ptc.2022.74.issue-3

["","","","","","","","","","","","","","","","","","","","","","","","","","","","","292 Physiotherapy Canada, Volume 74, Number 3 https:\/\/www.utpjournals.press${contentReq.requestUri} - Horizon College Physiotherapy <[email protected]> - Thursday, January 26, 2023 9:57:02 PM - IP Address:43.246.243.147 Nursing research has suggested that strong communica\u00ad identified professional development as important in tion and respectful workplace environments are central transformational leadership models to promote staff to a team\u2019s success in promoting practice excellence.3,19 satisfaction and productivity.3 These findings suggest Some TAHSN facilities adopted PPLMs involving a single that PPLMs that allow physiotherapists to participate leader in professional practice that supported multiple in opportunities such as unit rotation, formal educa\u00ad professions to enhance interprofessional practice; par\u00ad tion seminars, and quality improvement projects can ticipants from these facilities perceived that their leader enhance PT practice by improving their knowledge base had less time for consultation. Evidence shows that as and broadening their skill set. the number of clinicians reporting to a single manager increases, the clinicians experience less job satisfaction, Participants identified the importance of the influence have greater difficulty maintaining adequate relations leaders in professional practice hold within their organi\u00ad with their manager, and are less likely to receive recog\u00ad zation. These leaders are necessary to facilitate advocacy nition for their work.3\u20134 Even when physiotherapists do and reform to heighten the profile of the PT profession22; not report directly to their leader in professional practice, however, their position within the organizational struc\u00ad they still need the leader to provide guidance, advocate ture often limits their power to implement policy. Leaders for PT clinicians, and recognize their work. in professional practice have had an impact on PT prac\u00ad tice within organizations by implementing programmes Literature suggests that challenges related to orga\u00ad to outline standards of care, develop best practice guide\u00ad nizational structure are more easily overcome when lines, and create opportunities for physiotherapists to leaders adopt a transformational leadership approach grow their skill set. Participants perceived that lead\u00ad that encourages formation of partnerships and con\u00ad ers in professional practice who were physiotherapists sideration of each individual within the workplace.20 were better able to advocate on behalf of PT clinicians Participants explained that they felt empowered when because of their knowledge of the PT scope of practice. their leaders both respected their autonomy and clinical However, access to management meetings is arguably decision-making skills and provided support by being more important in advocating for clinicians because in available for consultation on practice issues. This find\u00ad these meetings, leaders can connect with those who hold ing is reinforced by research showing that organizational the power to implement changes. Therefore, our findings structures that increase accountability and perceived suggest that integrating leaders in professional prac\u00ad autonomy result in higher job satisfaction.21 Participants tice strategically within organizational structures can indicated that leaders in professional practice who pro\u00ad increase their influence and thus their ability to enhance vided accessible mentorship and guidance were critical; PT practice. these leaders not only supported PT clinicians in meet\u00ad ing professional practice standards but also encour\u00ad Leaders in professional practice are the keystones aged them to grow by seeking professional development within their PPLM because they hold the responsibil\u00ad opportunities. Therefore, our results suggest that PPLMs ity to balance workloads and accountabilities to ensure that facilitate both intra- and interprofessional collab\u00ad that all key features of the facility\u2019s model are present. oration within supportive practice environments can Research has suggested that distributing leadership enhance PT practice. responsibilities among several individuals can help off\u00ad set the workload of leaders in professional practice.2 We Participants described the impact of professional noted that leaders in some TAHSN PPLMs had delegated development opportunities offered within their PPLM on accountability for student education and practice excel\u00ad their job satisfaction. Whereas some participants in pro\u00ad lence to additional leadership roles; participants at these gramme-managed structures highlighted a lack of pro\u00ad facilities appreciated this redistribution, which enabled fessional development opportunities to train in different their leaders to address professional practice account\u00ad areas of their hospital, participants in department-man\u00ad abilities and support clinicians more effectively. Creation aged structures reported having the option to expand of the centre coordinator for clinical education role was their clinical skill set through cross-coverage and unit one strategy all TAHSN facilities used to achieve balance. rotation. Participants emphasized the benefits of hav\u00ad Additionally, some facilities created practice consultant ing clinicians who are able to provide flexible coverage roles after identifying a need for mentorship and knowl\u00ad and fill gaps in staffing across different areas of prac\u00ad edge about specific areas of PT practice. Participants tice, especially during times of change in health care, working in facilities with specialized populations found such as during the COVID-19 pandemic. Regardless of it beneficial to have a resource person for each major organizational structure, participants in several TAHSN area of clinical practice. Physiotherapists in practice PPLMs noted that lack of opportunities for continuing resource roles were also involved in supporting continu\u00ad education, mentorship, and career advancement had ing education through in-services, education days, and a negative impact on their job satisfaction. This find\u00ad information dissemination. In addition to strengthening ing is consistent with research on nursing PPLMs that PT clinicians\u2019 support network, creating other leadership","Chinn et al. Physiotherapists\u2019 Perspectives on Professional Practice Leadership Models 293 https:\/\/www.utpjournals.press${contentReq.requestUri} - Horizon College Physiotherapy <[email protected]> - Thursday, January 26, 2023 9:57:02 PM - IP Address:43.246.243.147 roles can open career advancement opportunities to in this study, and the perspectives of physiotherapists on more clinicians at a facility and provide recognition of PPLMs outside of TAHSN. their work. Our results indicate that distributing leader\u00ad ship responsibilities across multiple roles can enhance KEY MESSAGES PT practice by allowing physiotherapists to develop their leadership skills and by enabling leaders in professional What is already known about the topic practice to achieve a balance of workloads and account\u00ad Professional practice leadership models (PPLMs) sup\u00ad abilities within the PPLM so that all key features are accounted for. port health care professionals in regulating their practice and delivering quality care. However, limited research has Our study has several limitations. Our recruitment addressed PPLMs from the perspectives of physiotherapists. process and data collection timelines were impacted by the COVID-19 pandemic. We conducted focus groups at 6 What this study adds of the 23 eligible facilities because heavier caseloads lim\u00ad Our study is the first to explore elements and key ited PT clinicians\u2019 availability to attend focus groups; we recognize that our sample lacks representation from the features of PPLMs as they relate to physiotherapy. We remaining TAHSN facilities. Our study focused on explor\u00ad derived five recommendations from physiotherapists\u2019 ing physiotherapists\u2019 perspectives on PPLMs, potentially perspectives to optimize PPLMs and enhance physio\u00ad limiting the generalizability of our recommendations to therapy practice. other professions and health care systems. Although our participant eligibility criteria did not exclude physiother\u00ad REFERENCES apists who had experience in leadership roles, additional research is required from the perspectives of leaders in 1.\t Daly J, Jackson D, Mannix J, et al. The importance of clinical professional practice and clinical managers, as well as leadership in the hospital setting. J Healthc Leadersh. patients. 2014;2014(6):75\u201383. https:\/\/doi.org\/10.2147\/JHL.S46161. CONCLUSION 2.\t Chan A, Heck CS. Emergence of new professional leadership roles This study provides insights on the elements and key within a health professional group following organizational redesign. Healthc Manage Forum. 2002;15(4):47\u201354. https:\/\/doi.org\/10.1016\/ features of PPLMs within TAHSN. On the basis of the S0840-4704(10)60041-5. physiotherapists\u2019 perspectives, we recommend five strat\u00ad egies for optimizing PPLMs: (1) facilitate connections 3. Registered Nurses\u2019 Association of Ontario. Developing and sustaining among PT clinicians to strengthen their support network; nursing leadership. 2nd ed. Toronto: Registered Nurses\u2019 Association (2) create supportive practice environments that facilitate of Ontario; 2015. collaboration and the creation of a PT community; (3) fos\u00ad ter professional development opportunities to enhance 4.\t Mullen B, Symons C, Hu L, et al. Group size, leadership behavior, and education, mentorship, and job satisfaction; (4) integrate subordinate satisfaction. J Gen Psychol. 1989;116(2):155\u201370. https:\/\/ leaders in professional practice strategically within orga\u00ad doi.org\/10.1080\/00221309.1989.9711120. nizational structures to increase their influence; and (5) enable physiotherapists to help improve the balance of 5.\t Morera-Balaguer J, Botella-Rico JM, Mart\u00ednez-Gonz\u00e1lez MC, et al. professional practice workloads and accountabilities by Physical therapists\u2019 perceptions and experiences about barriers assuming leadership roles. We appreciate that it may not and facilitators of therapeutic patient-centred relationships during be feasible for all facilities to implement these recommen\u00ad outpatient rehabilitation: a qualitative study. Braz J Phys Ther. dations due to limited resources. However, stakeholders 2018;22(6):484\u201392. https:\/\/doi.org\/10.1016\/j.bjpt.2018.04.003. should consider our findings when modifying current Medline:29705228 and developing future PPLMs to enhance PT practice. 6.\t Slatyer S, Coventry LL, Twigg D, et al. Professional practice models for Further research is required to study the implications nursing: a review of the literature and synthesis of key components. J of our recommendations. Researchers should explore Nurs Manag. 2016;24(2):139\u201350. https:\/\/doi.org\/10.1111\/jonm.12309. leaders\u2019 perspectives on the elements and key features of Medline:25975609 PPLMs and the impacts of such models on larger health care systems, including patient outcomes, patient experi\u00ad 7.\t Hoffart N, Woods CQ. Elements of a nursing professional practice ences, and budget; this research can provide greater con\u00ad model. J Prof Nurs. 1996;12(6):354\u201364. https:\/\/doi.org\/10.1016\/ text to our recommendations and their applicability to s8755-7223(96)80083-4. Medline:8979639 organizations. Additionally, future research could inves\u00ad tigate appropriate full-time equivalent allocations for 8.\t Lankshear S, Kerr MS, Spence Laschinger HK, et al. Professional professional practice leadership, the perspectives of phys\u00ad practice leadership roles: the role of organizational power and iotherapists on TAHSN PPLMs that were not represented personal influence in creating a professional practice environment for nurses. Health Care Manage Rev. 2013;38(4):349. https:\/\/doi. org\/10.1097\/HMR.0b013e31826fd517. Medline:23044835 9.\t Young JM, Ang R, Findlay T. Interdisciplinary professional practice leadership within a program model: BC rehab\u2019s experience. Healthc Manage Forum. 1997;10(4):48\u201350. https:\/\/doi.org\/10.1016\/S0840\u00ad 4704(10)60986-6. Medline:10179077 10.\t Mathews S, Lankshear S. Describing the essential elements of a professional practice structure. Can J Nurs Leadersh. 2003;16(2): 63\u201373. https:\/\/doi.org\/10.12927\/cjnl..16338. Medline: 12934701 11.\t Desveaux L, Chan Z, Brooks D. Leadership in physical therapy: characteristics of academics and managers: a brief report. Physiother Can. 2016;68(1):54\u20138. https:\/\/doi.org\/10.3138\/ptc.2015-02. Medline:27504048","","","","","","","","","","","","","","","","","","","",""]