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Article
Publication date: 4 July 2016

Ming-Ka Chan, Diane de Camps Meschino, Deepak Dath, Jamiu Busari, Jordan David Bohnen, Lindy Michelle Samson, Anne Matlow and Melchor Sánchez-Mendiola

This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance…

Abstract

Purpose

This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development.

Design/methodology/approach

The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development.

Findings

An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model.

Practical implications

International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation.

Originality/value

A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.

Details

Leadership in Health Services, vol. 29 no. 3
Type: Research Article
ISSN: 1751-1879

Keywords

Open Access
Article
Publication date: 19 April 2018

Jamiu Busari, Ming-Ka Chan, Deepak Dath, Anne Matlow and Diane de Camps Meschino

This paper aims to describe the evolution of Sanokondu, highlighting the rationale, achievements and lessons learnt from this initiative. Sanokondu is a multinational community of…

1948

Abstract

Purpose

This paper aims to describe the evolution of Sanokondu, highlighting the rationale, achievements and lessons learnt from this initiative. Sanokondu is a multinational community of practice dedicated to fostering health-care leadership education worldwide. This platform for health-care leadership education was conceived in 2014 at the first Toronto International Summit on Leadership Education for Physicians (TISLEP) and evolved into a formal network of collaborators in 2016.

Design/methodology/approach

This paper is a case study of a multinational collaboration of health-care leaders, educators, learners and other stakeholders. It describes Sanokondu’s development and contribution to global health-care leadership education. One of the major strategies has been establishing partnerships with other educational organizations involved in clinical leadership and health systems improvement.

Findings

A major flagship of Sanokondu has been its annual TISLEP meetings, which brings various health-care leaders, educators, learners and patients together. The meetings provide opportunities for dialog and knowledge exchange on leadership education. The work of Sanokondu has resulted in an open access knowledge bank for health-care leadership education, which in addition to the individual expertise of its members, is readily available for consultation. Sanokondu continues to contribute to scholarship in health-care leadership through ongoing research, education and dissemination in the scholarly literature.

Originality/value

Sanokondu embodies the achievements of a multinational collaboration of health-care stakeholders invested in leadership education. The interactions culminating from this platform have resulted in new insights, innovative ideas and best practices on health-care leadership education.

Details

Leadership in Health Services, vol. 31 no. 2
Type: Research Article
ISSN: 1751-1879

Keywords

Article
Publication date: 20 February 2020

Jeffrey Boon Hui Yap and Martin Skitmore

Legions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of…

2400

Abstract

Purpose

Legions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of insufficient communication and working experience. One of the key reasons why this occurs is that managers are unaware of what knowledge needs to be retained. In contrast with knowledge management research, which mostly focuses on the systems and processes for capturing, storing, and retrieval of knowledge, this paper investigates the nature of project communication and learning and their role on project time and cost control.

Design/methodology/approach

A stratified proportional purposive sampling approach was adopted in choosing the interview participants for the study. They are experienced industry practitioners working on building construction projects in Malaysia. Content analysis was then performed on the interview data. The identified variables were further validated by 11 industry experts from the three primary construction stakeholders.

Findings

The results of a series of 12 in-depth interviews with industry practitioners are provided to reveal the effective communication tools for sharing and learning in a project-based environment, the learning inducing situations involved, and the use of reusable project experiences to improve project time and cost control.

Research limitations/implications

A possible limitation of the study is its focus on a small group of Malaysian practitioners delimits the generalizability of the findings.

Originality/value

A two-phase model with three-step project management process of input, tools, and output is developed from the Project Management Body of Knowledge (PMBOK) Guide as an aid for more effective knowledge reuse in project time and cost control in the future.

Details

International Journal of Managing Projects in Business, vol. 13 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

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