaders are advised to pay attention to the voices of the people they are leading. It is important to know what supports health-care providers need in times of crisis. Situating the needs of health-care providers in the Carter and Bogue Model of Leadership Influence for Health Professional Wellbeing (2022) can assist leaders to deliberately focus on aspects of providers' wellbeing and remain cognizant of the supports needed both during a crisis and when circumstances are unremarkable.

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INTRODUCTION: Today's healthcare requires leaders to lead and improve the healthcare sector. CanMEDS framework is the one defining the competencies required for all Saudi residency programs, including dental specialty. Senior residents should demonstrate readiness to transition to practice as a leader. It is imperative to understand the notion of medical education and its influence on the training of future dentists. The major significance of this study is exploring the current leadership development and the integrated training into the Saudi Board Dental Residency Program that has not been systematically studied. METHODS: This was a qualitative study employing the phenomenological approach. The theoretical saturation point determined the sample size using a purposeful sampling technique. Semi-structured interviews were used for data collection using a semi-structured interview guide. A descript platform was used for the recordings' transcription. Ongoing thematic data analysis was done using Nvivo computer software by QSR International. Themes were generated, and the data were interpreted within supported with the most relevant quotations. RESULTS: Sixteen senior residents were required to serve the study purpose. Three themes emerged: awareness of leadership, educational experience, and factors that impacted leadership development. Awareness of residents about the leader's role was limited. Residents developed leadership under the training program with inconsistency and lack of structure. Summative reports were received as part of the assessment, whereas no integral protocol for formative feedback. Specialties, training centers, and coaching were identified as factors that impacted leadership development. CONCLUSION: This study highlighted leadership development during the residency period. The residents struggled and varied in developing leadership skills relying on their educational experience and learning environment. Residency programs may verify equivalent "leader role" education for all specialties and training centers in residency training in Saudi Arabia. Dovetailing leadership coaching with daily teaching workflow and implementing faculty development initiatives to allow for appropriate feedback and assessment of these skills are advised.

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The Chief Diversity Officer, or CDO, is an increasingly common leadership role within U.S. health care delivery systems. Very little is known about the CDO role across hospitals and health systems. To map the responsibilities and characteristics of how CDOs are positioned within health care, we first searched the web pages of health systems to identify which systems have CDOs, or what we call "CDO-equivalents." Second, we expanded the search of public documents to new-hire announcements and the online social/professional media site, LinkedIn, to identify information regarding each identified leader's roles and responsibilities. Finally, text from these documents describing the leader's roles was uploaded to Atlas.ti, a qualitative analytic software, to identify common themes. There were 60 diversity leaders among 359 U.S. health care systems. Seven consistent roles and responsibilities were identified reflecting a very broad scope of work. Future research should focus on exploring the scope of this leadership role.

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PURPOSE: Leadership skills are vital for efficient delivery of health reforms. India, a low- and middle-income country, is transforming its public health care significantly. The health workforce, particularly doctors, however lacks leadership skills. This study aims to highlight the leadership skills gap and raise concerns about how India might achieve its ambitious health reforms in the lack of formal, prospective leadership training for its workforce. DESIGN/METHODOLOGY/APPROACH: This study conducted nine management development programmes between 2012 and 2020 and collected data from 416 (N = 444, 94% response rate) health-care professionals using a questionnaire. Participants were asked to inform leadership challenges that they perceived critical. A total of 47 unique challenges were identified, which were distributed across five domains of American College of Healthcare Executives Competency Assessment Tool (2020). Relevant information was also obtained from review of secondary sources including journal articles from scientific and grey literature and government websites. FINDINGS: Majority of participants (85.36%) had never attended any management training and were from public sector (56.1%). Mean total experience was 18 years. Top 5 challenges were lack of motivation (54.26%), communication (52.38%), contracts management (48.31%), leadership skills (47.26%) and retention of workforce (45.56%). Maximum challenges (29) were in domain of business skills and knowledge, followed by knowledge of health-care environment (9), leadership, professionalism, and communication and relationship management (3 each). ORIGINALITY/VALUE: In absence of the leadership training, senior health professionals particularly doctors in India, suffer leadership challenges. Efforts should be made to strengthen leadership capacity in Indian health-care system to advance the country's ongoing national health reforms.

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AIM: To gather and synthesize current empirical evidence on remote leadership and to provide knowledge that can be used to develop successful remote leadership in health care. DESIGN: A integrative literature review with an integrated mixed methods design. DATA SOURCES: The literature search was carried out between February and March 2019 in the CINAHL, Medline (Ovid), PsycInfo, Scopus, SocIndex, Web of Science and Business Source Elite (EBSCO) databases. REVIEW METHODS: An integrative review was conducted to identify relevant studies published from 2010 to 2019. Of the 88 eligible studies, 21 studies met the inclusion criteria and were selected for the final review. The included studies were analysed using mixed methods synthesis, more specifically, data-based convergent synthesis. RESULTS: The performed analysis identified three main themes: characteristics of successful remote leadership; enhancing the leader-member relationship; and challenges in remote leadership. The first theme included the following sub-themes: remote leader characteristics; trust; communication; and leading the team culture. The second theme covered the importance of organizing regular face-to-face meetings, clear communication policies and the connection between positive team spirit and good remote leader-member relationship, while the third theme emphasized leader- and member-related challenges for remote work. CONCLUSIONS: As none of the identified studies had been conducted in a health care setting, future remote leadership research must also specifically consider the health care context. This will be pivotal to exploring how remote work can foster a safe workplace culture, empower health care workers, increase job satisfaction and improve patient outcomes. IMPACT: Remote leadership has rarely been studied in the health care context. Trust, communication, team spirit and a leader's characteristics are central to remote leadership, a finding which is useful for re-evaluating and improving the current culture at health care organizations.

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Many health care organizations struggle and often do not succeed to be high-performance organizations that are not only efficient and effective but also enjoyable places to work. This review focuses on the physician and organizational roles in limiting achievement of a high-performance team in health care organizations. Ten dimensions were constructed and a number of competencies and metrics were highlighted to overcome the failures to: (i) Ensure that the goals, purpose, mission and vision are clearly defined; (ii) establish a supportive organizational structure that encourages high performance of teams; (iii) ensure outstanding physician leadership, performance, goal attainment; and (iv) recognize that medical team leaders are vulnerable to the abuses of personal power or may create a culture of intimidation/fear and a toxic work culture; (v) select a good team and team members-team members who like to work in teams or are willing and able to learn how to work in a team and ensure a well-balanced team composition; (vi) establish optimal team composition, individual roles and dynamics, and clear roles for members of the team; (vii) establish psychological safe environment for team members; (viii) address and resolve interpersonal conflicts in teams; (xi) ensure good health and well-being of the medical staff; (x) ensure physician engagement with the organization. Addressing each of these dimensions with the specific solutions outlined should overcome the constraints to achieving high-performance teams for physicians in health care organizations.

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The concept of employee engagement has garnered considerable attention in acute care hospitals because of the many positive benefits that research has found when clinicians are individually engaged. However, limited, if any, research has examined the effects of engaging all hospital employees (including housekeeping, cafeteria, and admissions staff) in a collective manner and how this may impact patient experience, an important measure of hospital performance. Therefore, this quantitative online survey-based study examines the association between 60 chief executive officers' (CEOs') perceptions of the collective organizational engagement (COE) of all hospital employees and patient experience. A summary measure of the US Hospital Consumer Assessment of Healthcare Providers and Systems survey scores was used to assess patient experience at each of the 60 hospitals represented in the study. A multiple linear regression model was tested using structural equation modeling. The findings of the research suggest that CEOs' perceptions of COE explain a significant amount of variability in patient experience at acute care hospitals. Practical implications for CEOs and other hospital leaders are provided that discuss how COE can be used as an organizational capability to influence organizational performance.

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PURPOSE: The Health Service Executive in Ireland seeks to further develop healthcare in the community. It has identified that this reform requires developing leadership amongst the staff. This study aims to identify what kind of leadership staff in community healthcare observe in practice and their leadership preferences. The core objective has been to identify the readiness of the organisation to implement the adopted national policy of integrated community care reform in terms of leadership development. DESIGN/METHODOLOGY/APPROACH: An online cross-sectional survey was conducted using the Organisational Cultural Assessment Instrument, based on the Competing Values Framework. This tool identifies four overarching leadership types: Clan (Collaborative), Adhocracy (Creative), Market (Competitive) and Hierarchy (Controlling). Participants (n = 445) were a representative sample of regional community health care employees. They were asked to identify presently observed leadership and preferred leadership in practice. The statistical analysis emphasised a comparison of observed and preferred leadership types. FINDINGS: Participants reported the current prevailing leadership type as Market (M = 34.38, SD = 6.22) and Hierarchical (M = 34.38, SD = 22.62), whilst the preferred or future style was overwhelmingly Clan (M = 40.38, SD = 18.08). Differences were significant (all p's < 0.001). The overall outcome indicates a predominance of controlling and competitive leadership and a lack of collaborative leadership to implement the planned reform. ORIGINALITY/VALUE: During reform in healthcare, leadership in practice must be aligned to the reform strategy, demonstrating collaboration, flexibility and support for innovation. This unique study demonstrates the importance of examining leadership type and competencies to indicate readiness to deliver national community health care reform.

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PURPOSE: The purpose of this study is to identify the leadership characteristics that make a health-care organization ready for lean implementation, analyse the interdependence among them and determine the rank of each characteristic based on their influence in the overall phenomenon. DESIGN/METHODOLOGY/APPROACH: The leadership characteristics were identified through a review followed by an expert interview. Then, total interpretive structural modelling (TISM) was used to analyse the interdependence and determine the rank, driving power and dependence of each characteristic. FINDINGS: The results suggest that modesty is the most crucial leadership characteristic that makes a health-care organization ready for the successful incorporation of lean practices. Apart from that, attributes such as transparency, accountability, a leader's ability to empower the employees and communication play a significant role in making the change management programme impactful and effective. A leader's team building capacity was found to be the dependent characteristic and was ranked the last in the overall phenomenon. RESEARCH LIMITATIONS/IMPLICATIONS: Though this study throws light on various leadership dispositions that prepare a health-care organization to become a lean, it is still not an exhaustive exploration to be generalized. Because the leadership characteristics required for successful lean implementation may vary from one organization to the other depending on the purpose, intensity and priority of the implementation programme, these parameters along with the complexity of the scenario would determine what other leadership characteristics need to be included in the model to make it more robust and holistic. ORIGINALITY/VALUE: The novelty of the study lies in capturing the leadership characteristics for organizational readiness in the health-care sector and using the TISM approach to identify the critical characteristics in the context of lean implementation in hospitals.

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PURPOSE: Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work. DESIGN/METHODOLOGY/APPROACH: The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections. FINDINGS: A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series. PRACTICAL IMPLICATIONS: Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers. ORIGINALITY/VALUE: Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.

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Literature databases have multifaceted search options, but emerging research areas do not have an established terminology and therefore it is difficult to find relevant literature when conducting a review. This study aimed to explore if an unsupervised paraphrasing approach is useful in identifying relevant search phrases for a literature review on an emerging research topic - situational leadership in critical care. Using an initial set of 12 search phrases, the system was used to propose additional phrases, which were manually classified and further used in an expanded PubMed database search. Finally, we assessed the papers found with the expanded search and compared this to the initial search results. As a result, the expanded search more than tripled the search results, from 182 to 673 papers. The expanded search also more than tripled the number of relevant papers, from 12 in the original search to 39 in the expanded search.

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PURPOSE: This paper aims to determine and assess leadership styles in six government general hospitals. DESIGN/METHODOLOGY/APPROACH: This is a cross-sectional study that uses a self-administered questionnaire to determine the leadership styles by self or followers' rating. The participants were 66 leaders and 1,626 followers. The data were analyzed using suitable statistical methods. FINDINGS: The prevailing leadership style of hospitals' leaders is the transformational style, where self-rating as transformational is higher than followers' rating. The demographic characteristics of leaders are statistically insignificant. RESEARCH LIMITATIONS/IMPLICATIONS: Other health-care settings were not included in the study. In addition, the study is designed to determine the relationship between variables, not to identify cause and effect. However, effective leadership has a substantial value and impact in health care. The paper confirms the existence of a transformational style effect on all organizational outcomes and represents a baseline for future studies in determining leadership styles and organizational culture types to highlight improvement areas. PRACTICAL IMPLICATIONS: The paper recommends designing training programs to improve transformational leadership behavior. Moreover, investment in research is needed to understand how to build transformational leaders. In addition, leaders' recruitment must be conditioned by obtaining a leadership certification. ORIGINALITY/VALUE: This topic is under-researched in Kuwait health-care system. The use of leadership style as an indicator for a health-care organization's performance is still not well known in Kuwait.

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PURPOSE: This paper aims to examine the challenges faced by health-care leadership in teaching hospitals in attaining accreditation for their institutions. DESIGN/METHODOLOGY/APPROACH: This paper is based on a study of current literature on health-care leadership, hospital accreditation and quality of patient care and identifies the challenges facing health-care leadership in attaining accreditation for teaching hospitals. FINDINGS: Based on a review and analysis of literature, infrastructure, finance, legal support, workforce recruitment and training, documentation and technology are identified as challenges faced by health-care leadership in teaching hospitals. The key challenges facing health-care leadership with respect to medical education and clinical research are found to be integration of education into hospital operations, compliance with all regulatory and professional requirements and adequacy of resources in executing research programs. ORIGINALITY/VALUE: This study draws the attention of health-care leadership in teaching hospitals on the challenges they face in obtaining accreditation for their institutions so that they may develop appropriate strategies to overcome them.

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