Please use this identifier to cite or link to this item: https://ahro.austin.org.au/austinjspui/handle/1/34755
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dc.contributor.authorRixon, Andrew-
dc.contributor.authorJudkins, Simon-
dc.contributor.authorWilson, Samuel-
dc.date2023-
dc.date.accessioned2024-01-03T22:58:06Z-
dc.date.available2024-01-03T22:58:06Z-
dc.date.issued2023-12-19-
dc.identifier.citationEmergency Medicine Australasia : EMA 2023-12-19en_US
dc.identifier.issn1742-6723-
dc.identifier.urihttps://ahro.austin.org.au/austinjspui/handle/1/34755-
dc.description.abstractThe ability to lead change is well recognised as a core leadership competency for clinicians, including emergency physicians. However, little is known about how emergency physicians' think about change leadership. The present study explores Australasian emergency physicians' beliefs about the factors that help and hinder efforts to lead change in Australasian EDs. An online modified Delphi study was conducted with 19 Fellows of the Australasian College for Emergency Medicine. To structure the process, participants were sorted into four panels. Using a three-phase Delphi process, participants were guided through a process of brainstorming, narrowing down and ranking the factors that help and hinder attempts to lead change. Reflexive thematic analysis was used to code and interpret the qualitative data set emerging from participants' responses through the final ranking phase. A wide array of self-, ED- and hospital-related enablers and barriers of leading change were identified, the relative importance of which varied as a function of panel. Five core themes characterised emergency physicians' conceptions of change leadership in hospitals: challenging environments of competing interests and tribalism; need for trust and psychological safety to sustain collaboration; challenges of navigating complex hierarchies; need to garner executive leadership support and; need to maintain a growth mindset and motivation to practice change leadership. The findings of our study provide new insight into emergency physicians' conceptions of the nature, barriers to and enablers of change and point to new directions in leadership development to support emergency physicians' aspirations in the context of quality, organisation and health systems improvement.en_US
dc.language.isoeng-
dc.subjectchange leadershipen_US
dc.subjectemergency departmenten_US
dc.subjectemergency physiciansen_US
dc.subjectpower and politicsen_US
dc.titlePower and politics of leading change in emergency departments: A qualitative study of Australasian emergency physicians.en_US
dc.typeJournal Articleen_US
dc.identifier.journaltitleEmergency Medicine Australasia : EMAen_US
dc.identifier.affiliationGriffith Business School, Griffith University, Gold Coast, Queensland, Australia.en_US
dc.identifier.affiliationEmergencyen_US
dc.identifier.affiliationManagement and Marketing, Swinburne University of Technology, Hawthorn, Victoria, Australia.en_US
dc.identifier.doi10.1111/1742-6723.14363en_US
dc.type.contentTexten_US
dc.identifier.orcid0000-0001-7397-1631en_US
dc.identifier.pubmedid38114889-
item.openairetypeJournal Article-
item.cerifentitytypePublications-
item.grantfulltextnone-
item.fulltextNo Fulltext-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.languageiso639-1en-
crisitem.author.deptEmergency-
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