S Morison1, C McMullan. 1. Centre for Excellence in Interprofessional Education, Queen's University Dental School, Grosvenor Road, Belfast, BT12 6BP, UK. s.morison@qub.ac.uk
Abstract
OBJECTIVE: The aim of the study was to explore dental leaders' perceptions of the current position of leadership in the dental profession. DESIGN: A qualitative, key informant, exploratory research study was used with semi-structured interviews as the means of data collection. MATERIALS AND METHODS: Participants were invited based on their role in dental services in the UK and their ability to act as a key informant. Thirteen participants were secured and interviewed either at their workplace or in a University setting. Each interview lasted between 45 and 60 minutes. RESULTS: The findings show that while recognising that a lack of focus on leadership skills has caused problems in the past, current dental leaders are prepared to lead the profession forward. The participants viewed education at all levels as vital to this process and education for leadership at undergraduate level was perceived as an important way forward. CONCLUSIONS: The development of effective leaders is essential for all healthcare professions and increasingly is becoming a key focus for the UK dental profession. There is comparatively little research about dental leadership in a UK context and this paper should begin to help to redress the balance and to highlight areas for future consideration. Three broad emergent themes are described and discussed - characteristics and behaviours of dental leaders; challenges for dental leaders; education and training for dental leadership.
OBJECTIVE: The aim of the study was to explore dental leaders' perceptions of the current position of leadership in the dental profession. DESIGN: A qualitative, key informant, exploratory research study was used with semi-structured interviews as the means of data collection. MATERIALS AND METHODS:Participants were invited based on their role in dental services in the UK and their ability to act as a key informant. Thirteen participants were secured and interviewed either at their workplace or in a University setting. Each interview lasted between 45 and 60 minutes. RESULTS: The findings show that while recognising that a lack of focus on leadership skills has caused problems in the past, current dental leaders are prepared to lead the profession forward. The participants viewed education at all levels as vital to this process and education for leadership at undergraduate level was perceived as an important way forward. CONCLUSIONS: The development of effective leaders is essential for all healthcare professions and increasingly is becoming a key focus for the UK dental profession. There is comparatively little research about dental leadership in a UK context and this paper should begin to help to redress the balance and to highlight areas for future consideration. Three broad emergent themes are described and discussed - characteristics and behaviours of dental leaders; challenges for dental leaders; education and training for dental leadership.