Interprofessional Simulation in Hospital Leadership Training: Its Role in Improving Participants’ Self-Efficacy

Arman Le Bellour, Arnaud Carre (), Annique Smeding (), Léo Blervaque () and Thierry Secheresse
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Arman Le Bellour: Centre Hospitalier Métropole Savoie [Chambéry], LIP-PC2S - Laboratoire Inter-universitaire de Psychologie : Personnalité, Cognition, Changement Social - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc - UGA - Université Grenoble Alpes
Arnaud Carre: LIP-PC2S - Laboratoire Inter-universitaire de Psychologie : Personnalité, Cognition, Changement Social - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc - UGA - Université Grenoble Alpes
Annique Smeding: LIP-PC2S - Laboratoire Inter-universitaire de Psychologie : Personnalité, Cognition, Changement Social - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc - UGA - Université Grenoble Alpes
Léo Blervaque: Centre Hospitalier Métropole Savoie [Chambéry]
Thierry Secheresse: Centre Hospitalier Métropole Savoie [Chambéry]

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Abstract: Purpose: Training health services administration (HSA) professionals is essential for the effective functioning of hospitals. Evidence suggests that training should emphasize social and decision-making competencies, as HSA professionals collaborate in an interprofessional environment. Simulation training (ST) for HSA in an interprofessional context is a promising approach. This study evaluated the effectiveness of such a training program on leadership self-efficacy, examined differences across professions and tested whether there was an interaction between profession and training effects. Participants and Methods: This retrospective study was conducted at the simulation center of Metropole Savoie Hospital in France. The 3-day program was mandatory for all HSA professionals, and included customized simulation scenarios, interprofessional collaboration and integration of aviation sector for their expertise in leadership skills employed in crisis management. Self-efficacy was measured by a specifically constructed questionnaire administered at baseline (T0), post training (T1) and 4 months post-training (T2). Results: The ST program significantly increased leadership self-efficacy. Self-efficacy improved post-training (p. < 001, mean change = 31.67, 95% CI [28.06, 35.28], d = 1.75) and increased self-efficacy was maintained for 4 months (p < 0.001, η2p = 0.70, T0–T1 Δ = 32.05 [26.71– 37.39], T0–T2 Δ = 2.43 [− 7.77– 2.90], η2p = 0.70). There was a significant main effect of profession with executive physicians reporting lower self-efficacy than other professionals combined (p < 0.001, mean difference = − 22.56, 95% CI [14.83– 30.30], η2p = 0.66). No significant interaction between profession and program was observed (p > 0.05). Conclusion: ST shows promise for enhancing leadership skills in HSA, particularly in an interprofessional context. Executive physicians remain a key group for targeted training, as their lower self-efficacy suggests, they may benefit from interventions aimed at strengthening leadership skills. Advancing in this direction will reinforce the findings.

Keywords: hospital administration; simulation training; longitudinal; interprofessional relations (search for similar items in EconPapers)
Date: 2026-02
New Economics Papers: this item is included in nep-exp
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Published in Advances in Medical Education and Practice, 2026, Volume 17, pp.1-13. ⟨10.2147/AMEP.S573697⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05555963

DOI: 10.2147/AMEP.S573697

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