References

Adeani IS, Febriani RB, Syafryadin S Using Gibbs reflective cycle in making reflections of literary analysis. Indonesian EFL Journal. 2020; 6:(2)139-148 https://doi.org/10.25134/ieflj.v6i2.3382

Alderwick H, Dixon J The NHS long term plan. BMJ. 2019; 364:l84-l84 https://doi.org/10.1136/bmj.l84

Alloubani A, Akhu-Zaheya L, Abdelhafiz IM, Almatari M Leadership styles' influence on the quality of nursing care. Int J Health Care Qual Assur. 2019; 32:(6)1022-1033 https://doi.org/10.1108/IJHCQA-06-2018-0138

Aranzabal A, Epelde E, Artetxe M Team formation on the basis of Belbin's roles to enhance students' performance in project based learning. Education for Chemical Engineers. 2022; 38:22-37 https://doi.org/10.1016/j.ece.2021.09.001

Bednár R, Ljudvigová I Belbin team roles in a start-up team. SHS Web of Conferences. 2020; 83 https://doi.org/10.1051/shsconf/20208301002

Bush S, Michalek D, Francis L Perceived leadership styles, outcomes of leadership, and self-efficacy among nurse leaders. Nurse Lead. 2021; 19:(4)390-394 https://doi.org/10.1016/j.mnl.2020.07.010

Dean E UK's nurse staffing ranking is a national embarrassment: study of 21 nations highlights shortage of nurses in the UK. Nurs Manage. 2018; 25:(2)6-6

Drach-Zahavy A, Leonenko M, Srulovici E Towards a measure of accountability in nursing: a three-stage validation study. J Adv Nurs. 2018; 74:(10)2450-2464 https://doi.org/10.1111/jan.13735

Fteiha M, Awwad N Emotional intelligence and its relationship with stress coping style. Health Psychol Open. 2020; 7:(2) https://doi.org/10.1177/2055102920970416

Leadership, leadership styles, and servant leadership. 2018. https://tinyurl.com/3fx72h7r (accessed 10 June 2024)

Gibbs G Learning by doing: a guide to teaching and learning methods.: Further Education Unit, Oxford Polytechnic; 1988

Guerra S, Lambe K, Manolova G, Sadler E, Sheehan KJ Multidisciplinary team healthcare professionals' perceptions of current and optimal acute rehabilitation, a hip fracture example. A UK qualitative interview study informed by the Theoretical Domains Framework. PLoS One. 2022; 17:(11) https://doi.org/10.1371/journal.pone.0277986

Hasanpoor E, Belete YS, Janati A, Hajebrahimi S, Haghgoshayie E The use of evidence-based management in nursing management. Africa Journal of Nursing and Midwifery. 2019; 21:(1)1-16

Harrison P Accountability in nursing: a strategic perspective. Gastrointest Nurs. 2018; 16:(1) https://doi.org/10.12968/gasn.2018.16.1.51

He L, Wu H, Li M, Deng X A qualitative meta-synthesis of the caregiving experiences of adult children providing care for cancer patients in China: implications for multidisciplinary healthcare teams. Health Soc Care Community. 2022; 30:(6)e3829-e3842 https://doi.org/10.12968/gasn.2018.16.1.5110.1111/hsc.14073

Heron J Helping the client. A creative practical guide.: Sage; 2001

Ingham-Broomfield B A nurses' guide to using models of reflection. Australian Journal of Advanced Nursing. 2021; 38:(4)62-67 https://doi.org/10.37464/2020.384.395

Jennings S, Evans R Inter-professional practice in the prevention and management of child and adolescent self-harm: foster carers' and residential carers' negotiation of expertise and professional identity. Sociol Health Illn. 2020; 42:(5)1024-1040 https://doi.org/10.1111/1467-9566.13071

Kanyumba B, Msosa SK Retention strategies of healthcare professionals as a tool for effective service delivery in the Zimbabwean health sector. Eurasian Journal of Business and Management. 2020; 8:(2)51-62 https://doi.org/10.15604/ejbm.2020.08.02.001

Kiweewa JM, Gilbride D, Luke M, Clingerman T Tracking growth factors in experiential training groups through Tuckman's conceptual model. Journal for Specialists in Group Work. 2018; 43:(3)274-296 https://doi.org/10.1080/01933922.2018.1484539

Madero-Gómez SM, Rodríguez-Delgado DR Relationships between McGregor's X and Y theory, compensation form, and job satisfaction. CienciaUAT. 2018; 13:(1)

Mazzei M, Teasdale S, Calò F, Roy MJ Co-production and the third sector: conceptualising different approaches to service user involvement. Public Management Review. 2020; 22:(9)1265-1283 https://doi.org/10.1080/14719037.2019.1630135

McGregor D The human side of enterprise, Special edn. : McGraw-Hill; 1985

Monderna E, Voinarovska N Promoting personal motivation within professional education. Journal of Educational and Social Research. 2019; 9:(2)1-7 https://doi.org/10.2478/jesr-2019-0007

Muller CR, Pelser TG A proposed leadership skills development model for African FMCG business-networks: Super-Cube®. South African Journal of Economic and Management Sciences. 2022; 25:(1)1-15 https://doi.org/10.4102/sajems.v25i1.4303

Musitha ME, Mafukata MA The impact of perceptions of tribalism and ethnicity on public administration in South Africa: a case study of the Vuwani in the Vhembe District. Politeia (Pretoria, South Africa). 2020; 39:(2)1-26

NHS England/NHS Improvement. NHS long term plan. 2019. https://www.longtermplan.nhs.uk/online-version/overview-and-summary (accessed 10 June 2024)

Nursing and Midwifery Council. The code. Professional standards of practice and behaviour for nurses, midwives and nursing associates. 2018. https://www.nmc.org.uk/standards/code (accessed 10 June 2024)

Prentice C, Dominique Lopes S, Wang X Emotional intelligence or artificial intelligence – an employee perspective. Journal of Hospitality Marketing & Management. 2020; 29:(4)377-403 https://doi.org/10.1080/19368623.2019.1647124

Royal College of Nursing. ‘Dangerously inadequate staffing levels’: NHS waiting list growing 4 times faster than nurse workforce. 2023. https://tinyurl.com/4zfdh2x5 (accessed 10 June 2010)

Specchia ML, Cozzolino MR, Carini E Leadership styles and nurses' job satisfaction. Results of a systematic review. Int J Environ Res Public Health. 2021; 18:(4) https://doi.org/10.3390/ijerph18041552

Stevens A, Green ANR, Abraham S, Reese J Clinic-based recruitment strategies within an integrated health care system for the dementia care study (d-care). Innovation in Aging. 2022; 6 https://doi.org/10.1093/geroni/igac059.1211

Syed Kholed SN, Maon SN, Mohd Hassan N Reliability and validity of the inter-professional collaboration practice instrument. Journal of Interprofessional Education and Practice. 2021; 24 https://doi.org/10.1016/j.xjep.2021.100450

Thompson G, Glasø L Situational leadership theory: a test from a leader-follower congruence approach. Leadership and Organizational Development Journal. 2018; 39:(5)574-591 https://doi.org/10.1108/LODJ-01-2018-0050

van Diggele C, Burgess A, Roberts C, Mellis C Leadership in healthcare education. BMC Med Educ. 2020; 20:(S2) https://doi.org/10.1186/s12909-020-02288-x

Vörösmarty G, Dobos I The role of personal motivation in sustainable purchasing practices. Amfiteatru Economic Journal. 2019; 21:(50)121-137 https://doi.org/10.24818/EA/2019/50/121

Yildirim I, Albez C Investigation of school ‘administrators’ assumptions regarding management practices based on X-Y theory. International Journal of Contemporary Educational Research. 2022; 9:(4)770-784 https://doi.org/10.33200/ijcer.1092445

Leading and managing a multidisciplinary team in health and social care: a critical and personal reflection

20 June 2024
Volume 33 · Issue 12

Abstract

This article presents a synthesis of the leadership and management knowledge and experience gained while participating in project work in health and social care. The first part presents a critical evaluation of leadership and management across health and social care services, with a focus on a multidisciplinary team in a ward setting. The second part presents a critical reflection on a personal leadership and management experience during the project using an appropriate model of reflection, a synthesis of lessons learnt and application to future practice as a registered nurse. A range of theories and frameworks related to leadership, management and team working are critically evaluated and a critical understanding of both political and economic perspectives within today's healthcare system is presented.

Leadership is about setting the direction of a team, influencing others and managing change, whereas management involves organising resources and maintaining stability (van Diggele et al, 2020). Leadership produces change and movement whereas management produces order and consistency (van Diggele et al, 2020). Several leadership styles have been demonstrated to be effective in health and social care, including autocratic, laissez-faire, democratic, transformational, servant, situational and transactional (Thompson and Glasø, 2018; Specchia et al, 2021). McGregor's X-Y management theory, originally published in 1960, is widely used in health and social care (McGregor, 1985; Yildirim and Albez, 2022). Theory X uses coercion and control to achieve organisational goals whereas theory Y uses motivation. McGregor concluded that theory Y is the most appropriate method for managers to get the best out of their teams (McGregor, 1985; Yildirim and Albez, 2022).

Register now to continue reading

Thank you for visiting British Journal of Nursing and reading some of our peer-reviewed resources for nurses. To read more, please register today. You’ll enjoy the following great benefits:

What's included

  • Limited access to clinical or professional articles

  • Unlimited access to the latest news, blogs and video content