Leadership as boundary work in healthcare teams
Leadership as boundary work in healthcare teams
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DOI：
10.1177/1742715012468781
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发表时间：
2013-05-01
期刊：
影响因子：
3.4
通讯作者：
Reay, Trish
中科院分区：
文献类型：
--
作者：
Chreim, Samia;Langley, Ann;Reay, Trish
本文提出，边界工作是固有的领导实践在医疗保健设置，并探讨这一现象在跨专业医疗团队。具体而言，该研究侧重于在精神卫生服务领域的四个跨专业医疗保健团队中领导和跨越边界。我们会特别考虑这些团队的具体环境，并处理在交互中构建和管理的边界。我们的定性研究表明，领导力可以由不同的成员在团队内部的不同层次上行使，并且它涉及管理(a)领导群中不同成员的角色，(b)领导和临床角色，(c)正式领导和团队其他成员，(d)不同的职业，(e)个人生活经历和专业工作，以及(f)团队和成员所认为的环境之间的界限。我们确定了不同类型的边界工作策略，包括开放、关闭和竞争/谈判边界。此外，我们还讨论了每种策略的潜在后果。我们认为我们的研究结果对领导研究和实践在医疗环境和超越的影响。
This paper proposes that boundary work is inherent to leadership practices in healthcare settings, and explores this phenomenon in interprofessional healthcare teams. Specifically, the study focuses on leading through and across boundaries in four interprofessional healthcare teams operating in the area of mental health services. We give special consideration to the specific contexts of these teams, and address the boundaries that are constructed and managed in interactions. Our qualitative study revealed that leadership can be exercised by different members and at different levels within the teams, and that it involves managing the boundaries between (a) roles of different members of the leadership constellation, (b) leadership and clinical roles, (c) formal leaders and other members of the team, (d) different professions, (e) personal life experiences and professional work, and (f) the team and what members consider to be the environment. We identify different types of boundary work tactics that involve opening, closing, and contesting/negotiating boundaries. In addition, we address the potential consequences of each of these tactics. We consider the implications of our findings to leadership research and practice in healthcare contexts and beyond.