Health service management needs to listen to consultants

Ahead of its Annual Conference and AGM on 12 October, the IHCA shared concerning results of a recent survey. The conference, held in Kilkenny, centred on the theme of compassionate leadership.

The survey, which gathered over 650 responses, revealed that 56 per cent of consultants feel their workplace rarely or never fosters a culture of mutual support, cohesion, or trust. While 72 per cent believe in collaborative leadership, only 16 per cent feel their input is sought by management in decision-making.

Additionally, 76 per cent of consultants reported being frequently or always in “firefighting mode”. Also, 63 per cent said they lack access to the necessary capacity and resources to do their job effectively and just 9 per cent believe they
have enough time to engage in
forward planning.

Despite these challenges, there were some positive findings. The survey showed that 72 per cent of consultants feel they make a meaningful contribution to patient care, research, and teaching. Additionally, 63 per cent reported a sense of worth in their work, and nearly 70 per cent said their work is very or completely meaningful to them. Overall, 70 per cent of respondents expressed satisfaction with their day-to-day roles.

As IHCA President Prof Gabrielle Colleran stressed, a shift toward collaborative and compassionate leadership is essential.

“We all must play our part,” Prof Colleran said.

“We must foster a culture of connection, trust, and respect, because only through collective effort can we overcome the challenges ahead.”

Healthcare professionals must feel supported, valued, and empowered to effect meaningful change. Only then can the health service move beyond crisis management and become more resilient.

The survey results should act as a wake-up call. Without immediate action, the continued lack of resources and collaborative leadership will lead to increased burnout and, ultimately, reduced quality-of-care. Addressing these challenges will require structural changes that not only value consultant input, but also ensure they have the tools needed to do their jobs to their fullest potential.

To make meaningful progress, health management must take decisive steps to foster a supportive environment. As frontline staff remain the cornerstone of healthcare, their expertise and experience should guide key decisions. A stronger, more cohesive leadership approach can help the sector shift from survival mode to a proactive and sustainable model for the future. While negotiations for a new contract are over, consultation with consultants must be prioritised to ensure their voices are heard and their needs addressed moving forward.