Medical Leadership

Jill Aylott is Consultant in Autism and CEO at the International Academy of Medical Leadership (IAML) and Head of Programmes for Medical Leadership, Social Care and Quality Improvement. Jeff Perring is Consultant Intensivist and Medical Director, Sheffield Children’s NHS Foundation Trust. Ann Chapman is Consultant/Clinical Director, NHS Lanarkshire; Honorary Clinical Associate Professor, University of Glasgow. Ahmed Nassef is Consultant Vascular Surgeon and Fellow in Endovascular Surgery at Australia North Shore Hospital (2016–2017) and currently Deputy Convener for the Royal College of Surgeons, Edinburgh.

Part 1: A global emergent context for medical leadership, Chapter 1 An Introduction, Chapter 2 ‘Leadership’ and ‘medical leadership’, Chapter 3 Quality Improvement as the goal of Medical Leadership, Chapter 4 Understanding patient experience as a clinical leader, Chapter 5 Primary care and general practice: medical leadership for all, Chapter 6 A Theoretical model to engage doctors in medical leadership, Part 2: medical leadership, Chapter 7 An Introduction, Chapter 8 Medical Leadership and reducing health inequalities, Chapter 9 Medical Leadership and reducing variation in health care, Chapter 10 Developing and analysing effective teams, Chapter 11 A Strategy for engaging primary and secondary care doctors in medical leadership, Chapter 12 Medical Engagement – Strategies for Engagement from the ‘Grass Roots’, Chapter 13 Leadership Diagnostics and refelctions on Personal Leadership Development, Part 3: Improvement Science, Medical Leadership and Measurement for Improvement, Chapter 14 Introduction, Chapter 15 Data Analysts building capability in partnership with Medical Leaders, Chapter 16 Root Cause Analysis and Simulation to improve Quality, Chapter 17 Leadership diagnostics for self-awareness and bespoke course design, Chapter 18 Medical Leadership and the use of data for a Continuous Quality Improvement Collaborative (CQIC) in an Accident and Emergency Department, Chapter 19 Developing a Macro Health System in Nepal with ethical and moral medical leadership, Part 4: Service Development, Chapter 20 Introduction, Chapter 21 Improving healthcare services in times of austerity, Chapter 22 Service Improvement to reduce early deaths of children in hospital: The design of an electronic observation system, Chapter 23 Innovations in person centered service redesign for young carers, Chapter 24 Service improvement in paediatric dentistry, Chapter 25 Reflections, Part 5: System Transformation, Chapter 26 Introduction, Chapter 27 System Transformation for health and social care, Chapter 28 A strategy for engaging teams and motivating staff though system transformation, Chapter 29 Transforming Operating Theatre Services, Chapter 30 Transforming the emergency medicine workforce: a new hybrid with integrated speciality training and a competency based MBA, Chapter 31 Quality Improvement and System Transformation in Emergency Medicine, Chapter 32 Transforming the quality of hospital care through advocacy for people with a learning disability and or autism, Chapter 33 Transforming services for patients with Spinal Cord Injury – a national review of standards and practice.