Towards a theoretical framework for integrated team leadership (IgTL)

This study presents a framework for leadership of integrated, interprofessional health and social-care teams (IgT's) based on a previous literature review and a qualitative study. The theoretical framework for Integrated Team Leadership (IgTL) is based on contributions from fifteen professional and non-professional staff, in 8 community teams in the United Kingdom. Participants shared their perceptions of IgT's good-practice in relation to patient outcomes. There were two clear elements, Person-focused and Task-focused leadership behaviours with particular emphasis on the facilitation of shared professional practices. Person-focused leadership skills include: inspiring and motivating; walking the talk; change and innovation; consideration; empowerment, teambuilding and team maintenance; and emotional intelligence. Task-focused leadership behaviours included: setting team direction; managing performance; and managing external relationships. Team members felt that the IgTL should be: a Health or Social Care (HSC) professional; engaged in professional practice; and have worked in an IgT before leading one. Technical and cultural issues were identified that differentiate IgTL from usual leadership practice; in particular the ability to facilitate or create barriers to effective integrated teamworking within the organisational context. In common with other OECD countries, there are policy imperatives in England for further integration of health and social care, needed to improve quality and effectiveness of care for older people with multiple conditions. Further attention is needed to support the development of effective IgT's and leadership will be a pre-requisite to achieve this vision. The research advances the understanding of the need for skilled interprofessional leadership practice.