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How do consultant radiographers contribute to imaging service delivery and leadership?

; 
Clarke, R.
; 
Coates, A.
; 
Field, L.
; 
McGuinness, A.
; 
Yunis, S.
Publication Date
2019-01-02
End of Embargo
Supervisor
Keywords
Activity diary, Allied health professions, Consultant, Impact, Radiographer, Leadership
Rights
© 2019 MA Healthcare, after peer-review and technical editing by the publisher. This document is the Accepted Manuscript version of a Published Work that appeared in final form in British Journal of Healthcare Management. To access the final edited and published work see https://doi.org/10.12968/bjhc.2019.25.1.41
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Peer-Reviewed
Yes
Open Access status
openAccess
Accepted for publication
2018-12-13
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Department
Awarded
Embargo end date
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Health Studies Publications
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Snaith_British_Journal_of_Healthcare_Management.pdf
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Abstract
Consultant radiographer numbers remain low despite the ongoing capacity challenges in diagnostic imaging. This is compounded by the limited evidence of how such roles can positively impact on service delivery, particularly in relation to their leadership expectations. Aims: To examine the activities undertaken by consultant radiographers; evidence the impact of the roles, and consider whether the roles encompass the four domains of consultant practice. Method: Six consultant radiographers employed in a single NHS Trust completed an activity diary over a period of 7 days. Interval sampling every 15 minutes enabled the collection of a large volume of complex data. Findings: All consultants worked beyond their contacted hours. The documented activities demonstrate the breadth of the roles and confirmed that the participants were undertaking all four core functions of consultant practice. Conclusion: The impact of the roles stretched beyond the local department and organisation to the health system and wider profession.
URI
http://hdl.handle.net/10454/16783
Version
Accepted manuscript
Citation
Snaith B, Clarke R, Coates A et al (2019) How do consultant radiographers contribute to imaging service delivery and leadership? British Journal of Healthcare Management. 25(1): 41-47.
Link to publisher’s version
Link to published version
Link to Version of Record
https://doi.org/10.12968/bjhc.2019.25.1.41
Type
Article
Qualification name
Notes