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Review: Exploring the impacts of personal factors on clinical leadership in a university hospital

The aims of the reviewed study were to explore the clinical leadership qualities of physicians and nurses by comparing a range of variables via a self-rating tool described as a ‘Clinical Leadership Scale’. Putting aside data indicating that 76% were female and 75% were nurses, the study results point to an interesting set of data. Any study that explores and expands our insight into understanding and applying clinical leadership is valuable and of merit. The study has been undertaken with sound ethical and methodological principles in place, the analysis was well structured and, in general, the results offer some interesting perspectives on clinical leader characteristics. As with other, similar studies (Chavez and Yoder, 2014; Cook, 2001a, 2001b; Cook and Leathard; 2004; Mannix et al., 2013; Rocchicoli and Tilbury, 1998; Stanley, 2006a, 2006b, 2006c, 2014, 2017; Stoddart et al., 2014), these authors conclude that clinical leadership attributes are potentially evident in any clinician and at any level or discipline. This study also suggested that clinical leaders are not always tied to positions of managerial responsibility, but that they are more likely to be identified if they have had formal leadership education/training, aspire to higher levels of clinical activity and seek to improve their clinical skills. Given the authors’ conclusion that clinical leaders focus on group success rather than individual ambition, the study concludes that a ‘shared leadership’ theoretical perspective should be considered to help conceptualise an understanding of clinical leadership. To a degree, the perspective taken supports Stanley’s (2006a, 2006b, 2017) view of clinical leadership theory being supported by ‘Congruent Leadership’. This theory proposes that the thing that unifies the group and promotes a shared approach to understanding the clinical leader is that they are united by a common set of values. This is because others recognise the same values in the leader’s actions and it is this congruence that links the leader and the followers and why they are followed. The research reported on here is indeed