Abstract
Objectives: To identify and examine broadly the issues related to preparing psychiatrists for leadership and management roles, including identifying the competencies required, investigating programs available, and examining current culture and attitudes towards management issues.
Methods: This project was undertaken as part of a review of R.A.N.Z.C.P. education and training. It was managed by a broad based steering committee, with membership from access Australia and New Zealand.
Results:
There were three parts to the methodology, these were:
Generations of a discussion paper to engage the broad fellowship.
Review of literature about clinician management and review of programs designed to address these issues.
Survey of attitudes, knowledge and interest of the broad fellowship in leadership and management for psychiatrists.
The fellowship survey was conducted by a structured telephone interview. The interview examined five key areas; the impact of structural and strategic reform; management education, training and development; the transition from clinician to clinician-manager; relationships between clinicians, clinical managers and non-clinical managers; and the skills, knowledge and competencies required by psychiatrists in leadership roles.
The discussion paper in Australasian Psychiatry generated interest which was evidenced by informal feedback to the steering committee.
The review of current programs and literature identified commonalities across several countries regarding knowledge and skills required by clinicians in management and leadership positions.
Several current training/development programs have been identified as having usefulness for psychiatrists.
The survey illustrated a recognition that all psychiatrists must be able to demonstrate skills in leadership across a wide range of issues in mental health care in Australia and New Zealand. However, for those psychiatrists engaged in management, there was general agreement among survey respondents that psychiatrists did not feel well equipped to make the transition from clinician to clinician-manager. Yet their preferred model for mental health service management in the future supported psychiatrist -managers.