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Cited by 99Interprofessional Education and CollaborationTeam Dynamics and PerformanceOrganizational Leadership and Management Strategies

Leadership in interprofessional health and social care teams: a literature review

Open access
Smith, Tony, Fowler-Davis, Sally, Nancarrow, Susan, Ariss, Steven Mark Brian, Enderby, Pam·2018·Leadership in Health Services
DOI 10.1108/lhs-06-2016-0026
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Abstract

Purpose: The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams. Design/methodology/approach: A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams. Findings: Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership. Originality/value: This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.

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  • Effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement.

    “In conclusion, the study states that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement.”

    From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Smith et al. 2018

  • A former review of leadership in interprofessional health and social care teams identified managers' traits such as enthusiasm and empathy.

    “Also, a former review of leadership in interprofessional health and social care teams identified managers' traits such as enthusiasm and empathy (Smith et al. 2018).”

    From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Smith et al. 2018

  • The study by Smith et al. found that effective IPC requires a formal leader who has overall responsibility but consciously shares the leadership functions and empowers employees.

    “The study by Smith et al. (2018) found that effective IPC requires a formal leader who has overall responsibility but consciously shares the leadership functions and empowers employees.”

    From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Smith et al. (2018)

  • Smith et al. also highlighted the significance of strong leadership and effective conflict management in fostering successful interprofessional teamwork.

    “Smith et al. (2018) also highlighted the significance of strong leadership and effective conflict management in fostering successful interprofessional teamwork.”

    From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Smith et al. (2018)

  • Smith et al. identified that creating mutual respect is a key characteristic of effective leadership in the context of IPC.

    “Smith et al. (2018) identified that creating mutual respect is a key characteristic of effective leadership in the context of IPC.”

    From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Smith et al. (2018)

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Cited by

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Authors
Smith, T., Fowler-Davis, S., Nancarrow, S., Ariss, S. M. B., & Enderby, P.
Affiliations
  • Sheffield Hallam University (GB)
  • Southern Cross University (AU)
  • University of Sheffield (GB)
Corresponding author
Smith, Tony
ORCID
Venue
Leadership in Health Services
Publisher
Emerald
Published
2018-03-15
Volume
31
Issue
4
Pages
452-467
ISSN
  • 1366-0756 (ISSN-L)
  • 1751-1879
DOI
10.1108/lhs-06-2016-0026
OpenAlex
W2784131208
Cited by
99
References
2
Citations by year
2026: 5 · 2025: 9 · 2024: 12 · 2023: 12 · 2022: 19 · 2021: 22 · 2020: 12 · 2019: 5 · 2018: 3
FWCI
1.91
Type
journal article
Language
en
Open access
Licence
Locations
  • Leadership in health services (publishedVersion, cc-by)
  • PubMed (publishedVersion)
  • White Rose Research Online (University of Leeds, The University of Sheffield, University of York) (acceptedVersion)
  • SHURA (Sheffield Hallam University Research Archive) (Sheffield Hallam University) (acceptedVersion)
  • Cross Connect (Southern Cross University) (submittedVersion)
Topics
  • Health Sciences › Health Professions › General Health Professions › Interprofessional Education and Collaboration
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Organizational Leadership and Management Strategies
Keywords
interprofessional leadership, shared leadership, team building, communication, goal alignment, creativity and innovation, direction setting, skill mix, team management, interprofessional collaboration
MeSH terms
Communication, Cooperative Behavior, Humans, Interprofessional Relations, Leadership, Organizational Objectives, Patient Care Team, Professional Role

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