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Cultural Complementarity: Reshaping professional and organizational logics in developing frontline medical leadership

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  • M. Noordegraaf
  • M. M. E. Schneider
  • E. L. J. Van Rensen
  • J. P. P. E. F. Boselie

Abstract

With the rise of clinical management, new skills of medical doctors stand out, including leadership skills. Medical doctors organize medical work and improve patient care. The training of frontline leadership skills, however, is weakly developed in residency programmes. Medical professional cultures tend to resist organizational techniques and values. This paper analyses cultural interventions in health-care organizations, aimed at overcoming ‘clashes’ between professional and organizational logics in frontline domains. These interventions do not work against, but ‘use’ professional traditions, styles and customs as cultural resources. We use one particular project to illustrate this, a project in which internal medicine residents are invited to join quality improvement sessions, during which they identify critical (organizational) experiences with care provision and realize change. We show how residents feel enabled to establish results and cooperate with other professionals. We also show how this project links organizational responsibilities and medical professionalism -- how complementarity (instead of conflict) is established. This is done in practical ways, which commit instead of alienate medical professionals.

Suggested Citation

  • M. Noordegraaf & M. M. E. Schneider & E. L. J. Van Rensen & J. P. P. E. F. Boselie, 2016. "Cultural Complementarity: Reshaping professional and organizational logics in developing frontline medical leadership," Public Management Review, Taylor & Francis Journals, vol. 18(8), pages 1111-1137, September.
    • Handle: RePEc:taf:pubmgr:v:18:y:2016:i:8:p:1111-1137
    DOI: 10.1080/14719037.2015.1066416
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    Cited by:

    1. Berghout, Mathilde A. & Oldenhof, Lieke & Fabbricotti, Isabelle N. & Hilders, Carina G.J.M., 2018. "Discursively framing physicians as leaders: Institutional work to reconfigure medical professionalism," Social Science & Medicine, Elsevier, vol. 212(C), pages 68-75.
    2. Charbel El Ammar, 2021. "Talent Management Philosophy in Public Sector: A Key for Managing Conflicts and Contradictions," Economic Studies journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 8, pages 69-92.
    3. Bryce, Marie & Luscombe, Kayleigh & Boyd, Alan & Tazzyman, Abigail & Tredinnick-Rowe, John & Walshe, Kieran & Archer, Julian, 2018. "Policing the profession? Regulatory reform, restratification and the emergence of Responsible Officers as a new locus of power in UK medicine," Social Science & Medicine, Elsevier, vol. 213(C), pages 98-105.
    4. Merlijn C P van de Riet & Mathilde A Berghout & Martina Buljac-Samardžić & Job van Exel & Carina G J M Hilders, 2019. "What makes an ideal hospital-based medical leader? Three views of healthcare professionals and managers: A case study," PLOS ONE, Public Library of Science, vol. 14(6), pages 1-18, June.

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