Leadership and management series: Part 3 – pragmatic leadership in teams and groups

by Dr Prasanna N. de Silva and Dr Michael Hobkirk

 

Published: January 2016

 

This module is the third in a series and relevant to all consultant psychiatrists including those in formal positions of leadership, management and education (e.g. clinical directors, college tutors or mentors).  

 

Working as a member of established teams and ad hoc working groups is a core aspect of the role of a consultant psychiatrist. Unfortunately, the majority of texts on team leadership comprise a brief synopsis of commonly referenced and older models of team leadership (e.g. Belbin, 1981, Tuckman, 1965 and De Bono, 1985) without exploring their application in real-world mental healthcare settings (see Jenkinson et al, 2013). While summaries of classic models of team leadership have value, a high degree of intertextuality and limited depth of discussion can restrict reflection on progressive ways of working. This module seeks to redress these limitations.

 

In this module, we will:

 

  • describe shared leadership, engaging leadership and values-based leadership

 

  • identify three important biases in a team or group setting and approaches to address these

 

  • work through three case studies.

 

Start the module

 

This is the third of a series of modules covering the key concepts of leadership and management. See also: Part 1 – an introduction to leadership and management for psychiatrists and Part 2 – time management for psychiatrists.

 

You may also wish to refer to the Leadership and Management pages on the Royal College of Psychiatrists' website for further information.

 

Please note: This module was published in 2016. An update is being worked on, but in the meantime please be aware when completing the module that some of the guidance may have changed.
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