Allied health leadership in New South Wales: a study of perceptions and priorities of allied health leaders
Patricia Bradd A B D , Joanne Travaglia B and Andrew Hayen B CA South Eastern Sydney Local Health District, Sutherland Hospital, Locked Mail Bag 21, Taren Point, NSW 2229, Australia.
B Faculty of Health, University of Technology, Building 10, Broadway, Ultimo, NSW 2007, Australia. Email: Joanne.Travaglia@uts.edu.au; andrew.hayen@uts.edu.au
C School of Public Health and Community Medicine, Faculty of Medicine, UNSW Australia, Samuels Building, Sydney, NSW 2052, Australia.
D Corresponding author. Email: Patricia.Bradd@health.nsw.gov.au
Australian Health Review 42(3) 316-320 https://doi.org/10.1071/AH16135
Submitted: 24 June 2016 Accepted: 17 February 2017 Published: 30 March 2017
Abstract
Objective The aim of the present study was to investigate the opinions and perceptions of senior allied health (AH) leaders in relation to AH leadership, governance and organisation from an Australian public health perspective. The target group was the New South Wales (NSW) Health AH directors or advisors, the most senior public AH professionals in NSW.
Methods The study was conducted over a 6-month period in 2014–15 and comprised two parts: (1) data collection through a 46-question online survey that sought the views of AH leaders about the field of AH in NSW; and (2) two confirmatory focus groups with members of the NSW Health Allied Health Directors Committee.
Results The online questionnaire generated novel information about the field of AH in the public sector of NSW, including the current organisation, governance and culture of AH. Focus group participants explored key findings in greater depth, including the effects of AH on and value of AH to the health system as a whole, as well as the attributes and competencies required by AH leaders. Participants identified the need to build and grow their influence, to more clearly demonstrate AH’s contribution and to realign efforts towards more strategic issues influencing governance, performance, professional standards and advocacy. This entailed broadening the vision and scope of AH Directors as well as across discipline leaders.
Conclusion The results provide new information about Australian AH leadership, governance, culture and organisation, and highlight potential priorities for future leadership activities.
What is known about this topic? Although leadership is considered an essential element in the provision of high-quality health care, leadership across AH remains underexamined.
What does this paper add? There is a paucity of literature pertaining to AH leadership nationally and internationally. This paper describes the issues affecting AH leaders and leadership in NSW, as reported by senior AH leaders.
What are the implications for practitioners? This study identifies key elements related to AH leadership and governance. Health systems and services can use this information to implement strategies that enhance AH leadership capability.
References
[1] Grimmer-Somers K, Kumar S, Worley A, Young A. Practical tips in finding the evidence: an allied health primer. Manila: UST Publishing House; 2009.[2] Lowe S, Adams R, O’Kane A. A framework for the categorisation of the Australian health professional workforce. Services for Australian Rural and Remote Allied Health; 2007.
[3] Wagner S, Kearne S, McLeod B, Bishop MA. Report: clinical supervision for allied health professionals in rural NSW. NSW Institute of Rural Clinical Services and Teaching; 2009. Available at: http://www.academia.edu/7824131/A_Report_Clinical_Supervision_for_Allied_Health_Professionals_in_Rural_NSW_ [verified 25 January 2015].
[4] Health Education and Training Institute (HETI). Allied health professions in NSW Health, Gladesville NSW. Available at: http://www.heti.nsw.gov.au/allied-health/allied-health-professions-in-nsw-health/ [verified 1 October 2015].
[5] Mueller J, Neads P. Allied health and organisational structure: massaging the organisation to facilitate outcomes. NZ J Physiotherapy 2005; 33 48–54.
[6] Wylie D, Gallagher H. Transformational leadership behaviors in allied health professions. J Allied Health 2009; 38 65–73.
[7] Markham D. Allied health: leaders in health care reform Aust Health Rev 2015; 39 248
| Allied health: leaders in health care reformCrossref | GoogleScholarGoogle Scholar |
[8] Lovegrove M, Goh T. Leadership for the allied health professions. In Bishop V, editor. Leadership for nursing and allied health care professions. Maidenhead: McGraw-Hill Education; 2009. pp. 75–97.
[9] Boyce R. Emerging from the shadow of medicine: allied health as a ‘profession community’ subculture. Health Sociol Rev 2006; 15 520–34.
| Emerging from the shadow of medicine: allied health as a ‘profession community’ subculture.Crossref | GoogleScholarGoogle Scholar |
[10] Westbrook J, Braithwaite J, Travaglia J, Jorm C, Iedema R. Longer term responses to three health professional groups to a safety improvement programme. Int J Health Care Qual Assur 2007; 20 555–71.
| Longer term responses to three health professional groups to a safety improvement programme.Crossref | GoogleScholarGoogle Scholar |
[11] Braithwaite J, Westbrook J. Rethinking clinical organisational structure: an attitude survey of doctors, nurses and allied health staff in clinical directorates. J Health Serv Res Policy 2005; 10 10–7.
| Rethinking clinical organisational structure: an attitude survey of doctors, nurses and allied health staff in clinical directorates.Crossref | GoogleScholarGoogle Scholar |
[12] MacPhail A, Young C, Ibrahim JE. Workplace-based clinical leadership training increases willingness to lead: appraisal using multisource feedback of a clinical leadership program in regional Victoria, Australia. Leadersh Health Serv 2015; 28 100–18.
| Workplace-based clinical leadership training increases willingness to lead: appraisal using multisource feedback of a clinical leadership program in regional Victoria, Australia.Crossref | GoogleScholarGoogle Scholar |
[13] Leggat SG, Balding C. Achieving organisational competence for clinical leadership: the role of high performance work systems. J Health Organ Manag 2013; 27 312–29.
| Achieving organisational competence for clinical leadership: the role of high performance work systems.Crossref | GoogleScholarGoogle Scholar |
[14] Bradd P, Travaglia J, Hayen A. Leadership and allied health: a review of the literature. Asia Pac J Healthc Man 2017; in press
[15] NSW Health. Local health districts and specialty networks. 2011. Available at: http://www.health.nsw.gov.au/lhd/pages/default.aspx [verified 20 May 2016].
[16] Boyce R. Organisational governance structures in allied health services: a decade of change. Aust Health Rev 2001; 24 22–36.
| Organisational governance structures in allied health services: a decade of change.Crossref | GoogleScholarGoogle Scholar | 1:STN:280:DC%2BD3M3ms1Gktw%3D%3D&md5=3349e54eda09f33ffd3ae89896f4d091CAS |
[17] Johnson A. Nurse Engagement Survey – The Heart of Health Care V 1. Sydney: Prince of Wales Hospital, University of NSW; 2010.
[18] Law D, Boyce R. Beyond organisational design: moving from structure to service enhancement. Aust Health Rev 2003; 26 175–85.
| Beyond organisational design: moving from structure to service enhancement.Crossref | GoogleScholarGoogle Scholar |
[19] Fulop L, Day GE. From leader to leadership: clinician managers and where to next? Aust Health Rev 2010; 34 344–51.
| From leader to leadership: clinician managers and where to next?Crossref | GoogleScholarGoogle Scholar |
[20] Garling P. Final report of the Special Commission of Inquiry: acute care in NSW public hospitals. Sydney: NSW Government; 2008.
[21] Skinner C, Braithwaite J, Frankum B, Kerridge R, Goulston K. Reforming New South Wales public hospitals: an assessment of the Garling inquiry. Med J Aust 2009; 190 78–9.
[22] NSW Health. Caring together: the health action plan. Sydney: NSW Department of Health; 2009.
[23] Snodgrass J, Douthitt S, Ellis R, Wade S, Plemons J. Occupational therapy practitioners’ perceptions of rehabilitation managers’ leadership styles and the outcomes of leadership. J Allied Health 2008; 37 38–44.
[24] Block LAM, Manning LJ. A systemic approach to developing frontline leaders in healthcare. Leadersh Health Serv 2007; 20 85–96.
| A systemic approach to developing frontline leaders in healthcare.Crossref | GoogleScholarGoogle Scholar |
[25] Nicol E. Improving clinical leadership and management in the NHS. J Healthc Leadersh 2012; 4 59–69.
| Improving clinical leadership and management in the NHS.Crossref | GoogleScholarGoogle Scholar |
