Leadership in interprofessional healthcare teams: Empowering knotworking with followership

Healthcare professionals need to be able to collaborate in interprofessional healthcare teams (IHTs). This paper discusses how healthcare professionals (can) contribute to IHT effectiveness. Using cultural historical activity theory and its affiliated concept of knotworking, it argues that healthcare professionals would benefit from developing not just leadership but also followership skills. Moreover, IHT collaborators need the ability to switch fluently between leader and follower roles as appropriate to advance patient care. This fluency is essential for collaborative knotworking. Knotworking refers to the process of tying and retying together individual threads of activity and expertise from across the IHT, over time, to achieve specific objects. Knotworking highlights the dynamic dimensions of IHT collaboration that require professionals to be both effective leadersandfollowers. The perspectives presented in this paper lead to a different view of IHTs, one that recognizes how leaders and followers co-produce the leadership teams need.

Automated summary

Healthcare professionals need leadership and followership skills in interprofessional healthcare teams to advance patient care effectively. Collaborators in interprofessional healthcare teams must be able to switch smoothly between leader and follower roles. Collaborative knotworking involves tying and retying individual threads of activity and expertise from across the team to achieve specific goals, highlighting the dynamic dimensions of interprofessional healthcare team collaboration.