Training Simulation for Doctors: An Evaluation - Dissertation Example

According to the research findings it can therefore be said that health care management and medical leadership are two areas of clinical practice that needs to be improved in order to achieve higher quality in clinical care. In order to enhance the quality of health care system within the United Kingdom, the National Health Service (NHS) strongly believe that the development and implementation of innovate approaches to health care management and medical leadership is the key in solving the clinical challenges we are facing today.

Specifically the presence of clinical changes is one of the most stressful events that each doctor should effectively manage. Because of these challenges, the study of modern health care management focuses on how the clinical leaders could improve their ability to improve their performances as an individual and a team. In the past, the NHS follows a strong paternalistic culture within the health care system. Ever since the NHS decided to decentralize the provision of health care services, several studies started to analyze the significance and importance of health care management and medical leadership within the UK health care system.

According to Dawson, not all doctors have high tolerance level when it comes to managing clinical changes. In line with this, several authors revealed that medical leadership is important when implementing necessary clinical changes within a patient-centred care approach. (Cooper, 2003; Dale, Gardner and Philogene, 2002). Likewise, the Department of Health (2005) and Beech (2002) mentioned that the use of an effective medical leadership is equally important in terms of reducing work-related stress and employee turnover rate while improving the doctors’ work satisfaction and career advancement.

Based on the study of the NHS, 11 cases of strong medical leadership resulted to better and more successful improvements in the UK healthcare services (Fitzgerald et al., 2006). In relation to the context of the modern NHS, the allied healthcare professionals with high quality medical leadership are expected not only to improve the overall quality of patient care but also encourage improvements in the health of our community members (Currie, Morrell and Scrivener, 2003). Furthermore, the NHS also expects the clinical leaders to be accountable in leading the clinical strategies that will help improve the NHS staff.

Specifically the Health Foundation is “an independent non-profit organization that aims to improve the quality of healthcare system in the United Kingdom” (The Health Foundation, 2012). As part of improving the quality of healthcare system within the United Kingdom, the Health Foundation also acknowledges the links between medical leadership and improvements in the NHS (Hardacre et al., 2011). Since the process of strengthening the medical leadership skills of the allied healthcare professionals can lead to further improvements in the quality service they give to the patients, the Health Foundation (2007) reported that “investing in leadership development of mid-career health professionals with significant leadership potential leads to a sustainable impact on the quality of health care quality”.

Medical leadership in the NHS is one of the most important roles that the allied health care professionals