Impact of Continuous Professional Education on Leadership for Rehabilitation Professionals in Bangladesh: A Pilot Study
Background: In healthcare and rehabilitation profession, continuous professional education (CPE) is deemed as an essential tool by institutions, regulatory bodies and organizations. It is considered to be a safeguard to professional practice to ensure patient safety and efficient service delivery. Leadership program is an emerging subject that integrates technical, management and leadership skill that found indispensable to enhance ultimate professional development.
Objective: The purpose of this article is to explore the potential impact of CPE on leadership training for rehabilitation professionals in Bangladesh.
Methodology: This pilot study was a mixed methods study. 20 rehabilitation professionals participated in the study. Quantitative data were collected by structured questionnaire and qualitative data were obtained by face to face video recording interviews. Quantitative data were analyzed by Statistical Package for the Social Sciences (SPSS) and thematic analysis was considered for qualitative data.
Result: Study findings showed that 95% of the participants (n=19) were in their 2nd to 3rd decade of life, there mean age were 26 and male participation (n=12) were higher than female (n=8). Highest academic qualification was master’s degree and none of the participants attended leadership training before. Overall objective, planning and atmosphere of the training course, quality of trainers and time management seemed effective and satisfactory to the participants they agreed with. Leadership qualities and elements have profound impacts on knowledge and attitude towards positivity in performing professional duties and Responsibilities. The training also enhances motivation to be a skilled professional in clinical practice, also encourages serving with outmost excellence towards patients or clients.
Conclusion: The study demonstrates that education on leadership to professionals have an impact on motivation and positivity towards developing technical, management and professional skills. The study may have impact on developing diverse qualities of a professional in personal and organizational perspective; this can be explored by continuing education on leadership and evaluation of the behavioral changes, professional and management skills in rehabilitation professionals’ serving in an organization in longer run.
- Katsikitis M, McAllister M, Sharman R, Raith L, Faithfull-Byrne A, Priaulx R. Continuing Professional Development in Nursing in Australia: Current Awareness, Practice and Future Directions. Contemporary Nurse. 2013;:3394-3424. Doi: 10.5172/conu.2013.3394
- Hueppchen N, Dalrymple J, Hammoud M, Abbott J, Casey P, Chuang A et al. To the point: medical education reviews—ongoing call for faculty development. American Journal of Obstetrics and Gynecology. 2011;205(3):171-176. Doi: 10.1016/j.ajog.2011.02.070
- Kiessling A, Lewitt M, Henriksson P. Case-Based Training of Evidence-Based Clinical Practice in Primary Care and Decreased Mortality in Patients With Coronary Heart Disease. The Annals of Family Medicine. 2011;9(3):211-218. Doi: 10.1370/afm.1248
- Boeren E, Nicaise I, Baert H. Theoretical models of participation in adult education: the need for an integrated model. International Journal of Lifelong Education. 2010;29(1):45-61. Doi: 10.1080/02601370903471270
- Finkelstein S, Hambrick D, Cannella A. Strategic leadership. New York: Oxford University Press; 2009. 1-451p.
- Nolan M, Owen R, Curran M, Venables A. Reconceptualising the outcomes of Continuing Professional Development. International Journal of Nursing Studies. 2000;37(5):457-467. Doi: 10.1016/s0020-7489(00)00025-0
- Grimm J. Effective Leadership: Making the Difference. Journal of Emergency Nursing. 2010; 36(1):74-77. Doi: 10.1016/j.jen.2008.07.012
- Shriberg A, Shriberg D, Lloyd C. Participating Leadership Principles and Applications. J. Wiley & Sons; 2002. 112-149 p.
- Bass B, Riggio R, Conger J. The practice of leadership. San Francisco, Calif.: Jossey-Bass; 2013.
- [Internet]. Caphia.com.au. 2018 [cited 8 November 2018]. Available from: http://caphia.com.au/documents/Building-PH-Workforce-Capacity-Australia.pdf
- Sinclair A. Leadership for the Disillusioned. Melbourne Review: A Journal of Business and Public Policy, The. 2007 May;3(1):65.
- Simonsen LF, Reyes G. Community-based psychological support: A training manual. Geneva, Switzerland: International Federation of Red Cross and Red Crescent Societies. 2003:1-100p.
- Bass B. Leadership and performance beyond expectations. New York: Free Press; 1985.
- Bass B, Avolio B, Jung D, Berson Y. Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology. 2003;88(2):207-218. Doi: 10.1037/0021-9010.88.2.207
- Lowe K, Kroeck K, Sivasubramaniam N. Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature. The Leadership Quarterly. 1996;7(3):385-425. Doi: 10.1016/s1048-9843(96)90027-2
- Tejeda M, Scandura T, Pillai R. The MLQ revisited: psychometric properties and recommendations. The Leadership Quarterly. 2001;12(1):31-52. Doi: 10.1016/s1048-9843(01)00063-7
- Brown S, Eisenhardt K. The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations. Administrative Science Quarterly. 1997;42(1):1. Doi: 10.2307/2393807
- Brown M, Treviño L. Leader–follower values congruence: Are socialized charismatic leaders better able to achieve it?. Journal of Applied Psychology. 2009;94(2):478-490. Doi: 10.1037/a0014069
- Schuh S, Zhang X, Tian P. For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors. Journal of Business Ethics. 2012;116(3):629-640. Doi: 10.1007/s10551-012-1486-0
- Wyld DC. Transformation leadership: When is it redundant. AMP. 2013;27(2):1-2.
- Pool I, Poell R, Berings M, ten Cate O. Motives and activities for continuing professional development: An exploration of their relationships by integrating literature and interview data. Nurse Education Today. 2016;38:22-28. Doi: 10.1016/j.nedt.2016.01.004
- Li N, Chiaburu D, Kirkman B, Xie Z. Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates’ Citizenship and Taking Charge. Personnel Psychology. 2012;66(1):225-260. Doi: 10.1111/peps.12014
- O’Connell MT, Pascoe JM. Undergraduate Medical Education for the 21st Century: Leadership and Teamwork. Family Medicine. 2004; 1;36(1):S51-6.
- Johnson RB, Onwuegbuzie AJ, Turner LA. Toward a definition of mixed methods research. Journal of mixed methods research. 2007;1(2):112-33.
- Drucker PF. The coming of the new organization.1988:1-11p
Comments & Peer Review
Volume & Issue : Vol 3 No 1 (2019)
Page No.: e000158
How to Cite
Copyrights & License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Search for this article in:
- HTML viewed - 179 times
- PDF downloaded - 38 times