Tailored leadership training in emergency medicine: qualitative exploration of the impact of the EMLeaders Programme on consultants and trainees in England

Kneafsey, Rosie, Moore, Amanda, Palmer, Shea, Szczepura, Ala, Hooper, Gareth, Leech, Caroline, Turner, Chris, Khan, Aanika, Pawar, Bhupinder and Adegboye, Amanda Rodrigues Amorim 2024. Tailored leadership training in emergency medicine: qualitative exploration of the impact of the EMLeaders Programme on consultants and trainees in England. Emergency Medicine Journal 10.1136/emermed-2023-213868

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Abstract

Background Emergency medicine (EM) consultants are expected to provide leadership to facilitate optimal clinical results, effective teamwork and learning. To foster leadership skills, the Emergency Medicine Leadership Programme (EMLeaders) was launched in 2018 by the Royal College of Emergency Medicine (RCEM), Health Education England and National Health Service England. A mixed-methods evaluation of EMLeaders was commissioned to assess the impact at the strategic, team and individual levels. This paper reports the qualitative evaluation component. Methods Qualitative data collected from 2021 to 2022 were drawn from an online survey of RCEM members in England, which included four open questions about leadership training. At the end of the survey, participants were asked to share contact details if willing to undertake an in-depth qualitative interview. Interviews explored perceptions of the programme and impact of curriculum design and delivery. Data were analysed thematically against the Kirkpatrick framework, providing in-depth understanding. Results There were 417 survey respondents, of whom 177 had participated in EMLeaders. Semistructured interviews were completed with 13 EM consultants, 13 trainees and 1 specialty and associate specialist doctor. EMLeaders was highly valued by EM consultants and trainees, particularly group interaction, expert facilitation and face-to-face practical scenario work. Consultant data yielded the themes: we believe in it; EM relevance is key; on a leadership journey; shaping better leaders; and a broken system. Challenges were identified in building engagement within a pressured workplace system and embedding workplace role modelling. Trainees identified behavioural shift in themselves following the programme but wanted more face-to-face discussions with senior colleagues. Key trainee themes included value in being together, storytelling in leadership, headspace for the leadership lens and survival in a state of collapse. Conclusion The development of leadership skills in EM is considered important. The EMLeaders programme can support leadership learning but further embedding is needed.

Item Type:	Article
Date Type:	Published Online
Status:	In Press
Schools:	Healthcare Sciences
Publisher:	BMJ Publishing Group
ISSN:	1472-0213
Date of First Compliant Deposit:	4 July 2024
Date of Acceptance:	1 July 2024
Last Modified:	23 Jul 2024 09:15
URI:	https://orca.cardiff.ac.uk/id/eprint/170252

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