首页 > 最新文献

BMJ Leader最新文献

英文 中文
Can compassionate leadership of senior hospital leaders help retain trainee doctors? 医院高层领导的同情心能否帮助留住实习医生?
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-02 DOI: 10.1136/leader-2024-001010
Wen Wang, Jennifer Creese, Maria Karanika-Murray, Kevin Harris, Mark McCarthy, Christopher Leng, Christopher King

Background: High burnout and low retention rates among trainee doctors threaten the future viability of the UK medical workforce. This study empirically examined factors that can sustain trainee doctors.

Method: A total of 323 trainee doctors from 25 National Health Service (NHS) Trusts in England and Wales completed an online survey on their training and employment experiences. A mixed method approach was employed.

Results: Structural equation modelling revealed that perceived compassionate leadership of hospital senior leaders (CLSL) (i.e., doctors in senior clinical and management positions, and senior managers) is directly and negatively associated with trainee doctors' burnout and intention to quit. We propose the associations may be indirectly strengthened through two mediating pathways: increased psychological contract fulfilment (PCF) of training/organisational support and reduced worry about the state of the NHS; however, only the former is supported. The model can explain a substantial 37% of the variance in reported burnout and 28% of intention to quit among trainee doctors. Being a Foundation Year (FY) trainee was significantly associated with poor PCF and burnout. Rich qualitative data further elaborated on their experiences in terms of senior leaders' awareness of their training/working experiences, listening to and acting on.

Conclusions: Active and demonstrable CLSL plays a vital role in trainee doctors' retention. It has both direct (through support) and indirect effects through improving trainee doctors' PCF to reduce burnout and intention to quit. This seems particularly valuable among FY doctors. Implications for the development and management of the medical workforce are discussed.

背景:实习医生的高职业倦怠率和低留用率威胁着英国医疗队伍未来的生存能力。本研究以实证研究的方式探讨了能够使见习医生保持活力的因素:方法:来自英格兰和威尔士 25 个国民健康服务(NHS)托管机构的 323 名见习医生完成了关于其培训和就业经历的在线调查。研究采用了混合方法:结构方程模型显示,医院高层领导(CLSL)(即担任高级临床和管理职位的医生以及高级管理人员)所感知到的富有同情心的领导力与实习医生的职业倦怠和辞职意向有直接的负相关。我们认为这种关联可能通过两个中介途径得到间接加强:增加培训/组织支持的心理契约履行(PCF)和减少对 NHS 状况的担忧;然而,只有前者得到了支持。该模型可以解释实习医生职业倦怠报告中 37% 的差异和 28% 的辞职意向。作为基础年(FY)受训医生与不良的 PCF 和职业倦怠显著相关。丰富的定性数据进一步阐述了他们在高层领导对其培训/工作经历的了解、倾听和行动方面的经验:积极而明显的CLS在留住实习医生方面发挥着至关重要的作用。它既有直接影响(通过支持),也有间接影响(通过改善受训医生的 PCF,减少职业倦怠和辞职意向)。这对 FY 医生尤为重要。本文讨论了对医务人员队伍发展和管理的影响。
{"title":"Can compassionate leadership of senior hospital leaders help retain trainee doctors?","authors":"Wen Wang, Jennifer Creese, Maria Karanika-Murray, Kevin Harris, Mark McCarthy, Christopher Leng, Christopher King","doi":"10.1136/leader-2024-001010","DOIUrl":"10.1136/leader-2024-001010","url":null,"abstract":"<p><strong>Background: </strong>High burnout and low retention rates among trainee doctors threaten the future viability of the UK medical workforce. This study empirically examined factors that can sustain trainee doctors.</p><p><strong>Method: </strong>A total of 323 trainee doctors from 25 National Health Service (NHS) Trusts in England and Wales completed an online survey on their training and employment experiences. A mixed method approach was employed.</p><p><strong>Results: </strong>Structural equation modelling revealed that perceived compassionate leadership of hospital senior leaders (CLSL) (i.e., doctors in senior clinical and management positions, and senior managers) is directly and negatively associated with trainee doctors' burnout and intention to quit. We propose the associations may be indirectly strengthened through two mediating pathways: increased psychological contract fulfilment (PCF) of training/organisational support and reduced worry about the state of the NHS; however, only the former is supported. The model can explain a substantial 37% of the variance in reported burnout and 28% of intention to quit among trainee doctors. Being a Foundation Year (FY) trainee was significantly associated with poor PCF and burnout. Rich qualitative data further elaborated on their experiences in terms of senior leaders' awareness of their training/working experiences, listening to and acting on.</p><p><strong>Conclusions: </strong>Active and demonstrable CLSL plays a vital role in trainee doctors' retention. It has both direct (through support) and indirect effects through improving trainee doctors' PCF to reduce burnout and intention to quit. This seems particularly valuable among FY doctors. Implications for the development and management of the medical workforce are discussed.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2024-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141471294","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Accelerated transformation programme for healthcare services: structure, function and the lessons learnt. 医疗服务加速转型方案:结构、功能和经验教训。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000851
Anthony J Riley, Sami A AlShammary, Yacoub Abuzied, Rasmieh Al-Amer, Ibrahim Bin-Hussain, Mesfer Alwaalah, Khalil Alshammari, Khalid I AlQumaizi

The Kingdom of Saudi Arabia's (KSA) Ministry of Health's (MOH) healthcare transformation strategy aims to improve the quality of life of Saudi citizens in line with the 'Vision 2030' strategic objectives. The MOH is reforming the way healthcare will be managed in the future and is in the process of transferring healthcare service delivery responsibilities to clusters with ratified boards, while also moving the MOH from a provision of service model to a regulatory one. Several early pathfinding clusters were initiated in the eastern central and western regions. To ensure northern and southern regions were not left behind, the early innovation, while awaiting cluster nomination status, the northern and southern business units of Health Holding Company implemented the accelerated transformation programme (ATP). The ATP's remit was to develop capabilities and stimulate local engagement and ownership in the healthcare transformation process. This paper summarises the process of healthcare transformation undertaken in the northern and southern regions of KSA to date. It reviews the success in engaging with local healthcare professional communities in a standardised way and the learning from previous clusters, and elaborates on emerging implementation issues and how we may overcome them and introduce the lessons learnt from this journey.

沙特阿拉伯王国卫生部的医疗保健转型战略旨在根据“2030愿景”战略目标提高沙特公民的生活质量。卫生部正在改革未来医疗保健的管理方式,并正在将医疗保健服务提供责任转移到拥有批准董事会的集群,同时将卫生部从提供服务模式转变为监管模式。几个早期的寻路集群是在东部、中部和西部地区发起的。为了确保北部和南部地区不被落在后面,早期的创新,在等待集群提名的同时,健康控股公司的北部和南部将实施加速转型计划(ATP)。ATP的职责是在医疗转型过程中发展能力,激发当地的参与和所有权。本文总结了迄今为止KSA北部和南部地区进行的医疗保健转型过程。它回顾了以标准化方式与当地医疗专业社区接触的成功,以及从以前的集群中吸取的教训,并阐述了新出现的实施问题,以及我们如何克服这些问题,并介绍了从这一过程中吸取的经验教训。
{"title":"Accelerated transformation programme for healthcare services: structure, function and the lessons learnt.","authors":"Anthony J Riley, Sami A AlShammary, Yacoub Abuzied, Rasmieh Al-Amer, Ibrahim Bin-Hussain, Mesfer Alwaalah, Khalil Alshammari, Khalid I AlQumaizi","doi":"10.1136/leader-2023-000851","DOIUrl":"10.1136/leader-2023-000851","url":null,"abstract":"<p><p>The Kingdom of Saudi Arabia's (KSA) Ministry of Health's (MOH) healthcare transformation strategy aims to improve the quality of life of Saudi citizens in line with the 'Vision 2030<i>'</i> strategic objectives. The MOH is reforming the way healthcare will be managed in the future and is in the process of transferring healthcare service delivery responsibilities to clusters with ratified boards, while also moving the MOH from a provision of service model to a regulatory one. Several early pathfinding clusters were initiated in the eastern central and western regions. To ensure northern and southern regions were not left behind, the early innovation, while awaiting cluster nomination status, the northern and southern business units of Health Holding Company implemented the accelerated transformation programme (ATP). The ATP's remit was to develop capabilities and stimulate local engagement and ownership in the healthcare transformation process. This paper summarises the process of healthcare transformation undertaken in the northern and southern regions of KSA to date. It reviews the success in engaging with local healthcare professional communities in a standardised way and the learning from previous clusters, and elaborates on emerging implementation issues and how we may overcome them and introduce the lessons learnt from this journey.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"102-110"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41157449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Interest and competence in leadership and management among newly qualified specialists in Finland. 芬兰新获得资格的专家对领导和管理的兴趣和能力。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000763
Heli Parviainen, Juulia Kärki, Hanna Kosonen, Heli Halava

Background: Medical faculties in Finland are responsible for the quality and content of continuous medical education programmes that also includes compulsory management studies (10 European Credit Transfer and Accumulation System). The aim of this study is to evaluate medical specialists' experiences of the compulsory management studies and their attitudes towards leaders and managers.

Methods: The Universities of Turku and Tampere conducted a survey among doctors who completed their specialist training between 1 January 2016 and 1 January 2019. Of these doctors, 83 completed the survey (response rate 25%). The analysis was carried out using a cross-table, and in the visual analysis, a box plot has been used.

Results: Of the respondents, 38% were content with management and leadership studies, and they reported a particular need for improving skills in human resources management, healthcare economy, legislation, organisational management, and social and healthcare systems. Most respondents (83%) showed interest in future leadership roles.

Conclusions: The findings of this study show that newly qualified doctors do wish for added education and training in management and leadership.

背景:芬兰的医学院负责继续医学教育课程的质量和内容,其中还包括强制性管理学习(10欧洲学分转移和积累制度)。本研究的目的是评估医学专家在强制性管理研究中的经验以及他们对领导者和管理者的态度。方法:图尔库大学和坦佩雷大学对2016年1月1日至2019年1月31日期间完成专科培训的医生进行了一项调查。在这些医生中,有83人完成了调查(回答率为25%)。使用交叉表进行分析,在视觉分析中使用了方框图。结果:在受访者中,38%的人对管理和领导力研究感到满意,他们表示特别需要提高人力资源管理、医疗经济、立法、组织管理以及社会和医疗系统方面的技能。大多数受访者(83%)表示对未来的领导角色感兴趣。结论:这项研究的结果表明,新获得资格的医生确实希望在管理和领导方面接受更多的教育和培训。
{"title":"Interest and competence in leadership and management among newly qualified specialists in Finland.","authors":"Heli Parviainen, Juulia Kärki, Hanna Kosonen, Heli Halava","doi":"10.1136/leader-2023-000763","DOIUrl":"10.1136/leader-2023-000763","url":null,"abstract":"<p><strong>Background: </strong>Medical faculties in Finland are responsible for the quality and content of continuous medical education programmes that also includes compulsory management studies (10 European Credit Transfer and Accumulation System). The aim of this study is to evaluate medical specialists' experiences of the compulsory management studies and their attitudes towards leaders and managers.</p><p><strong>Methods: </strong>The Universities of Turku and Tampere conducted a survey among doctors who completed their specialist training between 1 January 2016 and 1 January 2019. Of these doctors, 83 completed the survey (response rate 25%). The analysis was carried out using a cross-table, and in the visual analysis, a box plot has been used.</p><p><strong>Results: </strong>Of the respondents, 38% were content with management and leadership studies, and they reported a particular need for improving skills in human resources management, healthcare economy, legislation, organisational management, and social and healthcare systems. Most respondents (83%) showed interest in future leadership roles.</p><p><strong>Conclusions: </strong>The findings of this study show that newly qualified doctors do wish for added education and training in management and leadership.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"167-170"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50163086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Year in review: tips for effective graduate medical education programme leadership and management. 年度回顾:有效领导和管理研究生医学教育计划的技巧。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2022-000724
William Rainey Johnson, Adam M Barelski, John G Blickle, Melanie L Wiseman, Joshua Hartzell

Programme leaders in graduate medical education (GME) are responsible for the final stage of physician training, guiding the transition from supervised to independent practice. The influence of GME programme leaders extends beyond clinical practice, affecting trainees' relationship with and attitudes towards the healthcare system, future leadership behaviours, work-life prioritisations and professional identity among others. Given the potential magnitude of GME programme leaders' impact, both positive and negative, on GME trainees, we reflected on our shared leadership model that developed iteratively as a leadership team. We draw on our experiences to emphasise practical leadership behaviours and provide a summary of our observations, leading to nine recommendations for effective GME programme leadership and associated suggestions for implementation. We divide our recommendations into four leadership recommendations and five management recommendations. Throughout, we highlight the process of developing our shared leadership model, recognising that our process and observations will aid leadership teams in evaluating and, potentially, adapting our recommendations to meet their needs. We anticipate that leaders and leadership teams at every level will find value in our recommendations, even if our intended audience is GME leaders from chief residents to programme directors.

医学研究生教育(GME)项目的负责人负责医生培训的最后阶段,指导学员从接受指导过渡到独立执业。研究生医学教育项目带头人的影响超出了临床实践,会影响到学员与医疗系统的关系、对医疗系统的态度、未来的领导行为、工作与生活的优先顺序以及职业认同感等。考虑到 GME 项目领导对 GME 学员的潜在影响(包括正面和负面影响),我们对作为一个领导团队迭代发展起来的共同领导模式进行了反思。我们借鉴我们的经验,强调切实可行的领导行为,并对我们的观察进行了总结,从而提出了九项关于有效领导普通高等教育项目的建议以及相关的实施建议。我们将建议分为四项领导建议和五项管理建议。在整个过程中,我们强调了共同领导力模型的开发过程,认识到我们的过程和观察结果将有助于领导团队评估和调整我们的建议,以满足他们的需求。我们预计,即使我们的目标受众是从住院总医师到项目主任的 GME 领导者,各级领导者和领导团队也会从我们的建议中发现价值。
{"title":"Year in review: tips for effective graduate medical education programme leadership and management.","authors":"William Rainey Johnson, Adam M Barelski, John G Blickle, Melanie L Wiseman, Joshua Hartzell","doi":"10.1136/leader-2022-000724","DOIUrl":"10.1136/leader-2022-000724","url":null,"abstract":"<p><p>Programme leaders in graduate medical education (GME) are responsible for the final stage of physician training, guiding the transition from supervised to independent practice. The influence of GME programme leaders extends beyond clinical practice, affecting trainees' relationship with and attitudes towards the healthcare system, future leadership behaviours, work-life prioritisations and professional identity among others. Given the potential magnitude of GME programme leaders' impact, both positive and negative, on GME trainees, we reflected on our shared leadership model that developed iteratively as a leadership team. We draw on our experiences to emphasise practical leadership behaviours and provide a summary of our observations, leading to nine recommendations for effective GME programme leadership and associated suggestions for implementation. We divide our recommendations into four leadership recommendations and five management recommendations. Throughout, we highlight the process of developing our shared leadership model, recognising that our process and observations will aid leadership teams in evaluating and, potentially, adapting our recommendations to meet their needs. We anticipate that leaders and leadership teams at every level will find value in our recommendations, even if our intended audience is GME leaders from chief residents to programme directors.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"93-98"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10183372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Medical Specialty Interest Survey (MSIS): understanding career interest and specialty training in commencing Australian medical interns. 医学专业兴趣调查(MSIS):了解澳大利亚医学实习生的职业兴趣和专业培训。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000874
Christopher Chew, Lawrence Lin, Nathan Vos, Jade Stevens, Emma Nyhof, Jason Goh

Aim: To assess specialisation interests in commencing interns and create a standardised survey to aid medical schools, supervisors and health services in quantifying, understanding and supporting medical career development to improve medical workforce planning.

Method: The Medical Specialty Interest Survey (MSIS) cross-sectional study was used. Incoming interns at a multisite tertiary hospital network in Melbourne, Australia rated their desire to pursue each specialty as a career using a Likert scale (1-5). 47 Medical Board of Australia Medical Specialties were included in the survey.

Results: Completion rate was 123 of 124 (99.2%). The overall mean desirability was 2.62, suggesting on average more specialties were deemed less preferred. Critical care specialties were most popular, while surgical specialties had least interest. Gastroenterology and cardiology were most popular among internal medicine specialties. General practice had low correlation with other specialties (Pearson correlation mean R coefficient 0.106 compared with overall mean 0.208), suggesting interns interested in general practice exhibit less interest in other specialties, and interest in specialisation confers low interest in general practice. Psychiatry had the lowest mean R coefficient of 0.088.

Conclusions: The MSIS quantifies relative interest in 47 medical specialties and specialty interest correlations among final-year medical students/incoming interns. The MSIS may be a tool for medical schools, healthcare services and government agencies to better understand the career interest among medical students and pre-vocational doctors and therefore improve doctor retention and well-being.

目的:评估开始实习的专业兴趣,并创建一个标准化调查,以帮助医学院、主管和卫生服务部门量化、理解和支持医疗职业发展,从而改进医疗劳动力规划。方法:采用医学专业兴趣调查(MSIS)横断面研究。澳大利亚墨尔本一家多站点三级医院网络的新实习生使用Likert量表(1-5)对他们追求每一个专业的愿望进行了评估。47澳大利亚医学专业委员会被纳入调查。结果:完成率为123/124(99.2%)。总体平均可取性为2.62,表明平均而言,更多的专业被认为不太受欢迎。重症监护专业最受欢迎,而外科专业最不受欢迎。胃肠科和心脏病学在内科专业中最受欢迎。全科医学与其他专业的相关性较低(Pearson相关性平均R系数为0.106,而总体平均值为0.208),这表明对全科医学感兴趣的实习生对其他专业的兴趣较小,对专业化的兴趣对全科医疗的兴趣较低。精神病学的平均R系数最低,为0.088。结论:MSIS量化了47个医学专业的相对兴趣以及医学生/即将实习的大四学生之间的专业兴趣相关性。MSIS可能是医学院、医疗服务机构和政府机构的一种工具,可以更好地了解医学生和职业前医生的职业兴趣,从而提高医生的保留率和幸福感。
{"title":"Medical Specialty Interest Survey (MSIS): understanding career interest and specialty training in commencing Australian medical interns.","authors":"Christopher Chew, Lawrence Lin, Nathan Vos, Jade Stevens, Emma Nyhof, Jason Goh","doi":"10.1136/leader-2023-000874","DOIUrl":"10.1136/leader-2023-000874","url":null,"abstract":"<p><strong>Aim: </strong>To assess specialisation interests in commencing interns and create a standardised survey to aid medical schools, supervisors and health services in quantifying, understanding and supporting medical career development to improve medical workforce planning.</p><p><strong>Method: </strong>The Medical Specialty Interest Survey (MSIS) cross-sectional study was used. Incoming interns at a multisite tertiary hospital network in Melbourne, Australia rated their desire to pursue each specialty as a career using a Likert scale (1-5). 47 Medical Board of Australia Medical Specialties were included in the survey.</p><p><strong>Results: </strong>Completion rate was 123 of 124 (99.2%). The overall mean desirability was 2.62, suggesting on average more specialties were deemed less preferred. Critical care specialties were most popular, while surgical specialties had least interest. Gastroenterology and cardiology were most popular among internal medicine specialties. General practice had low correlation with other specialties (Pearson correlation mean R coefficient 0.106 compared with overall mean 0.208), suggesting interns interested in general practice exhibit less interest in other specialties, and interest in specialisation confers low interest in general practice. Psychiatry had the lowest mean R coefficient of 0.088.</p><p><strong>Conclusions: </strong>The MSIS quantifies relative interest in 47 medical specialties and specialty interest correlations among final-year medical students/incoming interns. The MSIS may be a tool for medical schools, healthcare services and government agencies to better understand the career interest among medical students and pre-vocational doctors and therefore improve doctor retention and well-being.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"134-141"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41118569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Generic professional capabilities hub: developing leadership and management skills in trainees. 通用专业能力中心:培养学员的领导能力和管理技能。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000872
Kate Rachel Millar, Christopher James, Hannah Headon, Azka Afzal, Joseph Lipton, Kirsten Armit, Judy McKimm

High quality leadership is key to delivering high standards of patient care. For many reasons, doctors in training are not currently well represented in leadership positions and struggle to access opportunities to develop these skills. As a key cohort within the medical workforce, using existing present opportunities within clinical training programmes would allow them to engage in leadership development and support them to lead on projects within their trusts and make sustainable changes within their own organisation.Within our anaesthetic department, we designed the Generic Professional Capabilities Hub (GPC hub)-a framework that aims to address some of the barriers to engagement in clinical leadership. Involvement in the GPC hub can be at three different levels, which allows for flexibility around other training needs. Currently, there are seven workstreams within the framework, with trainees being involved through symposia attendance, leading on projects linked to the hub or becoming a trainee workstream lead. We share our learning from setting up this framework, the benefits it brings to trainees and departments, initial evaluation results and our next steps which include regional roll out to four other anaesthetic departments.

高质量的领导是提供高标准患者护理的关键。由于许多原因,接受培训的医生目前在领导职位上的代表性不高,很难获得发展这些技能的机会。作为医疗队伍中的一个关键群体,利用临床培训计划中现有的机会,将使他们能够参与领导力发展,并支持他们在信托范围内领导项目,并在自己的组织内做出可持续的改变。在我们的麻醉部门,我们设计了通用专业能力中心(GPC中心),这是一个旨在解决参与临床领导的一些障碍的框架。GPC中心的参与可以分为三个不同的级别,这使得其他培训需求具有灵活性。目前,该框架内有七个工作流,学员通过参加研讨会、领导与中心相关的项目或成为学员工作流负责人参与其中。我们分享了我们从建立这个框架中学到的经验,它给受训人员和部门带来的好处,初步评估结果,以及我们的下一步行动,包括在其他四个麻醉部门进行区域推广。
{"title":"Generic professional capabilities hub: developing leadership and management skills in trainees.","authors":"Kate Rachel Millar, Christopher James, Hannah Headon, Azka Afzal, Joseph Lipton, Kirsten Armit, Judy McKimm","doi":"10.1136/leader-2023-000872","DOIUrl":"10.1136/leader-2023-000872","url":null,"abstract":"<p><p>High quality leadership is key to delivering high standards of patient care. For many reasons, doctors in training are not currently well represented in leadership positions and struggle to access opportunities to develop these skills. As a key cohort within the medical workforce, using existing present opportunities within clinical training programmes would allow them to engage in leadership development and support them to lead on projects within their trusts and make sustainable changes within their own organisation.Within our anaesthetic department, we designed the Generic Professional Capabilities Hub (GPC hub)-a framework that aims to address some of the barriers to engagement in clinical leadership. Involvement in the GPC hub can be at three different levels, which allows for flexibility around other training needs. Currently, there are seven workstreams within the framework, with trainees being involved through symposia attendance, leading on projects linked to the hub or becoming a trainee workstream lead. We share our learning from setting up this framework, the benefits it brings to trainees and departments, initial evaluation results and our next steps which include regional roll out to four other anaesthetic departments.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"171-173"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71427625","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Understanding leadership development in DPT and MOT graduates at AdventHealth University via focus groups. 通过焦点小组了解 AdventHealth 大学 DPT 和 MOT 毕业生的领导力发展情况。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000847
Elizabeth Clark, Christine Moghimi, Janelle Ealdama, Bojana Penjavic, Michael Scheraldi, Steven Vidal

Purpose: While leadership knowledge, skills and behaviours develop during graduate education, faculty members engaged in curriculum design for doctor of physical therapy (DPT) and masters of occupational therapy (MOT) professionals want to understand how this occurs. The objective of this study was to understand what influenced the development of leadership in graduates.

Patients and methods: A detailed narrative was created for virtual focus groups. Purposive sampling was used and eligible participants were emailed. Those who agreed to participate reviewed an institutional review board approved consent form and were sent a link through an online, recorded Microsoft Teams session. Forty-three DPT and MOT Class of 2022 Graduates were eligible for participation. Recordings were exported, deidentified and validated for transcript accuracy and then deleted. Transcripts were analysed for emerging themes via NVivo.

Results: Ten graduates consented to participate. Saturation was reached during thematic analysis and three weighted themes emerged: leadership characteristics, on-campus curriculum and off-campus curriculum. Further data analysis revealed progression in leadership skill attainment over time and graduates attributed leadership development to the programme and aligned with current frameworks of multiprofessional/interprofessional education.

Conclusion: These findings should be used to guide curriculum design for effective leadership development. These experiences align with the goal of advanced clinical practice of future healthcare leaders.

目的:虽然领导力的知识、技能和行为是在研究生教育期间发展起来的,但为物理治疗博士(DPT)和职业治疗硕士(MOT)专业人员设计课程的教师们希望了解这种情况是如何发生的。本研究的目的是了解是什么影响了毕业生领导力的发展:为虚拟焦点小组创建了详细的叙述。采用了有目的的抽样,并通过电子邮件向符合条件的参与者发送了电子邮件。同意参与的人审查了机构审查委员会批准的同意书,并通过在线录制的 Microsoft Teams 会话发送了链接。43 名 2022 届 DPT 和 MOT 毕业生符合参与条件。录音将被导出、去标识并验证记录的准确性,然后删除。通过 NVivo 对记录誊本进行分析,以确定新出现的主题:结果:10 名毕业生同意参与。在主题分析过程中达到了饱和状态,出现了三个加权主题:领导力特征、校内课程和校外课程。进一步的数据分析显示,随着时间的推移,领导技能的掌握程度在不断提高,毕业生将领导力的发展归功于课程,并与当前的多专业/跨专业教育框架相一致:结论:这些研究结果应用于指导课程设计,以实现有效的领导力培养。这些经验与未来医疗保健领导者的高级临床实践目标相一致。
{"title":"Understanding leadership development in DPT and MOT graduates at AdventHealth University via focus groups.","authors":"Elizabeth Clark, Christine Moghimi, Janelle Ealdama, Bojana Penjavic, Michael Scheraldi, Steven Vidal","doi":"10.1136/leader-2023-000847","DOIUrl":"10.1136/leader-2023-000847","url":null,"abstract":"<p><strong>Purpose: </strong>While leadership knowledge, skills and behaviours develop during graduate education, faculty members engaged in curriculum design for doctor of physical therapy (DPT) and masters of occupational therapy (MOT) professionals want to understand how this occurs. The objective of this study was to understand what influenced the development of leadership in graduates.</p><p><strong>Patients and methods: </strong>A detailed narrative was created for virtual focus groups. Purposive sampling was used and eligible participants were emailed. Those who agreed to participate reviewed an institutional review board approved consent form and were sent a link through an online, recorded Microsoft Teams session. Forty-three DPT and MOT Class of 2022 Graduates were eligible for participation. Recordings were exported, deidentified and validated for transcript accuracy and then deleted. Transcripts were analysed for emerging themes via NVivo.</p><p><strong>Results: </strong>Ten graduates consented to participate. Saturation was reached during thematic analysis and three weighted themes emerged: leadership characteristics, on-campus curriculum and off-campus curriculum. Further data analysis revealed progression in leadership skill attainment over time and graduates attributed leadership development to the programme and aligned with current frameworks of multiprofessional/interprofessional education.</p><p><strong>Conclusion: </strong>These findings should be used to guide curriculum design for effective leadership development. These experiences align with the goal of advanced clinical practice of future healthcare leaders.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"159-161"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10433981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Mission possible: open innovation in nursing and patient care services at Massachusetts General Hospital. 使命可能:马萨诸塞州总医院护理和患者护理服务的开放式创新。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000777
Hiyam M Nadel, Nour Al-Sultan, Alex Berger, Paula McCree, Gaurdia Banister, Olivia Jung

Objectives: Although front-line nurses and staff are uniquely positioned to identify the inefficiencies and gaps in care delivery, formal processes are not always in place to hear from those very employees.

Design: We established a scalable process that embodies open innovation principles, to broaden and distribute the innovation locus.

Setting: Massachusetts General Hospital, Boston, MA.

Particpitants: We invited 8800+ nurses and other direct caregivers to participate in organisational problem solving.

Interventions: We solicited employees to (1) identify pain points and develop solutions and (2) crowd vote to indicate which ideas they want to see implemented.

Results: 177 employees submitted 225 ideas, and 928 cast a vote. The 40 participants who submitted top-voted ideas were invited to develop a detailed implementation plan; of those, 27 submitted one. Four ideas emerged as winners.

Conclusions: Formulating a clear call for ideas, securing leadership buy-in and generating excitement about the process were essential to our efforts. Challenges associated with opening the innovation process involved managing a large volume of participants and submissions, and providing on-the-go training to nurses and staff who were not used to being asked to participate in organisational problem solving.

目标:尽管一线护士和工作人员在识别护理提供中的低效和差距方面处于独特的地位,但并非总是有正式的流程来听取这些员工的意见。设计:我们建立了一个体现开放创新原则的可扩展流程,以拓宽和分布创新轨迹。地点:马萨诸塞州波士顿马萨诸塞州总医院。参与者:我们邀请了8800多名护士 以及其他直接照顾者参与组织问题解决。干预措施:我们邀请员工(1)确定痛点并制定解决方案,(2)进行集体投票,以表明他们希望看到哪些想法得到实施。结果:177名员工提交了225个想法,928人投票。40名提交了最高投票意见的参与者被邀请制定详细的实施计划;其中,27人提交了一份。四个想法脱颖而出。结论:制定明确的想法呼吁,确保领导层的支持,并对这一过程产生兴奋,对我们的努力至关重要。与开放创新流程相关的挑战包括管理大量参与者和提交材料,以及为不习惯被要求参与组织问题解决的护士和工作人员提供即时培训。
{"title":"Mission possible: open innovation in nursing and patient care services at Massachusetts General Hospital.","authors":"Hiyam M Nadel, Nour Al-Sultan, Alex Berger, Paula McCree, Gaurdia Banister, Olivia Jung","doi":"10.1136/leader-2023-000777","DOIUrl":"10.1136/leader-2023-000777","url":null,"abstract":"<p><strong>Objectives: </strong>Although front-line nurses and staff are uniquely positioned to identify the inefficiencies and gaps in care delivery, formal processes are not always in place to hear from those very employees.</p><p><strong>Design: </strong>We established a scalable process that embodies open innovation principles, to broaden and distribute the innovation locus.</p><p><strong>Setting: </strong>Massachusetts General Hospital, Boston, MA.</p><p><strong>Particpitants: </strong>We invited 8800+ nurses and other direct caregivers to participate in organisational problem solving.</p><p><strong>Interventions: </strong>We solicited employees to (1) identify pain points and develop solutions and (2) crowd vote to indicate which ideas they want to see implemented.</p><p><strong>Results: </strong>177 employees submitted 225 ideas, and 928 cast a vote. The 40 participants who submitted top-voted ideas were invited to develop a detailed implementation plan; of those, 27 submitted one. Four ideas emerged as winners.</p><p><strong>Conclusions: </strong>Formulating a clear call for ideas, securing leadership buy-in and generating excitement about the process were essential to our efforts. Challenges associated with opening the innovation process involved managing a large volume of participants and submissions, and providing on-the-go training to nurses and staff who were not used to being asked to participate in organisational problem solving.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"162-166"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41215031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Followership in interprofessional healthcare teams: a state-of-the-art narrative review. 跨专业医疗团队中的追随者:最新叙事性综述。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000773
Erin S Barry, Pim Teunissen, Lara Varpio

Objective: A state-of-the-art (SotA) literature review-a type of narrative review- was conducted to answer: What historical developments led to current conceptualisations of followership in interprofessional healthcare teams (IHTs)?

Design: Working from a constructivist orientation, SotA literature reviews generate a chronological overview of how knowledge evolved and presents this summary in three parts: (1) this is where we are now, (2) this is how we got here and (3) this is where we should go next. Using the SotA six-stage methodology, a total of 48 articles focused on followership in IHTs were used in this study.

Results: Articles about followership within IHTs first appeared in 1993. Until 2011, followership was framed as leader-centric; leaders used their position to influence followers to uphold their dictums. This perspective was challenged when scholars outside of healthcare emphasised the importance of team members for achieving goals, rejecting a myopic focus on physicians as leaders. Today, followership is an important focus of IHT research but two contradictory views are present: (1) followers are described as active team members in IHTs where shared leadership models prevail and (2) conceptually and practically, old ways of thinking about followership (ie, followers are passive team members) still occur. This incongruity has generated a variable set of qualities associated with good followership.

Conclusions: Leadership and followership are closely linked concepts. For leaders and followers in today's IHTs to flourish, the focus must be on followers being active members of the team instead of passive members. Since theories are increasingly encouraging distributed leadership, shared leadership and/or situational leadership, then we must understand the followership work that all team members need to harness. We need to be cognizant of team dynamics that work within different contexts and use leadership and followership conceptualisations that are congruent with those contexts.

目的:为了回答以下问题,我们进行了一次最新(SotA)文献综述--一种叙事性综述:哪些历史发展导致了目前跨专业医疗团队(IHTs)中追随者概念的形成?从建构主义的角度出发,SotA 文献综述按时间顺序概述了知识的演变过程,并将这一概述分为三个部分:(1)这是我们现在所处的位置;(2)这是我们如何到达这里的;(3)这是我们下一步应该去的地方。采用 SotA 六阶段方法,本研究共使用了 48 篇关注国际家庭旅馆追随者的文章:研究结果:1993 年首次出现了关于国际家庭旅馆追随者的文章。在 2011 年之前,追随者被认为是以领导者为中心的;领导者利用自己的地位影响追随者,使其坚持自己的主张。当医疗保健领域以外的学者强调团队成员对实现目标的重要性,摒弃将医生视为领导者的狭隘观点时,这种观点受到了挑战。如今,追随者是国际医疗中心研究的一个重要焦点,但也存在两种相互矛盾的观点:(1)在共同领导模式盛行的国际医疗中心,追随者被描述为积极的团队成员;(2)在概念和实践上,关于追随者的旧思维方式(即追随者是被动的团队成员)仍然存在。这种不协调产生了一套与优秀追随者相关的可变素质:结论:领导力和追随者是密切相关的概念。在当今的国际高等教育中,领导者和追随者要想共同发展,就必须把重点放在使追随者成为团队的积极成员而不是被动成员上。由于理论界越来越鼓励分布式领导、共享式领导和/或情境式领导,因此我们必须了解所有团队成员都需要掌握的追随者工作。我们需要认识到在不同环境下工作的团队动力,并使用与这些环境相一致的领导力和追随者概念。
{"title":"Followership in interprofessional healthcare teams: a state-of-the-art narrative review.","authors":"Erin S Barry, Pim Teunissen, Lara Varpio","doi":"10.1136/leader-2023-000773","DOIUrl":"10.1136/leader-2023-000773","url":null,"abstract":"<p><strong>Objective: </strong>A state-of-the-art (SotA) literature review-a type of narrative review- was conducted to answer: What historical developments led to current conceptualisations of followership in interprofessional healthcare teams (IHTs)?</p><p><strong>Design: </strong>Working from a constructivist orientation, SotA literature reviews generate a chronological overview of how knowledge evolved and presents this summary in three parts: (1) this is where we are now, (2) this is how we got here and (3) this is where we should go next. Using the SotA six-stage methodology, a total of 48 articles focused on followership in IHTs were used in this study.</p><p><strong>Results: </strong>Articles about followership within IHTs first appeared in 1993. Until 2011, followership was framed as leader-centric; leaders used their position to influence followers to uphold their dictums. This perspective was challenged when scholars outside of healthcare emphasised the importance of team members for achieving goals, rejecting a myopic focus on physicians as leaders. Today, followership is an important focus of IHT research but two contradictory views are present: (1) followers are described as active team members in IHTs where shared leadership models prevail and (2) conceptually and practically, old ways of thinking about followership (ie, followers are passive team members) still occur. This incongruity has generated a variable set of qualities associated with good followership.</p><p><strong>Conclusions: </strong>Leadership and followership are closely linked concepts. For leaders and followers in today's IHTs to flourish, the focus must be on followers being active members of the team instead of passive members. Since theories are increasingly encouraging distributed leadership, shared leadership and/or situational leadership, then we must understand the followership work that all team members need to harness. We need to be cognizant of team dynamics that work within different contexts and use leadership and followership conceptualisations that are congruent with those contexts.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"127-133"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10210621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Exploration of the representation of the allied health professions in senior leadership positions in the UK National Health Service. 探讨联合医疗专业在英国国家医疗服务机构高级领导职位中的代表性。
IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES Pub Date : 2024-07-01 DOI: 10.1136/leader-2023-000737
Nicola Eddison, Aoife Healy, Nina Darke, Mary Jones, Millar Leask, Gwen L Roberts, Nachiappan Chockalingam

Background: Allied health professionals (AHPs) are an important group within the National Health Service (NHS) in the UK and make up a large portion of the workforce. Investment in AHP leadership is believed to lead to improvements in patient care, resource use, collaboration and innovation. This study aims to assess the current state of AHP strategic leadership within the NHS.

Methods: A freedom of information (FOI) request was sent to all NHS Trusts and health boards (HBs) within the UK NHS. The questions focused on the AHP workforce, with a particular interest in the chief AHPs (or equivalent roles) working in an NHS setting. Analysis of the FOI used a range of descriptive statistics.

Results: Of the 217 Trusts/HBs contacted, responses were received from 160 (74%). The majority (81%) reported that they employed a Chief AHP or equivalent role, with only 14% of these having a position on the Trust/HB executive board. There were 50 different job titles reported as the titles for the chief AHP or equivalent roles: with director of AHPs (18.6%), lead AHP (13.9%) and chief AHP (11.6%) being the most reported titles. The results identified an inequity of representation of AHP professions within senior AHP leadership; with most of these roles (70%) held by physiotherapists and occupational therapists.

Conclusion: Changes in AHP strategic leadership are needed to address the inequities identified in this study. Addressing these issues is required to enable inclusive leadership, which is crucial to improve the contribution of AHPs to healthcare.

背景:专职医疗人员(AHPs)是英国国民医疗服务体系(NHS)中的一个重要群体,占劳动力的很大一部分。对 AHP 领导力的投资被认为能够改善患者护理、资源利用、协作和创新。本研究旨在评估英国国家医疗服务体系中AHP战略领导力的现状:向英国国家医疗服务体系内的所有国家医疗服务信托机构和卫生局(HBs)发出了信息自由(FOI)申请。问题主要集中在助理医疗保健师队伍,尤其是在国家医疗服务体系中工作的首席助理医疗保健师(或同等职位)。对 FOI 的分析采用了一系列描述性统计方法:在联系的 217 家信托机构/保健机构中,收到了 160 家(74%)的回复。大多数机构(81%)报告说,他们聘用了一名首席辅助医务人员或同等职位人员,其中只有 14% 的人在信托机构/保健机构执行董事会中担任职务。据报告,首席 AHP 或同等职位有 50 种不同的职称:AHPs 主任(18.6%)、AHP 领导(13.9%)和首席 AHP(11.6%)是报告最多的职称。研究结果表明,在高级 AHP 领导层中,AHP 专业的代表性不平等;其中大部分职位(70%)由物理治疗师和职业治疗师担任:结论:需要改变 AHP 战略领导层,以解决本研究中发现的不平等问题。要解决这些问题,就必须实现包容性领导,这对提高 AHP 对医疗保健的贡献至关重要。
{"title":"Exploration of the representation of the allied health professions in senior leadership positions in the UK National Health Service.","authors":"Nicola Eddison, Aoife Healy, Nina Darke, Mary Jones, Millar Leask, Gwen L Roberts, Nachiappan Chockalingam","doi":"10.1136/leader-2023-000737","DOIUrl":"10.1136/leader-2023-000737","url":null,"abstract":"<p><strong>Background: </strong>Allied health professionals (AHPs) are an important group within the National Health Service (NHS) in the UK and make up a large portion of the workforce. Investment in AHP leadership is believed to lead to improvements in patient care, resource use, collaboration and innovation. This study aims to assess the current state of AHP strategic leadership within the NHS.</p><p><strong>Methods: </strong>A freedom of information (FOI) request was sent to all NHS Trusts and health boards (HBs) within the UK NHS. The questions focused on the AHP workforce, with a particular interest in the chief AHPs (or equivalent roles) working in an NHS setting. Analysis of the FOI used a range of descriptive statistics.</p><p><strong>Results: </strong>Of the 217 Trusts/HBs contacted, responses were received from 160 (74%). The majority (81%) reported that they employed a Chief AHP or equivalent role, with only 14% of these having a position on the Trust/HB executive board. There were 50 different job titles reported as the titles for the chief AHP or equivalent roles: with director of AHPs (18.6%), lead AHP (13.9%) and chief AHP (11.6%) being the most reported titles. The results identified an inequity of representation of AHP professions within senior AHP leadership; with most of these roles (70%) held by physiotherapists and occupational therapists.</p><p><strong>Conclusion: </strong>Changes in AHP strategic leadership are needed to address the inequities identified in this study. Addressing these issues is required to enable inclusive leadership, which is crucial to improve the contribution of AHPs to healthcare.</p>","PeriodicalId":36677,"journal":{"name":"BMJ Leader","volume":" ","pages":"119-126"},"PeriodicalIF":1.7,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10064926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
期刊
BMJ Leader
全部 Acc. Chem. Res. ACS Applied Bio Materials ACS Appl. Electron. Mater. ACS Appl. Energy Mater. ACS Appl. Mater. Interfaces ACS Appl. Nano Mater. ACS Appl. Polym. Mater. ACS BIOMATER-SCI ENG ACS Catal. ACS Cent. Sci. ACS Chem. Biol. ACS Chemical Health & Safety ACS Chem. Neurosci. ACS Comb. Sci. ACS Earth Space Chem. ACS Energy Lett. ACS Infect. Dis. ACS Macro Lett. ACS Mater. Lett. ACS Med. Chem. Lett. ACS Nano ACS Omega ACS Photonics ACS Sens. ACS Sustainable Chem. Eng. ACS Synth. Biol. Anal. Chem. BIOCHEMISTRY-US Bioconjugate Chem. BIOMACROMOLECULES Chem. Res. Toxicol. Chem. Rev. Chem. Mater. CRYST GROWTH DES ENERG FUEL Environ. Sci. Technol. Environ. Sci. Technol. Lett. Eur. J. Inorg. Chem. IND ENG CHEM RES Inorg. Chem. J. Agric. Food. Chem. J. Chem. Eng. Data J. Chem. Educ. J. Chem. Inf. Model. J. Chem. Theory Comput. J. Med. Chem. J. Nat. Prod. J PROTEOME RES J. Am. Chem. Soc. LANGMUIR MACROMOLECULES Mol. Pharmaceutics Nano Lett. Org. Lett. ORG PROCESS RES DEV ORGANOMETALLICS J. Org. Chem. J. Phys. Chem. J. Phys. Chem. A J. Phys. Chem. B J. Phys. Chem. C J. Phys. Chem. Lett. Analyst Anal. Methods Biomater. Sci. Catal. Sci. Technol. Chem. Commun. Chem. Soc. Rev. CHEM EDUC RES PRACT CRYSTENGCOMM Dalton Trans. Energy Environ. Sci. ENVIRON SCI-NANO ENVIRON SCI-PROC IMP ENVIRON SCI-WAT RES Faraday Discuss. Food Funct. Green Chem. Inorg. Chem. Front. Integr. Biol. J. Anal. At. Spectrom. J. Mater. Chem. A J. Mater. Chem. B J. Mater. Chem. C Lab Chip Mater. Chem. Front. Mater. Horiz. MEDCHEMCOMM Metallomics Mol. Biosyst. Mol. Syst. Des. Eng. Nanoscale Nanoscale Horiz. Nat. Prod. Rep. New J. Chem. Org. Biomol. Chem. Org. Chem. Front. PHOTOCH PHOTOBIO SCI PCCP Polym. Chem.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1