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Towards a theoretical framework for Integrated Team Leadership (IgTL)
Tony Smith1, Sally Fowler Davis2, Susan Nancarrow3
1Centre for Leadership in Health and Social Care, Sheffield Hallam University, Sheffield, UK.
Journal of Interprofessional Care
|November 22, 2019
Summary
This study introduces a framework for leading integrated, interprofessional health and social-care teams (IgTs). Effective leadership requires both person-focused and task-focused skills to improve patient outcomes and team collaboration.
Area of Science:
- Health Services Research
- Organizational Behavior
- Interprofessional Education
Background:
- Policy drives integration of health and social care (HSC) in England to improve care for older adults.
- Integrated, interprofessional teams (IgTs) are crucial for effective HSC integration.
- Skilled leadership is a prerequisite for successful IgTs.
Purpose of the Study:
- To present a theoretical framework for Integrated Team Leadership (IgTL).
- To identify key leadership behaviors and characteristics for effective IgTs.
- To understand challenges in IgTL compared to traditional leadership.
Main Methods:
- Qualitative study involving 15 staff members from 8 UK community teams.
- Analysis of participant perceptions on good IgT practice and patient outcomes.
- Literature review to inform the theoretical framework.
Main Results:
- Identified two core leadership behavior elements: person-focused and task-focused.
- Person-focused skills include: inspiration, motivation, change management, consideration, empowerment, team building, and emotional intelligence.
- Task-focused skills include: setting direction, performance management, and external relationship management.
Conclusions:
- Effective IgTL requires specific skills in facilitating shared professional practices.
- IgTL leaders should ideally be HSC professionals with prior IgT experience.
- Addressing technical and cultural issues is vital for successful integrated teamworking.
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