News and blog posts
From Chief People Officer bulletin, 7 August 2019
A new NHS Leadership Compact
Andrew Foster, Chief Executive, Wrightington Wigan and Leigh NHS Foundation Trust
Excerpt from bulletin “The Improving Leadership Culture workstream’s cross-system reference group, which includes expertise and experience from outside the NHS to test our thinking and expand our horizons, is providing invaluable guidance on a number of projects. The workstream is progressing leadership pathways and pipelines, a revision of our systems of regulation and oversight to support outstanding leadership, engagement with the system on the outcome of the Kark review, and a clear and aligned development and support offer for leaders and systems. Our cornerstone initiative is a new NHS Leadership Compact. This will be an agreement between board level leaders in provider organisations, commissioners and integrated care systems, and senior leaders — including regional directors in each of the national arm’s length bodies. It will include an expectation that these leaders create a similar compact to apply within their own teams and organisations. It will describe, on a single page, the agreement between senior leaders and be supported by a short document that describes the shared values, beliefs and behaviours that senior leaders agree are necessary to develop and sustain a compassionate, inclusive and positive leadership culture. We will be co-creating the Compact through an intensive period of engagement and iterative improvement between August and October 2019.”
NHS leaders and experts on building positive workforce cultures
Excerpt: “Henrietta Hughes, NHS national guardian, in an interview with Healthcare Manager highlighted a link between staff being able to speak up and an organisation’s CQC rating. She says, in trusts rated outstanding, managers are far more likely to encourage staff to speak up than in trusts rated inadequate.
In the interview, Henrietta mentioned the importance of freedom to speak up guardians working closely with managers and trade union representatives to identify issues within an organisation and escalate them, if required. Her call to leaders in the NHS was for them to be “genuinely interested in the views of all your staff, patients and carers. They’re bringing gifts of information that will help you fix and improve your systems.” ”
Excerpt: “In July 2019, Creating a culture of civility, compassion and respect was published. This report sets out the activity carried out by the SPF (Social Partnership Forum) and partner organisations since the launch of the call to action and SPF priorities for year three. These include:
- continuing to encourage and support employers and trade unions to work in partnership to build positive workplace cultures
- linking with NHS England and NHS Improvement in the initiatives they are progressing to tackle bullying in the NHS and make the NHS the best place to work
- focusing on improving the experience at work for disabled, BAME and LGBT staff
- addressing sexual harassment.
Why Leaders Shouldn’t Fear Changing Their Minds
| Wednesday, July 17, 2019
Institute for Healthcare Improvement blog post
Do We Make QI Too Complicated?
By | Thursday, July 18, 2019
Institute for Healthcare Improvement blog post
Health Care Leaders and Their Boards: Partners in Culture Change
| Tuesday, July 16, 2019
Institute for Healthcare Improvement blog post
New Deputy Chief People Officer to help make the NHS the ‘best place to work’
NHS England and Improvement has appointed Professor Em Wilkinson-Brice as deputy chief people officer
Academi Wales Summer School 2019
Blog post from Jo Hicks, Academi Wales Director
Excerpt from email “Over 200 delegates from 72 organisations gathered in Lampeter from 24-28 June 2019 for the 14th annual All Wales Public Service Leadership Summer School 2019. Summer School is an intensive residential learning experience and brings together leaders and managers to address key issues on a specific leadership topic. This year’s theme was ‘The Leadership Challenge – from efficient to exemplary’ “
£20 million funding to help 10,000 young people into NHS careers
Gov.uk news release
23rd July 2019
Leaders in Wigan Council recognised that to give staff agency to act they had to change attitudes to risk by changing the culture of the organisation
See The King’s Fund blog ‘We will back you’: a positive approach to risk
And A citizen-led approach to health and care: Lessons from the Wigan Deal,
Published 26th June 2019
IF YOU HAVE MISSED THIS YOU CAN CATCH-UP ON DEMAND (Just register on the right hand side )
Compassionate and inclusive leadership:
Creating supportive leadership cultures to deliver on the NHS long-term plan
Webinar The King’s Fund , May 2019
The NHS long-term plan sets out a national vision for leadership that is both compassionate and diverse. This free live online event will explore the evidence base and what practical and behavioural changes are required now and over the next ten years to achieve that cultural change.
You will hear from local, national and international leaders about the actions required at every level of the care systems to ensure positive cultures in which staff are supported to work at their very best.
My Improvement Journey: Naomi Burden
The Health Foundation , 11th July
Naomi Burden shares how she has found her tribe within Q and encourages fellow AHPs to join the newly created Allied Health Professions in QI Special Interest Group.
“I’ve been working with fellow AHP colleagues in Q to establish an AHPs in QI Special Interest Group for the Q community. The first Q tweet about the AHPs in QI SIG generated a great level of interest: not that far off 1,000 engagements. There’s clearly a big appetite amongst AHPs working together on QI. ”
Healthcare Leader
latest issue online
Leadership is about having a vision – interview with Saffron Cordrey, Deputy Chief Executive of NHS Providers.
Report
Workforce Race Equality Standard 2018/19
Published: 2 August 2019
Excerpt from press release webpage :
“This year’s data shows progress in Indicators 2, 3 and 4:
- the likelihood of white staff being appointed from shortlisting is the same as for BME staff
- the data tells us there is no difference in the likelihood of a BME colleague entering a formal disciplinary process compared to a white colleague
- this year’s data shows that there is no difference in the relative likelihood of white staff accessing non-mandatory learning compared to BME staff
We still have lots of work to do in other areas such as ensuring BME representation at senior levels and reducing the gap in bullying and harassment. We will be developing a robust action plan with the Race Equality Network and other colleagues to raise and accelerate our ambition in achieving a fair and inclusive workplace.”
Journal articles
Millennial managers: exploring the next generation of talent
Gerard N
Leadership in Health Services 2019 June 28, 32 (3): 364-386
Survey data were collected from 107 millennials pursuing bachelor degrees in healthcare management by using a modified version of the multidimensional work motivation scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and with various patient populations. Correlational analyses were conducted to examine the relationship between types of motivation and workplace preferences. Cross-cultural differences were also examined within this generational set. FINDINGS: Results indicate a significant positive relationship between intrinsic motivation and preferences for working on the payer side of the industry and within finance and IT functions. Findings also reveal a significant positive relationship between prosocial motivation and preferences for working with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of millennials suggests different upbringings, or alternatively, cultural relativity of the motivational constructs themselves.
Strategies to Recruit the Next Generation of Nursing Leadership Talent
Martin ER and Kallmeyer R
Journal of Nursing Administration 2018, 48 (7-8): 368-374
RESULTS: Respondents indicated 45% of the interventions have a moderate to high impact on their consideration for a position in administration. Statistical significance between generations was identified on 4 interventions related to work-life harmony. CONCLUSIONS: Fiscally conservative interventions exist to assist hospital administrators with succession planning among nurse managers. When recruiting Generations X and Y candidates, interventions supporting work-life harmony should be emphasized
Leadership styles’ influence on the quality of nursing care
Alloubani A et al
International Journal of Health Care Quality Assurance 2019 July 8, 32 (6): 1022-1033
Addressing Workforce Challenges in Healthcare Calls for Proactive Leadership
Parsons JE
Frontiers of Health Services Management 2019, 35 (4): 11-17
Turning the Titanic: physicians as both leaders and managers in healthcare reform
Grady CR and Hinings CRB
Leadership in Health Services 2019 June 28, 32 (3): 338-347
Leader’s integrity and employee silence in healthcare organizations
Erkutlu H and Chafra J
Leadership in Health Services 2019 June 28, 32 (3): 419-434
FINDINGS: The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. PRACTICAL IMPLICATIONS: The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence.
Developing effective nurse leadership skills
Denise Major, Deputy director of nursing, Salisbury NHS Foundation Trust, Salisbury, Wiltshire, England
Nursing Standard , Published online: 07 May 2019
Abstract : “Leadership is a role that nurses are expected to fulfil, regardless of their job title and experience. Nurses are required to lead and manage care as soon as they have completed their training. However, the development of leadership skills and the associated learning can be challenging, especially for less experienced nurses and those at the beginning of their careers. This article examines the importance of effective leadership for nurses, patients and healthcare organisations, and outlines some of the theories of leadership such as transformational leadership. It also details how nurses can develop their leadership skills, for example through self-awareness, critical reflection and role modelling.”
Gritty Leaders: The Impact of Grit on Positive Leadership Capacity
Psychol Rep. 2019 Aug;122(4):1449-1470
Schimschal SE and Lomas T.
Workplace strategies to reduce pharmacy leadership burnout.
King E et al
Am J Health Syst Pharm. 2019 Jul 2;76(14):1007-1009
Embracing Diversity and Inclusion in Psychiatry Leadership.
Simonsen KA, and Shim RS.
Psychiatr Clin North Am. 2019 Sep;42(3):463-471
Advanced Leadership Training: Pursue an MBA or Other Advanced Degree?
Grigsby RK.
Psychiatr Clin North Am. 2019 Sep;42(3):439-446.
Books
Values-Based Leadership in Healthcare Congruent Leadership Explored
Stanley, D
Published June 2019
Sage Publications
“Stanley’s Values-Based Leadership in Healthcare proposes a bold new theory of leadership to help drive positive change in healthcare organisations. The theory of ‘Congruent Leadership’ is defined and presented through a series of corporate and clinical case studies and examples, which guide the reader through the possibilities for using their own values to inform best practice.”
Advanced Practice Nursing Leadership: A Global Perspective
Hassmiller, Susan, Pulcini, Joyce (Eds.)
Focuses on clinical, educational and policy leadership for APNs
Written by senior leaders and emerging or junior nurse leaders “in the spirit of mentoring and lifting up the next generation of APRN leaders.”
Evidence-Based Leadership, Innovation and Entrepreneurship in Nursing and Healthcare: A Practical Guide to Success Paperback – 30 Nov 2019
La Ilah Illa Allah
Alhamd Llah, Prayer And Peace Upon The Messenger Of Allah Our Master Mohammad Salla Allah Alaihe Wa Sallam. Praise Be To Allah Lord Of The Worlds. La Ilah Illa Allah.