Background A hybrid leader is an individual with a professional background who takes on managerial roles. For surgeons, leadership is a non-technical skill within a domain of a human factor and a diverse role that makes them an effective hybrid leader.
Objectives We hypothesised that a surgical leader acts as a link between different departments in an organisation to influence performance at the workplace to bring positive changes in healthcare and patient safety.
Methods We followed the nine-dimension Healthcare Leadership Model (HLM) and reflected on the leadership roles within our surgical department at the Princess Alexandra Hospital NHS Trust, United Kingdom.
Results Changes were quickly adopted and monitored while leadership learned adaptability to function quickly. Hierarchical decision making was removed while levelling up communication. Telemedicine was quickly adopted at both elective and ambulatory emergency settings. The local survey also showed trust and co-operation among team members.
Conclusions Hybrid surgical leadership is a complex but divergent role that acts as a bridge between the surgical team and others in administrative roles that promotes safer patient outcomes and better well-being for the organisations’ members
- clinical leadership
- healthcare planning
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Contributors AAD: study concept and design; writing, review and editing and submitted the manuscript. JR: writing, review and editing.
Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.
Disclaimer The corresponding author alone is responsible for the content and writing of the paper, and not an official position of the institution.
Competing interests None declared.
Provenance and peer review Not commissioned; externally peer reviewed.