Clay-Williams R et al.,

Australia, 2017

[Ref no: 56]

Systematic narrative review

N/A

・ Having more doctors on the boards was associated with higher quality rating of service providers and uncompensated care

・ The presence of a CMO or Vice President of Medical Affairs on the committee resulted in significantly higher process of care scores (85.3% vs 81.0%, p < 0.05) and lower risk-adjusted mortality rates (5.6% vs 7.3%, p < 0.05)

・ Higher-performing hospitals were associated with physician CEOs

・ High staff-to-patient ratios for both nurses and doctors are associated with better hospital performance

There is a modest body of evidence supporting the importance of including doctors on organizational governing boards.

Denis J, Gestel NV,

Canada, 2016

[Ref no: 20]

Exploratory study

N/A

・ Challenges of engaging physicians in leadership whereby structural and economic integration of medical doctors within organizations are not sufficient

・ Canada’s approaches in enhancing leadership include introduction of acts, improvement programs and medical advisory bodies

・ Initiatives taken by Netherlands involve implementation of policies, establishment of committee, publication of reports and governmental reform

Both Canadian and Dutch system implemented similar strategies and faced common constraints in enhancing leadership for health system improvement.

Durowade K et al., Nigeria, 2020

[Ref no: 40]

Cross-sectional study

396

・ More than half, 205 (51.8%), of the employees were found to be within the third decade of life with a mean of 33.2 [+ or −] 7.2 years.

・ Among the employees, only 6 (1.5%) had high job satisfaction;

・ Laissez faire style had negative relationship with job satisfaction (r = −0.084; P = 0.094).

・ Age of the leader (r = −0.095), duration of tenure by the heads of units (r = −0.003) exhibited negative correlation with job satisfaction.

・ Age of employees and contingent reward were found to be significantly predictive of job satisfaction (P < 0.05)

Leadership styles affect health workers’ job satisfaction differently and transformational style were more related to health workers’ job satisfaction than the transactional style while laissez-faire exhibited a negative relationship with job satisfaction.

Jodar IS et al., Spain,

2016

[Ref no: 68]

Cross sectional study

258

・ Managers assessed themselves as equally transactional and transformational leaders (average: 3.30 points)

・ Nurses (28.57 % of participants) showed a higher transactional leadership style, over transformational leadership style, compared to physicians (3.38 points, p < 0.003)

・ Lowest results in transactional style (p < 0.015) seen in men

・ Both transactional and transformational styles correlate with efficiency and job satisfaction (r = 0.724 and r = 0.710, respectively)

Primary health care managers perceive themselves to adopt transactional leadership style and focused on the maintenance of the status quo, although some scores show a trend towards the transformational style, mainly among nurse managers, however both styles correlate with satisfaction and willingness to strive to work better.

Sonsale A, Bharamgoudar R, United Kingdom, 2017

[Ref no: 54]

Case study

N/A

・ Importance of leadership: The NHS is constantly evolving, and this skill will undoubtedly be vital in empowering young students and doctors to successfully shape their future. For students, it is crucial that they are able to make astute executive decisions when the time comes.

・ Initiatives need to be under taken to improve leadership skills among young doctors.

Management and leadership are invaluable skills.

Implementing it for today’s students will enable them as tomorrow’s doctors to tackle the growing challenges of modern healthcare.