Category Archives: Change

May 2019 – over 20 new items on healthcare leadership

Change, Leadership, Leadership training evaluation, Staff engagement, Talent Management, Workforce planning, , , , , , , , , , , ,

NHS England funds £2million to boost system-wide leadership development
8th May 2019

Excerpt from NHS England website announcement

“NHS England has funded a £2million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.

The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.

Their results have shown the importance of equipping individuals with the right skills necessary to drive change and identify new ways of working and collaborating with health, social care and third sector organisations.

The funding will support systems to develop locally tailored programmes, investing in both newly established and experienced leaders to increase their system leadership capability.

They can do this in a number of ways including: growing a cadre of system leaders who are delivering integrated care at the coal face, building a pipeline of future leaders through mechanisms such as talent management, getting more people into leadership learning courses at all levels in a system, and creating networks of people with interests in leadership development who can inspire others, share learning with peers and problem solve.”

Read the latest issue online of Healthcare Leader :

 

What happens when you make nursing a more attractive profession?
The Health Foundation, 30th April 2019
Excerpt “Professor Linda Aiken is Director of the Centre for Health Outcomes and Policy Research, and Senior Fellow of the Leonard Davis Institute of Health Economics at the University of Pennsylvania.
She spoke at a recent Health Foundation event about how the US has tackled its nursing shortage over the last few decades, allowing nurses to provide the highest quality care while delivering better nurse satisfaction and retention. Her pioneering research has created an evidence base showing the importance of improving nurse work environments. We caught up with her to find out more.”

Read the comprehensive guide for improving staff retention, which has been updated for April 2019: Improving Staff Retention: A Guide For Employers

Nuturing talent in your team ? How to support staff who are high achieving?
NHS Employers’s popular people performance management toolkit has been refreshed to include links to new guidance and resources.

 Workforce Stress and the Supportive Organisation – A framework for improvement through reflection, curiosity and change 
Health Education England, 4th April 2019
Excerpt “encourages employers to take a closer look at the systems they currently  have in place for managing staff wellbeing,  it challenges them to give greater consideration to the impact  workforce stress has on staff and look at the role they can play in providing better support to staff who may need It. ”  ” It also talks about the impact of leadership, capacity and capability on workforce mental wellbeing and what employers need to consider.”
See also CIPD Health and Wellbeing at Work 19th report, also published in April 2019

Do We Have the Three Types of People Needed for Scale and Spread in the NHS?
NHS Horizons, Ketley, D
8th May 2019

Developing the mindset of a successful leader
In HPMA’s April 2019 Newsletter  (Healthcare People Management Association)

HEAT (healthcare education and training) Awards
Although nominations for the HEAT Awards are now closed, the shortlist will be announced on 20 May and all the shortlisted nominees and their nominators will be invited to an awards event held on 18 July in London.
Watch out for  Leadership awards

  • Inspirational Leader of the Year
  • Emerging Leader of the Year
  • System Transformation Champion of the Year  (open to individuals and teams)

Today’s provider chief executive: Impact of the Aspiring Chief Executive Programme
April 2019
“An independent study by the Institute of Employment Studies (IES) of the impact of first two cohorts of the national Aspiring Chief Executive Programme .”
“An evaluation of the NHS Leadership Academy’s Aspiring chief executive programme has highlighted themes around what makes an effective CEO and highlights tensions in the context in which they lead.”

Reports

Creating a culture of excellence How healthcare leaders can build and sustain continuous improvement
KPMG
April 2019

Acas publishes guidance on workplace neurodiversity
April 1st 2019, the ACAS webpage with the guidance is here 
Excerpt ” Acas has published guidance to help employers learn about neurodiversity and to suggest changes that can be made in the workplace to better support neurodivergent staff. Neurodiversity refers to the way an individual’s brain works and interprets information. It looks at the fact that people think differently and have different interests and motivations.A “neurotypical” person is someone whose brain functions in the way society expects. A “neurodivergent” person is someone whose brain functions, learns and processes information differently. Examples of neurodivergence include autism, attention deficit disorders and dyslexia.

The Acas guidance emphasises that people think differently and that some individuals are naturally better at some tasks and poorer at others and, as the Acas guide points out, employers need to accommodate this difference in practical ways – ways that don’t patronise or disparage individuals.”

Kindness, emotions and human relationships: The blind spot in public policy
Julia Unwin, Carnegie Fellow
Published in November 2018, so coming a bit late to the Knowledge Hub.
Cited in Can integrated care systems change how we work in the NHS?, Healthcare Leader, 29th April 2019.

Journal articles

Priorities and challenges for health leadership and workforce management globally: a rapid review
Figueroa CA , Harrison R, Chauhan A and Meyer L
BMC Health Services Research 2019 19:239 -OPEN ACCESS
24 April 2019
Excerpt from abstract : “Health systems are complex and continually changing across a variety of contexts and health service levels. The capacities needed by health managers and leaders to respond to current and emerging issues are not yet well understood. Studies to date have been country-specific and have not integrated different international and multi-level insights. This review examines the current and emerging challenges for health leadership and workforce management in diverse contexts and health systems at three structural levels, from the overarching macro (international, national) context to the meso context of organisations through to the micro context of individual healthcare managers.”

Leadership perspective on the implementation of guidelines on healthcare-associated infections
Hegarty J, et al. BMJ Leader 2019;0:1–9. – OPEN ACCESS
Excerpt from abstract : “d Leadership is a key component for infection prevention and control and plays an important role in the implementation of guidelines on healthcareassociated infections. A body of literature exists on healthcare workers’ perspectives on implementing these types of guidelines; however, there is a paucity of data on the leadership perspectives on implementation. This study aims to contribute to the evidence base of leadership perspectives”

Healthcare portraiture and unconscious bias
BMJ Views and Reviews, BMJ 2019;365:l1668, 12th April 2019
Authors: Karthik Sivashanker, Harvard Medical School fellow in quality and patient safety,   Kathryn Rexrode, chief,   Nawal Nour, chief diversity and inclusion officer for faculty, trainees, and students,  Allen Kachalia, senior vice president, patient safety and quality.

Women, healthcare leadership and societal culture: a qualitative study
Journal of Healthcare Leadership, published April 2019 – OPEN ACCESS
Kalaitzi S et al
A study of women health care leaders’ challenges in Greece and Malta. See also
Exploring Women Healthcare Leaders’ Perceptions on Barriers to Leadership in Greek Context
Frontiers in Public Health, 09 April 2019

Developing culturally competent and compassionate healthcare leaders: A European model 
Journal of Nursing Education and Practice, 2019, Vol. 9, No. 7 – OPEN ACCESS
Excerpt from abstract: “Methods: The development of this model is part of the IENE 4 EU funded project with participating countries: United Kingdom [Middlesex University, London], Spain, Cyprus, Romania, Italy, Denmark, Turkey. Its development is based on a) a needs assessment survey among healthcare leaders in the partner countries (N = 199), b) two round Delphi study with 14 experts and c) a focus group with healthcare leaders after the development of the model.
Results: The components of this model include the basic principles, values and skills that a health care leader should have as a role model and a coach of his/her staff in delivering compassionate and culturally competent care. This model was further used within the IENE 4 project, as a tool for creating learning tools, aiming to improve the quality of care within a cultural framework. Fourteen such learning tools were developed and piloted in all partner countries”
See also Output 1 of the IENE4: Report on integrative literature reviews on: -Universal components of compassion. -Measuring culturally competent compassion.
-Learning Culturally Competent Compassion in theory and practice.

Why men might be the answer to the staff shortfall
Nursing In Practice, Launder M, 1st May 2019
Excerpt from full text: “The NMC found that just 11.4% of registered UK nurses in 2017/18 were men – barely improving on the 2007/2008 figure of 10.69%. The gender divide gets wider in general practice with men making up just 2.1% of practice nurses, according to NHS Digital data (see graph, page 22). The Universities and Colleges Admission Service, which administers the university application process, reported a slight increase in applications from men to study nursing this year, from 3,400 to 3,620. But that is a drop in the ocean compared with an overall decrease of 39.22% from 2010 to 2019. ” Article also looks at potential dangers of masculinising nursing.
Article cites  research by Professor Heather Whitford at the University of Dundee who  studied the under-representation of men on pre-registration nursing courses in Scotland in 2018. See final report of that research here 

Can shared leadership enhance clinical team management? A systematic review
Leadership in Health Services, Volume 32 Issue 2, May 2019 , pp. 309 – 335
Aufegger L et al

Successful work cultures: recommendations for leaders in healthcare
Leadership in Health Services, Volume 32 Issue 2, May 2019, pp. 296 – 308
Vazquez, CE

Devolving healthcare services redesign to local clinical leaders: does it work in practice?
Storey J ,  Holti R,  Hartley J,  Marshall M
Journal of Health Organization and Management 2019 March 28, 33 (2): 188-203
Article presents the findings arising from a three year research project.

Putting service back into health care through servant leadership
Cottey L (Academic Clinical Fellow Emergency Medicine, University Hospitals Plymouth NHS Trust) and  McKimm J (Professor of Medical Education and Director of Strategic Educational Development,Swansea University Medical School)
British Journal of Hospital Medicine 2019 April 2, 80 (4): 220-224
“Abstract: Servant leadership theory is little reported on in NHS leadership development strategies despite clear alignment with the core values underpinning health care for all. This article reviews the key concepts of servant leadership and suggests that it should be viewed as a core leadership style for those working in health-care organizations.”

Compassionate leadership in palliative and end-of-life care: a focus group study
Hewison A, Sawbridge Y, Tooley L
Leadership in Health Services 2019 May 7, 32 (2): 264-279
The auhors are from School of Nursing, University of Birmingham , Birmingham, UK, College of Social Sciences, University of Birmingham and West Midlands Clinical Networks and Clinical Senate, NHS England, Birmingham, UK.
Excerpt from abstract : ” DESIGN/METHODOLOGY/APPROACH: Four focus groups involving staff from a range of healthcare organisations including hospitals, hospices and community teams were conducted to access the accounts of staff leading palliative and end-of-life care. The data were analysed thematically. FINDINGS: The themes that emerged from the data included: the importance of leadership as role modelling and nurturing; how stories were used to explain approaches to leading end-of-life care; the nature of leadership as challenging existing practice; and a requirement for leaders to manage boundaries effectively. Rich and detailed examples of leadership in action were shared.”

December 2018 – new reports, books and journal articles

Change, Leadership, Leadership training evaluation, Organisational development, Talent Management, , , , , , , , ,

Independent report
Sir Ron Kerr review: empowering NHS leaders to lead
This review was led by Sir Ron Kerr and explored 3 challenges faced by executive leaders across the NHS:

  • expectations and support available for leaders
  • alignment of performance expectations at the organisational and system level
  • level of administrative burden placed upon executive leaders

The review makes a number of recommendations to address these challenges.
Published 28 November 2018
National Health Executive commentary here
Adam Smith Institute commentary here 

King IV for Health and Social Care
Dr John Bullivant, Chairman, Good Governance Institute
Developed with input from NHS Trust and Foundation Trust Board
members as part of the 2018 national development programme with
NHS Improvement.
November 2018
Excerpt “NHSI recommends In-depth, regular and externally facilitated developmental reviews of leadership and governance as good practice across all industries. Rather than assessing current performance, these reviews should identify the areas of leadership and governance of organisations that would benefit from further targeted development work to secure and sustain future performance. The external input is vital to safeguard against the optimism bias and group think to which even the best organisations may be  susceptible. They therefore encourage all providers to carry out externally facilitated, developmental reviews of their leadership and governance using the well-led framework every three to five years, according to their circumstances.”

Leadership in integrated care systems (ICSs)
Report prepared for the NHS Leadership Academy
Future of care No 9 – November 2018
Excerpt “This Future of Care paper, aimed at chief executives, directors and senior managers from the NHS, local authorities, housing organisations and voluntary and community sector, is based on findings from interviews with systems leaders and a review of the literature. The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of integrated care systems. The research will inform the Leadership Academy’s long-term plans for supporting leaders in integrated care systems. ”

Excerpt “Key messages

  • NHS moves to end ‘fractured’ care system (NHS England, 2017) says, Integrated care systems (ICSs) are a critical part of the biggest national move to integrating care of any major western country.
  • With no basis in law, ICSs are entirely dependent on a collaborative approach to leadership and a willingness on the part of the organisations involved to work together.
  • Leadership in ICSs is very much a form of systems leadership, but with new and unique challenges, such as the need to exert influence across an even larger range of organisations and co-produce services with people who use them.
  • Effective systems leadership relies on a composite set of capabilities and behaviours, which can be grouped under the following four domains (NHS Leadership Academy Systems Leadership Framework):
    • innovation and improvement
    • relationships and connectivity
    • individual effectiveness
    • learning and capacity-building.
  • Leaders in ICSs need to be skilled at:
    • identifying and scaling innovation (e.g. from pilots)
    • having a strong focus on outcomes and population health
    • building strong relationships with other leaders, and often working with them informally to develop joint priorities and plans
    • establishing governance structures which drive faster change, often going where the commitment and energy is strongest
    • setting the overall outcomes and expectations on behaviours, but handing day-to-day decision-making to others
    • supporting the development of multidisciplinary teams (MDTs)
    • designing and facilitating whole-systems events and workshops to build consensus and deliver change
    • understanding and leading cultural change
    • building system-wide learning and evaluation frameworks
    • fostering a learning culture across the whole system.
  • Leaders told us that they would welcome support in the following areas:
    • skilled external facilitation, to help deliver complex programmes
    • the creation of ‘safe spaces’ for leaders to meet with peers and share problems and solutions
    • more opportunities to learn from other professions and sectors
    • systems leadership development for middle managers across the system
    • masterclasses on:
      • co-production theory and practice
      • finance and risk-sharing
      • scaling innovation
      • understanding local government and social care
      • large-scale and large-group facilitation
      • working and influencing across multiple layers of governance.

Leadership within the NHS (Speech )
Matt Hancock speaks at the Leaders in Healthcare conference about leadership culture change in the NHS and the importance of ensuring we have the right leaders in place with the correct support.
15th November 2018

Matt Hancock speech to The King’s Fund, 28 November 2018

Independent report by the Faculty of Medical Leadership and Management , setting out the barriers and enablers for clinicians moving into senior leadership roles within the NHS.
15th November 2018
Commentary by GPOnline here 

Letting Local Systems Lead: How the NHS Long Term Plan can deliver a Sustainable NHS
published by NHS Confederation, 16th November 2018
Excerpt : “When asked what would make a difference, local leaders identified better local partnership working, improved engagement with staff, patients and communities, more effective local governance and a more supportive oversight regime” Based on the findings, and our own analysis of the challenges facing the service, the NHS Confederation is calling for the long-term plan to: Make support for effective local leadership and relationships a priority.

The health care workforce in England: make or break?
The King’s Fund, 15 November 2018
Excerpt “This briefing will be followed in the coming weeks by a more in-depth report that
explores five key levers available nationally and locally that could help ameliorate the
workforce crisis. These levers are: training; international recruitment; better employment
practice; pay and conditions; and maximising the potential of staff through better use
of existing skills, enhancing those skills and redesigning roles.”

Brexit and the Health and Social Care Workforce in the UK 
Prepared for the Cavendish Coalition for the project, National Institute of Economic and Social Research (NIESR)
November 6th 2018
See also https://www.peoplemanagement.co.uk/news/articles/hospitals-spending-thousands-to-secure-settled-status 

Podcasts : Michael Hyatt’s podcasts [https://michaelhyatt.com/?s=leadership]

How Women Manage the Gendered Norms of Leadership
Harvard Business Review, November 28th 2018

NHS England lift legal directions for quality of leadership at three clinical commissioning groups

12th November 2018
Excerpt: “Crawley, East Surrey and Horsham and Mid Sussex CCGs have been praised by NHS England for the significant improvements that have been made to the governance, capability and capacity of the organisations.”

Seven Learning And Development Trends To Adopt In 2019
Forbes, Sep 24, 2018
1. C-suite and HR work together better to align goals.
2. Develop competencies for future organizational goals.
3. Emphasize communication skills.
4. Increase the gamification of training.
5. View training as an employee benefit and bait for talent acquisition.
6. Weigh learner-centric against content-oriented training.
7. Digital and mobile content and delivery are more critical than ever.

Our Strategic Intent 2018/19 – 2022/23 
London Ambulance Service NHS Trust
Mentions workforce issues, inclusion and leadership
“Inclusion – Organisations that are committed to embedding ‘difference’ demonstrate the ability to make better decisions and deliver better performance and better outcomes – in our case for our patients. For us, this not only means having a more diverse organisation that better reflects the population we serve, but also a more inclusive and welcoming organisation for the different professional groups that will make up vital parts of the response that we provide to our patients”

NHS Trust announced top for equality, diversity and inclusion
12th November 2018
Excerpt: “The National Centre for Diversity recently carried out a survey of 41 NHS organisations at board level. Our Trust [Coventry and Warwickshire Partnership NHS Trust] were found to be top for understanding and delivering on equality, diversity and inclusion in their organisation. The National Centre for Diversity will also be producing a comprehensive report to support the judgement. ”

New books

Transformational Leadership for the Helping Professions: Engaging Head, Heart, and Soul
Oxford University Press  Published: 22 November 2018

Cover for Transformational Leadership for the Helping Professions

Leadership with impact
Preparing Health and Human Service Practitioners in the Age of Innovation and Diversity
Oxford University Press, Published: 31 January 2019 (Estimated)

Cover for Leadership with Impact

  • Features 15 interviews with current health and human service leaders
  • Includes case studies and examples of leadership applications in the health and human services

Discovering Leadership: Designing Your Success
March 2019 | 504 pages | SAGE Publications, Inc

Discovering Leadership

Excerpt from Sage website ” Organized around five major design challenges, each challenge is explored in a stand-alone module. Students begin the leadership journey with themselves, understanding their own strengths, styles, and skills. The text moves on to relationships, exploring how leadership is a process that involves values, decision-making, motivation, and power. A module on others’ success unpacks the most effective practices of leadership and management, this is followed by a module on leading culture, teams, and community, before concluding with a section on how leaders can create lasting, positive change.”

journal articles

Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal ‘power and politics’ of major health system change
Forthcoming research: EXCERPT ” The research will produce evidence about the relatively under-researched contribution that political skill and astuteness makes in the implementation of strategic health system change. It intends to offer new understanding of these skills and capabilities that takes greater account of the wider social, cultural organisational landscape, and offers tangible lessons and case examples for service leaders. The study will inform future learning materials and processes, and create spaces for future leaders to reflect upon their political astuteness in a constructive and development way.”

Organizational uptake of NICE guidance in promoting employees’ psychological health
A Weinberg, J H Hudson, A Pearson, S B Chowdhury
Occupational Medicine 2018 November 7
Excerpt “The role of sector and size of organization is relevant to uptake of some features of NICE guidance, although organizational leadership is important where raised awareness and implementation are concerned.”
A total of 163 organizations participated in a survey of UK-based private, public and third sector organizations employing an accumulated minimum of 322 033 workers.

Rising to the challenge: Epilepsy specialist nurses as leaders of service improvements and change (SENsE study)
Agnes Higgins, Carmel Downes, Jarleth Varley, Colin P Doherty, Cecily Begley, Naomi Elliott
Seizure,  2018 Nov 1; 63:40-47
Excerpt: “RESULTS: Five key areas in which ESNs demonstrated leading on the change agenda were identified. These included: Initiating new clinical practice developments; Building capability within the multidisciplinary team; Developing education programmes and resources for people with epilepsy, family and the public; Exerting influence through membership of committees and lobbying; and Advancing the ESN role.”

 Unnecessary Frills: Communality as a Nice (But Expendable) Trait in Leaders
https://www.frontiersin.org/articles/10.3389/fpsyg.2018.01866/full
Andrea C Vial, Jaime L Napier
Frontiers in Psychology 2018, 9: 1866
Excerpt: “We assessed men’s and women’s idea of a great leader with a focus on gendered attributes in two studies using different methodologies. In Study 1, we employed a novel paradigm in which participants were asked to design their “ideal leader” to examine the potential trade-off between leadership characteristics that were more stereotypically masculine (i.e., agency) and feminine (i.e., communality). Results showed that communality was valued in leaders only after meeting the more stereotypically masculine requirements of the role (i.e., competence and assertiveness), and that men in particular preferred leaders who were more competent (vs. communal), whereas women desired leaders who kept negative stereotypically masculine traits in check (e.g., arrogance). In Study 2, we conducted an experiment to examine men’s and women’s beliefs about the traits that would be important to help them personally succeed in a randomly assigned leader (vs. assistant) role, allowing us to draw a causal link between roles and trait importance. We found that both men and women viewed agentic traits as more important than communal traits to be a successful leader. Together, both studies make a valuable contribution to the social psychological literature on gender stereotyping and bias against female leaders and may illuminate the continued scarcity of women at the very top of organizations, broadly construed.”

How to Make or Break Implicit Bias Instruction: Implications for Curriculum Development
Cristina M Gonzalez, Ramya J Garba, Alyssa Liguori, Paul R Marantz, M Diane McKee, Monica L Lypson
Academic Medicine: Journal of the Association of American Medical Colleges 2018, 93
Excerpt ” Buy-in from institutional leadership is essential for successful implementation of implicit bias teaching, and medical educators need to consider formalized longitudinal curricula addressing the recognition and management of implicit biases.”

 Developing your leadership skills
https://www.tandfonline.com/doi/full/10.1080/17453054.2018.1483190
David Bryson
Journal of Visual Communication in Medicine 2018 October 17, : 1-2

Impact of educational leadership and interprofessional learning on vascular access training
Anna Hulse, Jill Cochrane
British Journal of Nursing: BJN 2018 October 18, 27 (19): S4-S18

Respectful leadership: Reducing performance challenges posed by leader role incongruence and gender dissimilarity
Hum Relat. 2018 Dec;71(12):1590-1610
van Gils S et al

Perceived value of leadership experiences in a postgraduate year 2 ambulatory care pharmacy residency
Am J Health Syst Pharm. 2018 Dec 1;75(23 Supplement 4):S101-S107
Smith LC et al

Health-promoting leadership: A qualitative study from experienced nurses’ perspective
J Clin Nurs. 2018 Dec;27(23-24):4290-4301
Furunes T, Kaltveit A and  Akerjordet K

Advances in Chronic Kidney Disease
Special issue on leadership in Nephrology – November 2018, Vol 25, issue 6 
Edited by Rebecca J. Schmidt

 

September 2018 – news and resources

Change, Leadership, Staff engagement, Talent Management, Team building, , , , , , , , , , , , , , ,

Conference reports

Academi Wales: See Summer School 2018 in action

Excerpt from Bulletin “Watch one of our top leadership speakers on the main stage at this year’s Summer School. If you’re looking for inspiration and ideas this autumn as you return from your holidays, find the time to watch one of these sessions – you won’t be disappointed!”

Full keynote session videos

e-magazine

 Leader
North West NHS Leadership Academy
Our latest Leader newsletter – Summer Edition
https://www.nwacademy.nhs.uk/discover/news-blogs/2018/our-latest-leader-newsletter-summer-edition

Case studies

 NHS Leadership Academy – case studies
https://www.leadershipacademy.nhs.uk/case-studies/

NHS should celebrate diversity from frontline to the top
https://www.hsj.co.uk/equality-and-diversity/nhs-should-celebrate-diversity-from-frontline-to-the-top/7023291.article

New course
+++new++++       Rosalind Franklin programme for mid-level leaders in health and care
https://www.leadershipacademy.nhs.uk/news/rosalind-franklin 
Excerpt from website “The nine-month programme is due to open for applications later this year and will incorporate a blended learning style with mandatory and comprehensive online learning, face to face workshops and small group work.”

Reports

Bridging the gap: an evidence-based approach to employee engagement
Institute for Employment Studies: Perspectives on HR 2018 (September 2018)
https://www.employment-studies.co.uk/resource/bridging-gap-evidence-based-approach-employee-engagement
See also Engaging Manager assessment tool https://www.employment-studies.co.uk/employee-engagement/engaging-manager-assessment

Every Nurse an E-nurse: Insights from a consultation on the digital future of nursing (July 2018)
Ross Scrivener, eHealth lead at the RCN, says: “Involving nursing staff in the design and implementation of programmes and systems to improve patient care is not an optional add-on – it is absolutely vital.
“The NHS and health care generally need to do much more to develop and nurture nurse leadership of the digital agenda.”

Related: NHS England planning further waves of Global Digital Exemplars
Digital Health, 24 August 2018
The prospectus for the Health System Led Investment programme reveals that NHS England is planning to create further Global Digital Exemplars. These flagship organisations are intended to encourage uptake of new technologies.
https://www.digitalhealth.net/2018/08/nhs-england-planning-further-waves-of-global-digital-exemplars

Twitter’s impact on engagement within the NHS
https://www.gatehouse.co.uk/twitters-impact-engagement-within-nhs/

Effectiveness of leadership capacity building in the health sector
It is argued that the most effective types of capacity building processes to improve leadership skills in the health sector are monthly intensive training (e.g. ‘Global Nursing Policy Leadership Institute Programme’, GNPLI), or one-year fellowships with mentorship
https://opendocs.ids.ac.uk/opendocs/ds2/stream/?#/documents/3621547/page/1

Go Higher in Healthcare ‘Meet the professionals’
Project update report – 14th June 2018 Dr David Wilkinson
http://www.gohigherwestyorks.ac.uk/wp-content/uploads/2018/07/Go-Higher-in-Healthcare-summary-report-1-1.pdf

Books 

The management of wicked problems in health and social care
https://www.routledge.com/The-Challenge-of-Wicked-Problems-in-Health-and-Social-Care/Thomas-Hujala-Laulainen-McMurray/p/book/9781138103627

 A Guide to Medical Leadership & the NHS 2018-19 (first chapter free to download)

Excerpt “Over the course of 137 pages, ‘A Guide to Medical Leadership & The NHS 2018-19’  explores the history, structures and finance of the NHS. We consider the key drivers of organisational change, the conflicting challenges facing the NHS and the different approaches being taken by each of the four home nations of the UK. Revised July 2018, we continually relate the ‘big’ topics to everyday leadership for doctors and clinicians of all disciplines.

Both versions (print and e-book) of the book include exercises which are designed to help you develop your thoughts and experiences by committing them to writing.  The newest version of our non-printable PDF has been created with this in mind, and allows you type in responses to exercises within the digital document which can then be saved for future reference”
https://www.medicalinterviewsuk.co.uk/bookstore/a-guide-to-medical-leadership-and-the-nhs/

 Talent beyond capitals (free e-handbook)
How university towns can attract and retain students and researchers through innovative Talent Relationship Management
https://futureplaceleadership.com/toolboxes/talent-beyond-capitals/

Future Place Leadership is a Nordic management consultancy specialising in the development innovation and marketing of places

 Learning resources from the RCN and Harvard Business Review 

 Learning resources for HCAs. Aps and TNAs (Health care assistants, Assistant Practitioners and Trainee Nursing Associates)
https://www.rcn.org.uk/professional-development/learning-resources-for-hcas-aps-and-tnas

 RCN Introduction to Leadership Programme
https://www.rcn.org.uk/professional-development/professional-services/leadership-programmes/introduction-to-leadership-programme

 Reflection in action
http://rcnhca.org.uk/personal-and-people-development/reflection/reflection-in-action/

Learning resource from Harvard Business Review
HBR Ascend
https://hbrascend.org/
Requires registering , then unlimited access free offer for a limited period
Bite-size articles on a range of leadership related topics
Click on menu “Choose an essential skill to learn” – communicating , managing your career/work,  thinking like a leader, working with others, managing people.

News

 Council of Deans of Health student leadership programme

Brighton students destined to be healthcare leaders of the future
http://blogs.brighton.ac.uk/healthsciences/2018/08/17/brighton-students-destined-to-be-healthcare-leaders-of-the-future/

York University : Three nursing students and one midwifery student have just completed a four month Student Leadership programme run by the Council of Deans of Health.
https://www.york.ac.uk/healthsciences/news-and-vents/news/2018/cofdeansprogramme/

 More information about the programme here https://councilofdeans.org.uk/studentleadership/

Find out about @councilofdeans #150Leaders programme in their recent video featuring current participants: http://ow.ly/IRx230llJUW 

 Nursing Times – ‘The RCN must recruit well in a year of nurse leadership change’
https://www.nursingtimes.net/opinion/editors-comment/the-rcn-must-recruit-well-in-a-year-of-nurse-leadership-change/7025702.article

BMJ Blog Saffron Cordery and Suzie Bailey: Breaking the leadership mould
August 22, 2018
https://blogs.bmj.com/bmj/2018/08/22/saffron-cordery-and-suzie-bailey-breaking-the-leadership-mould/

 Florence Nightingale Foundation  – Leadership Programmes – Applications close 14th September 2018 at 17:00hrs.
https://florence-nightingale-foundation.org.uk/scholarships/leadership-scholarship/
https://florence-nightingale-foundation.org.uk/wp-content/uploads/2018/07/Leadership-application-form-for-applicant.pdf

Leadership is not a box to be ticked – Dr Emma Coombe 
https://thehealthcareleadership.academy/box/

Journal articles

Identifying the prevalence of influential factors on middle managers’ abilities to lead organizational change within the context of community nursing and therapy services.
International Journal of Healthcare Management. Aug2018, Vol. 11 Issue 3, p225-232
Hansell, V
Study undertaken at Norfolk Community Health and Care NHS Trust, Norwich, UK

 Darzi Clinical Leadership Fellows: An Activity Theory Perspective 
http://researchopen.lsbu.ac.uk/2337/
London South Bank University ,available after 14th September as download

 Leading the Nurse Within: Developing Confident Leadership Skills for New Graduates
Laut, R et al .
The Journal of Continuing Education in Nursing;  Vol. 49, Iss. 8,  (Aug 2018): 356-359.

 Leadership Development Through Peer-Facilitated Simulation in Nursing Education
Brown, KM and Rode JL
Journal of Nursing Education;  Vol. 57, Iss. 1,  (Jan 2018): 53-57

 Nurse Leadership Style, Nurse Satisfaction, and Patient Satisfaction: A Systematic Review.
McCay R, et al
J Nurs Care Qual. 2018 Oct/Dec;33(4):361-367

Decisional Involvement: Differences Related to Nurse Characteristics, Role, and Shared Leadership Participation.
Fischer SA et al
J Nurs Care Qual. 2018 Oct/Dec;33(4):354-360

 Hospital Leadership Diversity and Strategies to Advance Health Equity.
Herrin J et al
Jt Comm J Qual Patient Saf. 2018 Sep;44(9):545-551

Promoting self-concept and leadership competencies among frontline nursing staff.
Carter K.
Nurs Manage. 2018 Sep;49(9):7.

Putting the contradictions back into leadership development
Russ, V and Pedler, M
Leadership & Organization Development Journal;  Vol. 39, Iss. 7,  (2018): 859-872.

How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare
Mosson, R et al
BMJ Open; London Vol. 8, Iss. 6,  (2018).

The nexus of nursing leadership and a culture of safer patient care
Murray, M et al
Journal of Clinical Nursing; Vol. 27, Iss. 5-6,  (Mar 2018): 1287-1293

The mental demands of leadership in complex adaptive systems.
Petrie DA, Swanson RC.
Healthc Manage Forum. 2018 Sep;31(5):206-213

Developing nurses’ intercultural/intraprofessional communication skills using the EXCELLence in Cultural Experiential Learning and Leadership Social Interaction Maps.
Henderson S and  Barker M.
J Clin Nurs. 2018 Sep;27(17-18):3276-3286

Heroism and nursing: A thematic review of the literature.
MacDonald K et al
Nurse Educ Today. 2018 Sep;68:134-140

The predictive validity of charge nurse personality on objective and subjective performance of subordinates.
Gottlieb T, Gøtzsche-Astrup O.
J Nurs Manag. 2018 Aug 31.

Results of the British Society of Gastroenterology supporting women in gastroenterology mentoring scheme pilot
Frontline Gastroenterology
https://fg.bmj.com/content/early/2018/08/04/flgastro-2018-100971

Part one of a six-part continuing professional development series in the journal Nursing Management
Reflection and personal learning, by Coward, Melaine
Author is Head of school, Faculty of Health and medical sciences, School of Health sciences, University of Surrey, England
Aug 2018, Vol. 25 Issue 3, p38-41

July 2018 – a summer selection of research on mentoring, coaching and talent

Change, Coaching, Competency standards, Facilitation, Generation x Generation Y and Generation Z, Inclusive talent management, Leadership, Mentoring, Organisational development, Talent Management, , , , ,

Talent management

Why do some job adverts put women off applying?
Interesting article by David Silverberg, Technology of Business reporter  on the BBC  Business website

Developing nursing leadership talent – views from the NHS nursing leadership for South East England. 
Journal of Nursing Management.  (2018)  (In Press)
Cabral A,  Oram C and Allum S

Managing talent in the NHS: supporting all staff to fulfil their potential
Martin Hancock, May 2018
Excerpt “The NHS Leadership Academy is setting out to deliver a change to the way talent management is approached and practiced within the NHS in England. The foundations have been laid through the creation of the national improvement and leadership development framework Developing People: Improving Care (DP:IC) – Martin Hancock discusses what’s happened since it was published, and what needs to happen next.”

Martin Hancock also says there is “preparatory work to establish an NHS high potential scheme and to understand what infrastructure, data and technology needs we will have in order to deliver an effective approach to talent management.”

“For those embarking on their NHS leadership journey, we’re also doubling the size of the next NHS Graduate Management Training Scheme intake to help build a pipeline of future talent.”  See also https://www.leadershipacademy.nhs.uk/news/7th-most-popular-graduate-employer/

Start Well: Stay Well – a model to support new starters
Case study of Cambridge University Hospitals NHS Foundation Trust, presented by NHS Improvement and NHS Employers 
“My immediate team are very supportive and the senior leadership have shown an interest in me and my views.”

Windrush 70th Anniversary Commemorative Magazine 2018

Chesterfield Royal Hospital NHS Foundation Trust (Chesterfield Royal) in using new models of care to overcome workforce supply challenges
Using band 4 roles to build a team
08 / 06 / 2018

How can the NHS become a millennial friendly employer?
“With the NHS facing serious recruitment and retention problems, The BMJ hosted a round table at the Nuffield health policy summit asking how the NHS can do more to attract, enthuse, and hold onto young doctors. Gareth Iacobucci reports.”

Development of an England-wide nursing director talent pipeline
Wigens, L
Nursing Management: January 2018 – Volume 49 – Issue 1 – p 51–53 (Open Access)

Sadiq Khan launches ‘Our Time’ female talent development scheme, 15th May 2018 The scheme – Our Time: Supporting Future Leaders – aims to pair high-potential women with senior staff “champions”, both male and female, who will help them gain access to the experience, contacts and professional networks often needed to progress into leadership positions.It will go beyond traditional female talent development schemes, which Khan believed had not addressed the imbalance of power, and will provide a more structured approach towards career progression.

Director of Nursing and Midwifery Talent Scheme
Scheme information

Disability confident employers    – employers that have signed up  
04/06/2018
Many NHS Trusts  have signed up

Mentoring and Coaching

The state of play in European coaching and mentoring (Nov 2017)
This report provides an overview of the main findings from the 2017 European Coaching and Mentoring Research Project, undertaken by Jonathan Passmore and Hazel Brown, in partnership with the EMCC and the wider European coaching and mentoring industry.

Country report from above
The state of play in coaching in the United Kingdom
This report provides an overview of the UK results from The State of Play in European Coaching & Mentoring (2017) research project.

Facilitating learning in practice – Free learning from Open University   
Are you interested in mentorship or looking to develop your mentorship skills? In particular, are you involved in nurse mentorship? If so, then this free 8-week course is for you. The course explores the principles and best practices underpinning mentorship. The authors draw on their experience in nursing to help you develop your knowledge, understanding and skills of mentorship practice that can be applied to many workplace environments. For practising nurses, this course also contributes towards The Open University’s Nursing and Midwifery Council (NMC) approved Mentorship programme

Royal College of General Practitioners Innovators Mentorship Programme
Applications close: noon 30 July 2018, FAQs, Benefits

Royal College of Paediatrics and Child Health
Mentoring support – mainly an endorsement programme of non RCPCH programmes

Oxford Brookes University Coaching and Mentoring Society (OBCAMS) 
“Brings together researchers and practitioners of coaching and mentoring in order to explore evidence based practice and areas of interest to the field. OBCAMS meets monthly throughout the academic year. It provides collaboration and networking opportunities for academics and professionals from a wide spectrum of coaching and mentoring interest. We introduce a range of coaching and mentoring topics in an informal setting and stimulate lively discussions and debates. The society has approximately 80 members, comprising academics, students and practitioners from across the region.”

NHS Virtual Mentoring programme for 2018
Opportunity to train as an Organisational Development Virtual Mentor
Closed for applications for 2018, keep checking back for future application dates

Journal articles about Mentoring and Coaching

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?
The Leadership Quarterly
Volume 29, Issue 1, February 2018, Pages 70-88
The authors say that this is “the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date.” The two authors are from the Saïd Business School, University of Oxford, UK

“Leading Better Care”: An evaluation of an accelerated coaching intervention for clinical nursing leadership development

Journal of Nursing Management , early view article
116 senior clinical nurse leaders in Scotland attended one face‐to‐face induction day and received a total of 3 hours of one‐to‐one telephone coaching and two virtual peer group facilitated sessions. Evaluation used primarily qualitative descriptive methods with iterative review of emerging themes.

Capability mapping indicated self‐leadership development as the most frequently cited need. Improvements in self‐confidence, capacity for reflection and bringing whole self into the work were reported to deliver enhancement in team and service performance.

Co‐active coaching supported deep analysis by individuals. Focus on self, rather than behaviours provoked reflection on perspectives, mindsets, beliefs and approaches which can lead to more sustainable behaviour and support service change.

Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate
Van Vianen, A E M,  Rosenauer D,  Homan A C et al
Human Resource Management;  Vol. 57, Iss. 2, (Mar/Apr 2018): 583-599
Excerpt “This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees’ promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee’s mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.”

Supporting nurse mentor development: An exploration of developmental constellations in nursing mentorship practice
Nurse Education in Practice, January 2018, Volume 28, Pages 66–75
Excerpt “Focus of research on newly qualified mentors and their significant supporters in mentorship learning  . Semi-structured interviews were held with three registered nurses, working in two NHS Trusts (referred to as ‘Nightingale’ and ‘Seacole’ NHS Trusts for anonymity) who had completed their mentorship preparation studies within the last 18 months. As part of the interviews, participants were asked to create hand-drawn ‘spider’ diagrams, with the mentor participant at the centre of the diagram and lines radiating out to connect with those individuals thought by the participant to be significant in their mentorship learning. The resulting star shape influenced the decision to name them constellations. The constellations were annotated with comments from participants to denote relative strength of the relationship and the attributes contributing to the relationship. The constellations presented here are based on what was drawn during the interview, augmented with what was said.”

Reducing negative affect and increasing rapport improve interracial mentorship outcomes
Leitner, JB; Ayduk, Ö et al
PLoS One; Vol. 13, Iss. 4,  (Apr 2018)
Excerpts “Results revealed that increased self-disclosure decreased negative affect and increased rapport for both mentees and mentors” and  “Findings suggest that affect and rapport are key features in facilitating positive outcomes in interracial mentoring relationships.”

Developing cultural intelligence: learning together with reciprocal mentoring
Desai S, Rao S A and Shah, J S
Human Resource Management International Digest; Vol. 26, Iss. 3, 2018
Excerpt from abstract : ” The concept presented in the paper can help organizations use their own existing resources to develop cultural intelligence company-wide, rather than choosing third-party interventions/training.”

Mentoring in Nursing: An Integrative Review of Commentaries, Editorials, and Perspectives Papers
Lin, J et al
Nurse Educator: January/February 2018 – Volume 43 – Issue 1 – p E1–E5

Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives 
Thesis by Tynes, VW, , Walden University

The pivotal role of mentoring and coaching in health services
6/06/2018
David Clutterbuck is Visiting professor, Sheffield Hallam & Oxford Brookes Universities; external examiner, Ashridge coaching MBA
https://www.davidclutterbuckpartnership.com/blogs/
cites 2018, Managers can’t be great coaches all by themselves, Harvard Business Review, May-June 2018, 22-24

Coaching and mentoring as conversations about context
post by David Clutterbuck
Excerpt ” The internal context is about raising the client’s awareness of their own thinking processes, their values, aspirations, belief systems, strengths and weaknesses — and a host of other things that define who they are and their potential to become and to achieve. The external context is about how they interact with other people and the wider world – for example, who or what influences them and who or what they influence..”

Medicins sans Frontieres 
……is the first health sector organisation to achieve gold standard in the International Standards for Mentoring and Coaching Programmes

European Mentoring and Coaching Council (EMCC)
Research agenda 
Currently EMCC International Research is focused on the following main topics.
Mentoring.  Decoding the success factors and best practices of mentoring in the contemporary workplace, with focus on the effects of generational differences and the impact of new technologies. Within this area EMCC is interested in developing a review of current mentoring practices, and comparative studies too.
The coaching process.  Taking a deeper look at the specific interactions of the coaching process, and exploring the depths and different aspects of the workings of the coaching relationships. Within this area EMCC is interested in developing studies that shed light on the working mechanisms of coaching interventions or classes of coaching interventions. Besides furthering the theoretical understanding, EMCC aims to develop effective practices, theory and evidence based coaching intervention strategies.
The coaching context.  Understanding and interpreting coaching within a wider context. Examples may include the perspective of the coachee, the organizational context, or the effects of the individual differences in coaches themselves. Within this area EMCC is interested in developing a clearer understanding of the boundaries of the coaching relationship, the effect of the external factors, and through these a set of best practices to manage them in parallel with the coaching relationship itself.

International Journal of Mentoring and Coaching
Access to https://www.emccouncil.org/journal/journal_library/
Is published by Emerald Insight
Current issue Table of Contents https://www.emeraldinsight.com/toc/ijmce/7/2

Leadership

“Service integration through medical leadership in England’s NHS”,
Journal of Integrated Care, Vol. 26 Issue: 1, 2018 pp.77-86
Iliffe S and Manthorpe J (2018)
Excerpt: This paper is an exploration of “the current interest in leadership within the National Health Service (NHS), especially within medicine, as a solution to the slow rate of integration of health and social care services.”

see also  Integrated care: organisations, partnerships and systems
House of Commons Health and Social Care Committee
Seventh Report of Session 2017–19 Report.
“understanding of these changes has been hampered by poor communication”

Bridging the gap: using ‘Paired Learning’ to improve clinician/management understanding
BMJ Leader Published Online First: 24 April 2018.
Monaghan H, Swenson C, Kerins J, et al
Excerpt: ‘Bridging the gap’ between managers and clinicians, with a relational paired learning (PL) approach, has been run in NHS Lothian for 4 years (three cohorts) to positively impact the organisation and its leadership’

Building motivation to participate in a quality improvement collaborative in NHS hospital trusts in Southeast England: a qualitative participatory evaluation
April 7, 2018. BMJOpen (Open Access )
Excerpt “The evaluation has revealed facilitators and barriers to motivation categorised under two main themes: (1) inherent motivation and (2) factors that influence motivation, interorganisational and intraorganisational features as well as external factors. Facilitators included collaborative ‘champions,’ individuals who drove the quality improvement agenda at a local level, raising awareness and inspiring colleagues. The collaborative itself acted as a facilitator, promoting shared learning as well as building motivation for participation. A key barrier was the lack of board engagement in the participating National Health Service organisations which may have affected motivation among front-line staff.”

 

 

April 2018 – Spring is in the air with new articles and studies

Change, Generation x Generation Y and Generation Z, Inclusive talent management, Leadership, Leadership Walkrounds, Talent Management, Workforce planning, , , , ,

WELCOME TO OUR POST FOR APRIL 2018

JOURNAL ARTICLES 

A partnership to assess clinical nurse leadership skills
Nursing Management. 2018 Apr;49(4):40-47
Logrippo M1, Kelly S, Sardinas N, and Naft M.

Responsible Leadership: A Mapping of Extant Research and Future Directions
JBE Journal of Business Ethics Vol. 148, Iss. 1,  (Mar 2018): 117-134.
Miska, C and Mendenhall, M E

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study
JBE Journal of Business Ethics,  Vol. 148, Iss. 1,  (Mar 2018): 205-218.
AreRego A et al

Mindfulness and leadership flexibility
The Journal of Management Development;  Vol. 37, Iss. 2,  (2018): 165-177.

Developing the organisational culture in a healthcare setting
Published in  Nursing  Standard, 32 (21). pp. 53-­63, but this link is to University of Central Lancashire research respository

Are CEOs making the grade as influencers on Twitter?: The strategic road to becoming a retweetable online leader
Strategic Direction, Vol. 34, Iss. 3,  (2018): 1-3.

Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout
BMJ Quality and Safety, Vol 27, issue 4, Published Online First: 09 Feb 2018.
Sexton JB et al 

Excerpt from full text : “Leadership WRs are resource rich when they include appropriate follow-up actions to the issues surfaced using the leader’s position to make things happen at hierarchical levels above individual work settings. The term ‘work settings’ in this study describes work groups, including clinical units like emergency rooms, intensive care units and general medicine units, as well as non-clinical work groups like labs, patient safety, quality improvement and billing. Accordingly, providing feedback to the HCW about actions taken as a result of these WRs is essential to keep momentum and build trust in the collective ability to find, fix and report back the solutions to patient safety problems. For instance, following WR, work setting managers and patient safety officers keep track of planned initiatives at the work setting or departmental level as well as any updates, and communicate follow-up information back to HCW and senior leadership to supply accurate feedback and ensure completion of improvement tasks.

Unfortunately, when untrained leaders attempt to do WR, it can result in surfacing issues without addressing them or failing to feedback progress that has been made. Whacking the hornets’ nest in this way appears to be counterproductive to improving perceptions of patient safety. To measure the extent to which WRs are being done well, the presence of WR with feedback can be assessed as a brief item on a safety culture or engagement survey. Indeed, researchers have demonstrated that a simple metric to assess WR impact is the extent to which staff report having personally received feedback about actions taken to reduce patient safety risks as a result of WR in their work setting.”

Practicing leadership-as-practice in content and manner
Leadership, epub ahead of print , Lancaster University Dept for Leadership and Management
Raelin, J., Kempster, S.J., Youngs, H., Caroll, B., Jackson, B. 1/02/2018 In: Leadership.
Abstract from webpage: ” A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.”

Moves to increase diversity and inclusion in the workplace: Fairness and camaraderie as building blocks
Human Resource Management International Digest, Vol. 26 Issue: 2, pp.41-43

Self-Awareness and Cultural Identity as an Effort to Reduce Bias in Medicine
J Racial Ethn Health Disparities. 2018 Feb;5(1):34-49
White A A et al
Excerpt from PuMed abstract: ” In this article, the authors describe the formation and implementation of a novel medical school course on self-awareness and cultural identity designed to reduce unconscious bias in medicine. Finally, we discuss our observations and lessons learned after more than 10 years of experience teaching the course [at Harvard Medical School] “.
The article has 110 references in its bibliography.

Nurses’ leadership self-efficacy, motivation, and career aspirations
Leadership in Health Services,  Vol 31, issue 1, p 47-61
Cziraki K, Read E, Spence Laschinger H K ,  Wong C
Research paper, Canadian data
Excerpt from abstract: “Skill development opportunities , temporary management roles and informal mentoring  were significantly related to nurses’ leadership self-efficacy, which significantly influenced motivation to lead and leadership career aspirations . Motivation to lead was significantly related to leadership career aspirations.”

Goleman’s Leadership styles at different hierarchical levels in medical education
BMC Med Educ. 2017 Sep 19;17(1):169.
Saxena A   et al
The PubMed page links through to the freely available PDF .
Excerpt from PubMed abstract: ” Results: There were differences in the repertoire and preferred styles at different leadership levels. As a group, first-level leaders preferred democratic, middle-level used coaching while the senior leaders did not have one preferred style and used multiple styles. Women and men preferred democratic and coaching styles respectively.
The varied use  of styles reflected leadership conceptualizations, leader accountabilities, contextual adaptations, the situation and its evolution, leaders‘ awareness of how they themselves were situated, and personal preferences and discomfort with styles. The not uncommon use of pace-setting and commanding styles by senior leaders, who were interviewed, was linked to working with physicians and delivering quickly on outcomes.”

………..interesting BLOG POSTS

Using Gender Neutral Language in Your Papers  -Posted 23 March 2018
Some great tips here which are simple and easy to adopt in your report and other writing at work .
Posted by The EasyBib Writing Center
The post gives citations including : Davis, A E L. “Gender Neutral Language In Statutory, Official and Legal Documents.” Fawcett Society, 3 August 2017.

REPORTS

Rewiring leadership;  The future we want, the leadership we need
University of Cambridge, Institute for Sustainability Leadership
Published Feb 2018

Gender pay report , NHS England
 Published: 28 March 2018
This report provides details of NHS England’s gender pay gap under the requirements of the Equality Act 2010 Act (Gender Pay Gap Regulations) 2017 .
NHS England has a predominantly female workforce , however women are under-represented at the National Clinical Director level (3 at National Clinical Director level and 5 at Associate National Clinical Director level). NHS England will review how
they can attract more women into this role.
Coaching and mentoring  are highlighted as a specific need.
Also a women’s staff network , in partnership with other NHS England staff networks, will
assist in the shaping and delivery of their gender pay gap projects

Nurse leaders make a difference
Link to pdf of research report  by the King’s Fund 

Excerpt from NHS England webpage: Michael West, Senior Visiting Fellow at The King’s Fund, said “The findings complement a consistent pattern of results demonstrating that supporting staff and creating positive work environments through compassionate and collective leadership is good for staff, vital for patient care and key also to good financial performance in the NHS.”  “The new analysis concludes that the effect size was substantial – a one standard deviation increase in overall staff engagement is associated with a £1.7 million saving on agency staff costs for the average trust.”

BOOKS

NEW BOOKS from SAGE PUBLISHING
Cases in Leadership, Fifth Edition by Rowe, G and Guerrero L
Published: May 2018
Companion site : https://study.sagepub.com/rowe5e (need to register and then login)

 

Leadership Theory and Practice, Eighth Edition (International Student Edition)
Northouse, P G
Published: April 2018
Student Study Site –https://edge.sagepub.com/northouse8e
“The SAGE edge site for Leadership by Peter G. Northouse offers a robust online environment you can access anytime, anywhere, and features an impressive array of free tools and resources to keep you on the cutting edge of your learning experience.”

Building Leadership Character
Newman, A
Forthcoming, to be published: June 2018
Instructor Teaching Site

Gender in Communication A Critical Introduction, Third Edition
Palczewski CH , Pruin DeFrancisco V and McGeough D D
Published: March 2018

GENERATION X , GENERATION Y (Millennials) and now GENERATION Z

What can we glean about workforce planning and leadership?

Definitions explained on a BBC website here
Generation X – aged mid to late 30s  to late 50s (ie those born between the early 1960s and the early 1980s,
Generation Y (also known as Millennials) – aged 17 or 18 years of age through to mid 30s (ie those born between about 1980 and 2000
Generation Z – – aged 17 and 18 ( ie those born since 2000) 

Development and retention of Generation Y employees: a conceptual framework
Naim, M F and Lenka U
Employee Relations;  Vol. 40, Iss. 2,  (2018): 433-455.

Futureproofing our NHS: A generational shift
March 2018
Student-led Health Commission is to employ a group of students and recent alumni from across the different Faculties at King’s College London to gain insights from young people on how the NHS can better deliver for the future. The aim is to train and develop the next generation of health and social care leaders. By guiding the commissioners on how to do policy analysis and explaining the life cycle of a policy, we hope to build engaged leaders for tomorrow.  Over the autumn of 2017, they conducted research and held ‘policy labs’ to develop our ideas, which culminated in this final report of our findings and recommendations. On Friday 16 March 2018, we hosted an ‘unconference’, to share and build on our ideas with a range of participants, including senior NHS leadership.

Dream Placement

Dream Placement, organised annually by the Centre for Leadership Performance, sees public and private sector organisations across Cumbria offering students placements to learn more about leadership and future careers in the area. The placements are highly competitive with almost 200 applicants in total and, of these, 90 were interested in health careers. Jean Hill, learning and development manager at NCUH, commented: “Dream placement offers so much more than the usual work experience. Shadowing clinical teams is great for the students but what makes this different is the focus on developing leadership skills that will help them stand out from the crowd when they apply to study or for a job.”

Publications from the Center for Health Workforce Studies, University of Washington here

Occupational Mobility among Individuals in Entry‐level Healthcare Jobs in the United States
Snyder CR, Dahal A, Frogner BK
Journal of Advanced Nursing, March 2018

The Health Care Job Engine: Where Do They Come From and What Do They Say About Our Future?
Medical Care Research and Review Vol. 75, Iss. 2,  (Jan 2017): 219-231
Frogner, BK

Also:
Health Careers Pipeline and Diversity Programs 
This initiative increases the diversity of the United States’s health professions workforce and to offer high quality, culturally-competent care within underserved communities.
2016-2017 academic year accomplishment snapshot: Health Careers Pipeline and Diversity Programs (PDF – 91 KB)

TALENT MANAGEMENT 

The King’s Fund: Closing the gap on BME representation in NHS leadership: not rocket science 
March 2018
The King’s Fund recently hosted a seminar, in partnership with NHS England, looking at London WRES data with senior leaders.

Emerald Publishing  RealWorldResearch> –
The latest research from our authors on how to lead with a vision

Leadership mistakes you don’t want to make
Most of the time leadership is understood by understanding what makes successful leaders ‘good’. However, what if we look at the ‘dark side’ of leadership and explore what it is exactly that defines an unethical leader?

What makes a superboss super?
“In this Q&A contributing editor of our Strategy & Leadership journal Brian Leavy, asks leadership guru Prof Finkelstein what it is exactly that makes a superboss ‘super’ and finds out why it really is all about the people when it comes to leadership success.”

The great man theory of leadership
Podcast – “delve into the “Great Man Theory” and pick apart the major flaws in the idea that leadership is instinctive and a solo accomplishment.”

A selection of most read papers from the journal Leadership in Health Services  in the last year

Assess your leadership skills tool
American Organization of Nurse Executives
Requires simple registration on the website
Sample report 
The AONE Nurse Leader Competency Assessment Tool is a powerful self-development instrument. Through the assessment you can evaluate your skills, knowledge and abilities for the nurse manager and nurse executive roles. The simple exercise of rating yourself and asking others to rate you provides tremendous insight on hidden strengths, blind spots and areas for development.
After completing the assessment, you will receive a pdf report that scores leadership domains and individual competencies, categorizes your highest and lowest rated items and shows variations between your supervisor’s and your self-assessment.
The assessment and standard report are available to all nurse leaders

Other news

Embedding of a talent management programme at Lancashire Teaching Hospitals NHS Foundation Trust
1/4/2018
Excerpt: “The project has involved creation and embedding of a talent management programme which provides a workplace that fosters ongoing development for all staff, identifies individual strengths and areas for development; retaining talent and enhancing staff satisfaction. Implementation of this strategy included the launch of talent management tools, workshops and materials for all managers which would help them to support their staff, a career MOT programme for those identified as “rising stars”, in addition to individualised coaching sessions. Mandy Davis, Blended Learning Manager at Lancashire Teaching Hospitals is the lead for the talent management programme. “We are one of the only NHS organisations in the North West to offer such a programme for our staff, and have been approached by other organisations to learn about what we have done.” Following attendance on the programme, 30% of participants surveyed have taken up more senior positions. Additionally, 70% said that they had taken on additional responsibilities since attending and 50% said they had experienced development opportunities that they hadn’t previously.”

Suzie Bailey appointed Director of Leadership and Organisational Development at The King’s Fund from JULY 2018
Suzie will build on the work of outgoing director Marcus Powell in developing The King’s Fund’s leadership and organisational development work to support health and care organisations. She will move from being Director of Leadership and Quality Improvement at NHS Improvement to The King’s Fund.

First Knowledge Hub post of 2018 on new leadership resources

Change, Coaching, Inclusive talent management, Leadership, Mentoring, Organisational development, Patient perspective, Staff engagement, Talent Management, Transformational research, Uncategorized, , , , , , , , , , ,

Welcome to our first Knowledge Hub post of 2018 on leadership resources

The post this month is divided into journal articles, inclusion and talent management, think tanks, learning resources area, practical tools area and parliamentary reports .

Text emboldened in red is linked to the abstract/summary or full text or a webpage, but we have also provided a link if you click on the symbol.

The symbols explained-
A link to the full text that is free for you to use.
These are indicated by the symbol   
For the links with the   symbol such as those PubMed links then your NHS Athens account may be able to provide the article full text.
For resources with the symbol please contact your local Health Care Library and see if they have it in stock or are able to order it for you .

Best wishes to all readers of the Knowledge Hub for their 2018,  from the Bodleian Health Care Libraries team.

To find your nearest Health Care Library in the UK  and in Republic of Ireland there is a searchable database  here

Journal articles area!

How should medical schools prepare medical students for leading the NHS?
Br J Hosp Med (London). 2018 Jan 2; Vol 79(Issue 1):44-46
Kazzazi F, Bartlett J, Finnerty E.

How should health leaders approach morally contentious policy issues?  
Healthcare Management Forum. 2018 Jan;31(1):29-31
Kekewich M, Landry J, and Roth V

StrengthsFinder® signature themes of talent in pharmacy residents at four midwestern pharmacy schools   
Curr Pharm Teach Learn. 2018 Jan – Feb; Vol 10(Issue 1):61-65.
See blog post here for a description of the StrengthsFinder tool
Quotation /Excerpt from blog by Sophie Francis of Langley Group   : “Clifton StrengthsFinder 2.0® is used extensively in global organisations, especially in the United States. Developed in 2001 by researchers at Gallup, the tool arose from empirical interviews in workplaces and academia that pinpointed recurring patterns of thought, feeling and behaviour (talents) associated with success. Marcus Buckingham and Donald Clifton saw strengths as the result of natural talents refined by knowledge and skill, defining them as “the ability to produce consistent, near-perfect performance in an activity”. Their tool reflects this focus on high performance. StrengthsFinder 2.0 measures 34 strengths across talent themes to reveal a brief set of strengths (top 5) that are applicable in a work context. While the tool arises from research, it is not peer reviewed or used in empirical studies. Practitioner certification is required. StandOut is a more recent and basic tool, which draws on the Gallup data and contemporary concepts of strength clusters. Buckingham developed it for easy use by individuals and teams at different levels of an organisation.”

Leadership development programs for health care middle managers: An exploration of the top management team member perspective
Health Care Manage Rev. 2018 Jan/Mar;43(1):79-89
Whaley A and  Gillis WE
Excerpt from PubMed abstract – Findings and Practice Implications
FINDINGS:
We identified four types of development programs used in the selected hospitals: (a) ongoing series, (b) curriculum-based, (c) management orientation, and (d) mentoring. Challenges existed in aligning the need for the program with program content. Communication occurred both through direct messaging regarding policies and procedures and through hidden signals. TMT [Top Management Team]members referenced other programs for guidance but were not always clear about what it is they wanted the programs to accomplish. Finally, there was limited program outcome measurement.
PRACTICE IMPLICATIONS:
Our small sample indicates that specific, structured, and comprehensive programs perform best. The better programs were always trying to improve but that most needed better accountability of tracking outcomes. In setting up a program, a collaborative approach among TMT members to establish what the needs are and how to measure outcomes worked well. Successful programs also tied in their leadership development with overall employee development.

Hypocritical flip-flop, or courageous evolution? When leaders change their moral minds
J Pers Soc Psychol. 2017 Nov;113(5):730-752
Kreps TA, Laurin K and Merritt AC

Doing what we can, but knowing our place: Being an ally to promote consumer leadership in mental health
Int J Ment Health Nurs. 2018 Feb;27(1):440-447   
Excerptsfrom PubMed abstract: “non-consumers who support consumer partnerships and leadership (known as ‘allies’) have an important role to play in facilitating and supporting consumers in leadership roles. Allies currently have more potential to influence resource allocation, and might be viewed more credibly by their peers than consumer leaders themselves.” “In the present study, we address the importance of allies for the consumer movement. It proposes some ‘rules of engagement’ to ensure that allies do not intentionally or otherwise encroach on consumer knowledge and expertise, so that they maintain the important position of supporting consumers and facilitating the valuing and use of consumer knowledge, expertise, and ultimately, leadership.”

How is success achieved by individuals innovating for patient safety and quality in the NHS?
BMC Health Serv Res. 2017; 17: 640.   
Laura Sheard, Cath Jackson, and Rebecca Lawton
Excerpts from full text : “The concept of leadership was part of our original focus and one of the a priori research questions. The topic guide contained several questions about leadership and participants answered these questions to varying degrees. However, when analysing the dataset we did not get the impression that leadership per se was a point of interest to these participants. In fact, leadership was rarely spontaneously mentioned and answers to the topic guide questions about leadership were sometimes perfunctory.”
”  It is interesting that none of our participants explicitly spoke about distributed leadership as an approach they take. Yet, in describing how they approached the task of delivering the innovation, this is the style of leadership most participants implicitly adopted in order to connect people and teams, sometimes in challenging situations or environments.”
“When investigating ‘what works’ at the level of individual, we found that the main factors were around: personal determination, the ability to connect people and teams, the ways in which innovators were able to use organisational culture to their advantage and their ability to use evidence to influence others. It is important to acknowledge that determination, focus, persistence were important personal characteristics as were skills in challenging the status quo. Innovators were able to connect sometimes disparate teams and people, being the broker between them in negotiating collaborative working. Some participants were able to use the culture of their organisation and the current patient safety agenda to their advantage (others found organisational culture stifling and this is discussed ). Gathering robust data to demonstrate that their innovation had a positive impact was seen as essential to its progression.”

Inclusion and talent management area

Enabling Black and Minority Ethnic (BME) Nurse and Midwife Progression into Senior Leadership Positions
December 2017 by Paul Reeves (NHS Improvement) and Dr. Habib Naqvi (NHS England)
This report sets out the findings following an appreciative enquiry into improving the representation of Black and Minority Ethnic (BME) nurses and midwives across the higher ‘agenda for change’ pay bands. It summarises the learning from the enquiry and engagement work and includes examples of best practice approaches (see identifification of what the best performing trusts in the Workforce Race Equality Standard (WRES) area were doing) and a number of suggested actions to support improvement.   

What is this appreciative enquiry?
An appreciative enquiry (or inquiry) is described on this website as “Appreciative Inquiry (AI) is a change management approach that focuses on identifying what is working well, analyzing why it is working well and then doing more of it.”

The appreciative enquiry was undertaken in three parts:
 Literature review and review of the WRES data – NB The references are on page 18-22 of the report with many full text links
 Meetings with senior BME nurse leaders from NHS England, NHS
improvement, the RCN, and a number of provider sites
 Semi structured interviews with executives from six provider
organisations who performed well in the WRES

NHS Trust is the first to sign UNISON’s new apprenticeships charter
Southport & Ormskirk Hospital NHS Trust has become the first organisation in the country to sign up to UNISON’s apprenticeship charter.    
December 2017
The full text of the charter is here  

Think tanks area!

Making sense of accountable care
The King’s Fund , post by Chris Ham on Jan 18th 2018     
and
comments here https://www.kingsfund.org.uk/publications/making-sense-accountable-care#comments-top

Learning resources area!

Free full text journal articles from Sage Publications , on coaching and mentoring:
an online resource to support this book – Coaching and Mentoring: Theory and Practice
Select SAGE journal articles           are available to give you more insight into each of the book’s chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
This book is in its Third Edition (published November 2017)  and is authored by

  • Bob Garvey – Managing Partner, The Lio Partnership, a coaching and mentoring consultancy in the UK
  • Paul Stokes – Sheffield Hallam University, UK
  • David Megginson – Sheffield Hallam University, UK

  Free access to whole of chapter 3 – Creating a Coaching and Mentoring Culture

Waters Foundation
The Waters Foundation’s vision is to deliver academic and lifetime benefits to students through the effective application of systems thinking concepts, habits and tools in classroom instruction. Systems thinking is frequently mentioned in the wider literature about leadership development.
There is a host of free resources on their website    
Waters Foundation’s own Research findings
Other research findings 
Searchable database containing a variety of resources across subject areas and levels 
specific articles : eg “Seeing Below the Surface: Systems Thinking”, Yates J and Davidson A

Revised and updated edition of this book is now available and has a chapter on inclusion : 


Enhancing Adult Motivation to Learn: A Comprehensive Guide for Teaching All Adults

See Chapter 6  – Establishing Inclusion among Adult Learners

Practical tools area

Retaining your clinical staff: a practical improvement resource
      NHS Improvement, Dec 2017

This improvement resource with several mentions of the actions and role of leadership outlines key steps to improving retention of clinical staff. We have distilled advice from interviews with trust HR directors, directors of nursing and medical directors.
Do we know why our staff leave and why our staff stay?
What mechanisms do we have to engage and empower staff to drive forward their ideas?
How can we be sure that all our staff are aware of and can benefit from our retention initiatives?
This resource was developed in response to trusts’ requests for examples of best practice around improving retention through interviews with trust HR directors, directors of nursing and medical directors. It showcases proven approaches to improving staff retention with NHS organisations and builds on the same retention themes explored by NHS Employers in  and extends this support with more examples of the innovative approaches being trialled in trusts.

Parliamentary reports   

Accountable Care Organisations, published on Jan 9th 2018, authored by Alex Bate
A Commons Library briefing paper looks at the introduction of Accountable Care Organisations (ACOs) in the NHS in England, the development of the ACO policy, and comment on its potential impact.

Latest news – December 2017

Change, Inclusive talent management, Leadership, Leadership training evaluation, Talent Management, , , , , , , , , , , ,

Updated: How a training scheme could transform clinical leadership
Raza A, James L and Lee E
Health Service Journal, 12th Oct 2017

In practice report : Inter-professional student simulation to promote teamwork and leadership skills in undergraduate education in the UK
BMJ Open Quality
Solanki P, Foster A and Evans L
Dec 2017
Excerpt from abstract “the medical educational team at Princess Alexandra Hospital NHS Trust, a district general hospital in the UK, organised Inter-professional high-fidelity simulation afternoons involving medical, nursing and physician associate (PA) students. The aims of the sessions were to promote teamwork, communication and leadership skills among the students.”

…….coming in January 2018
10th edition of Issues and ethics in the helping professions
What’s New

  • This edition includes a greater focus on the themes common across all or most codes of ethics, as well as an increased emphasis on positive ethics rather than rule-based ethics.
  • The chapters on values and legal issues are extensively updated, incorporating feedback from leading scholars along with the latest research, to help students and practitioners navigate these rapidly changing and complex topic areas.
  • New content helps train practitioners to work in a digital culture by addressing legal and ethical issues created by technology, along with new and evolving professional competencies and training needs.
  • New, concrete examples enhance discussions of multicultural perspectives, diversity issues, and key social justice concepts.
  • Discussions of core ethical issues around boundaries and multiple relationships are updated, with new sections on appropriate boundaries outside the office and the inclusion of new literature dealing with sexual attraction.
  • The chapter on ethical issues in supervision is enhanced with new discussions of the role of the supervisor contract and of the concept of strict liability for supervisors.

When leaders are in the numerical majority or minority: Differential effects on problem-solving
Journal of Social Issues, forthcoming Jan 2018 – available for download 
Robin Martin (University of Manchester, UK), Geoff Thomas (University of Surrey, UK), Miles Hewstone (University of Oxford, UK), Antonis Gardikiotis (Aristotle University of Thessaloniki, Greece)
Excerpt from author’s abstract: “When the leader was supported by the majority, its solution was rated as more favorable by participants than when supported by either the leader or majority on its own. When the leader was supported by the minority, its solution was rated as either less favorable or equally favorable than when supported by the leader or minority on its own. However, when the leader was supported by the minority participants rated an alternative (better) solution that was not discussed by the leader, as more favorable. These findings indicate that leadership endorsement results in greater compliance to a majority-endorsed position but to more elaboration, and better decision-making, to a minority-endorsed position. The policy implications of this research for the role of leaders in team decision-making are discussed.”

Aspiring Chief Executives : supporting the leaders of tomorrow
November 2017
NHS Improvement, NHS Leadership Academy and NHS Providers.

A process evaluation of Leading Change, Adding Value: a framework for nursing, midwifery and care staff.
Edge Hill University, November 2017
This evaluation reports on the first year of the Leading Change, Adding Value framework for nursing, midwifery and care staff, (LCAV) and its implementation, thus far. Case studies have provided evidence to inform the translation of LCAV into practice by frontline staff. These case studies have illustrated optimal practice for addressing unwarranted variation aligned to the 10 Commitments. Twenty interviews with key stakeholders from across the health and social care sectors were undertaken. With a focus on leading everyday change, perceptions were gathered on how LCAV has been, and may be, used by frontline staff. Recommendations have been made on how to measure and explore LCAV becoming “business as usual” to meet the triple aim outcomes of improving outcomes, experience and better use of resources and support closing the three gaps, health and wellbeing, care and quality and funding and efficiency as outlined in the Five Year Forward View (FYFV), over the next two years.

Some assembly required: implementing new models of care Lessons from the new care models programme
The Health Foundation, November 2017
Key findings http://www.health.org.uk/publication/some-assembly-required 
Link to PDF   http://www.health.org.uk/sites/health/files/SomeAssemblyRequired.pdf
Excerpt from full text : “With the creation of new services across organisations, vanguard sites said investing in the development of staff with the right skills for these changes was crucial. This was necessary at all levels of the local systems and focused on aligning the efforts of staff with the aims of the vanguards. Approaches to leadership development varied – some sites used external courses while others created in-house, cohort-based leadership programmes. Sites considered this essential to the success of the new care models.

‘[This gave] everyone a shared sense of what our aims and objectives are, and autonomy and licence to achieve that. Within some limits, but [with] a huge amount of autonomy… I’m absolutely convinced it’s down to the leadership development and the cascading of that across the entire team.’ Medical consultant, MCP

New multidisciplinary teams were brought together in facilitated sessions to agree on their values, ways of working and to discuss what would help them operate more effectively as a team. Co-location of office space for multidisciplinary teams was a common request.

‘Having a little bit of power for themselves to change some things internally and think through how they were working maybe gave people a bit of confidence to think that they could work slightly differently.’ Medical lead, PACS

Many local leaders found creating clinical roles to enable new ways of working and new career opportunities was difficult to tackle at their level in the system, despite describing it as a key part of their work streams.

‘Workforce was a real tough area. I felt like I was wading through treacle… who holds the key to it all?’ Programme lead, EHCH

Are business schools fit for the future?
Professor Simon Collinson, Deputy Pro-Vice-Chancellor, University of Birmingham and Chair of the Chartered Association of Business Schools,
5th December 2017

Meeting the quality challenge Sharing examples of best practice from clinical leaders in Emergency Departments
Care Quality Commission, November 2017
….”we teamed up with senior staff including consultants, clinical leads, senior nursing staff and managers from leading emergency departments in 17 NHS acute trusts across England where we have identified good practice. The senior leaders attended a workshop in September 2017 to discuss the strategies and positive action that their trusts are using to meet the challenges of managing capacity and demand”

Review of determinants of national medical leadership development
Published online 18 November 2017.
Keijser W et al
Excerpt from abstract: “Full-text versions of 43 papers were studied, and a snowballing method was deployed. Data extraction included grounded theory coding, and synthesis of data was done iteratively during data clinics. Analysis of the seven included papers resulted in five discrete categories of determinants of and 10 distinct interventions relevant to national development of ML approaches.”

NHS England should work with local leaders and clinicians to explain accountable care
Blog post by Chris Ham, Chief Executive of The King’s Fund
Dec 15th 2017
Excerpt from blog “Claims that the growing interest in accountable care organisations and systems is undermining the NHS are ill founded at best and misleading at worst. These claims are at the heart of two legal challenges to NHS England’s draft contract for accountable care organisations. The contract has been presented by the government’s critics – who include Stephen Hawking, the theoretical physicist and author – as opening the door to greater private sector involvement in the NHS. For the reasons set out below, this seems highly unlikely.”

NHS workforce Race Equality Standard 2017 Data Analysis Report for NHS Trusts
And 
News : NHS welcomes “important improvements” for race equality in health service workforce
Excerpt from news release on 13th Dec 2017: “The audit provides a comprehensive assessment of the experience of NHS employees from black and minority ethnic (BME) backgrounds, including whether or not they have equal access to career opportunities and receive fair treatment at work. The 2017 Workforce Race Equality Standard (WRES) shows that an increasing proportion of senior nursing and midwifery posts is being filled by people from BME backgrounds, and that there has been a rise in senior BME leaders. The report confirms that an increasing number of trusts has more than one board member from a BME background, with 25 trusts being represented at board level by three or more people from BME communities. However, the WRES demonstrates areas where the NHS needs to make further progress. Despite significant improvements in board and senior management representation, the overall number of BME background leadership positions is still not proportionate to the number of BME workers at other levels in the organisation.”

Diversity and inclusion partners programme 2018/19
The programme supports participating trusts to progress and develop their equality performance over a period of 12 months, and is closely aligned to the Equality Delivery System (EDS2).  Applications opened on Monday 4 December 2017 and will close on Friday 9 February 2018. Due to the high demand for places on the programme, the number of applications accepted for selection to the programme will be capped at 50, and we will accept applications on a first come first served basis. Application forms and related guidance, together with more information on the partners programme can be found on the diversity and inclusion partners web pages.

‘Getting in’, ‘staying in’ and ‘moving on’: using standards to achieve diversity and inclusion
Chapter in book: Shaping Inclusive Workplaces Through Social Dialogue
The book presents applied multi-disciplinary research including tools, research findings and comments on stakeholder’s roles .
See also BS 76005:2017 Valuing people through diversity and inclusion. Code of practice for organizations

 Is leadership research betraying leaders?
Oct 24th 2017
This blog post is based on the author’s paper Leadership research and the oldest crime, Dynamic Relationships Management Journal.
The post gives the views of the author, not the position of LSE Business Review, LSE Media Policy Project or the London School of Economics.

 For students of leadership :
Doing a literature review, updated 2017 powerpoint presentation by David Denyer, Professor of Leadership and Organizational Change at Cranfield School of Management

Leading on the edge: The nature of paramedic leadership at the front line of care
Mercer D, Haddon A, and Loughlin C
Health Care Management Review. 43(1):12-20, January/March 2018.

Clinical leadership in paramedic services: a narrative synthesis 
International Journal of Health Governance, 2017, Vol. 22 Issue: 4, pp.251-268
O’Meara, P et al 
Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project
Health Care Management Review: January/March 2018 – Volume 43 – Issue 1 – p 30–41
Weech-Maldonado, R et al

Latest news – November 2017

Appraisal, Change, Leadership, Leadership training evaluation, Organisational development, Talent Management, , , , , , , , , , , , , , ,

Learning from improvement: special measures for quality
A retrospective review
November 2017
Excerpt from NHS Improvement “Four years after the introduction of special measures, we reviewed the experience of trusts that exited the process so we can better understand why they entered special measures, what actions they took and how they implemented change to improve.”
Leadership is mentioned frequently throughout this report

Robin Baddeley: Leadership thinking is swinging back from the “big picture” to local issues
BMJ, November 14, 2017
Robin Baddeley, editorial registrar, The BMJ.

Experiences of nursing students and educators during the co-construction of clinical nursing leadership learning activities: A qualitative research and development study
Nurse Educ Today. 2017,Vol 55, p90-95
Ha L and  Pepin J

The medical director induction guide
A joint NHS Improvement and Faculty of Medical Leadership and Management publication October 2017

Support local leaders or risk having no leaders in future ,15 November 2017
The NHS’s current management approach favours the stick rather than the carrot, leading to huge pressures on local leaders and could undermine the success of STPs, warns Helen Buckingham.

STPs: Destined to fail or the road to better care? Sustainability and Transformation Plans survey of clinicians: The hospital doctors’ view
A report by the Hospital Consultants and Specialists Association
October 2017
HCSA press release

A two-way street What can CCGs teach us about accountability in STPs?
Nuffield Trust , Holly Holder and Helen Buckingham
November 2017
Excerpt from page  19 of report (Chapter : Leadership challenges)  “The leadership environment for CCG chief officers is clearly not as supportive as might be hoped, and is some way from the aspirations that the NHS has for itself in terms of creating a positive context for leadership to flourish. The key issues that emerge from our interviews and research include: • the consequences of coping with austerity and a system under stress • excessive reporting demands • a culture of blame • lack of development and support • high turnover – loss of experience and skills. In addition to this, there is also some significant uncertainty about the future shape and role of commissioning as ACOs and ACSs start to emerge.”

Getting the most from developmental well-led reviews: Commissioning external suppliers and working with peer reviewers
NHS Improvement
October 2017
Following the recent publication of  the well-led framework, publications of two new guides with practical advice on how to get the most from reviews.
NHS Improvement also explain how you can incorporate peer input in these reviews, to make use of and enhance the skills and experience of leaders within the NHS.

Developing People – Improving Care A national framework for action on improvement and leadership development in NHS-funded services
An update on the implementation of DPIC will be published shortly. See http://nhsproviders.org/media/3932/developing-future-leaders-across-the-healthcare-sector.pdf (November 2017)

Quality improvement is not for the faint hearted, 13 November 2017
Embedding quality improvement into the fabric of the NHS organisations requires a fundamental shift in leadership, say Joni Jabbal and Siva Anandaciva

Using video-reflexive ethnography to capture the complexity of leadership enactment in the healthcare workplace
Adv Health Sci Educ Theory Pract. 2017 Dec;22(5):1101-1121
Gordon L, Rees C, Ker J, Cleland J
Excerpt from PubMed abstract “A whole (interprofessional) team workplace-based study utilising video-reflexive ethnography occurred in two UK clinical sites. Thematic framework analyses of the video data (video-observation and video-reflexivity sessions) were undertaken, followed by in-depth analyses of human-human and human-material interactions. Data analysis revealed a complex interprofessional environment where leadership is a dynamic process, negotiated and renegotiated in various ways throughout interactions (both formal and informal). Being able to “see” themselves at work gave participants the opportunity to discuss and analyse their everyday leadership practices and challenge some of their sometimes deeply entrenched values, beliefs, practices and assumptions about healthcare leadership. These study findings therefore indicate a need to redefine the way that medical and healthcare educators facilitate leadership development and argue for new approaches to research which shifts the focus from leaders to leadership.”

Heard about the Inclusion nudges guidebook: Practical techniques for changing behaviour, culture and systems to mitigate unconscious bias and create inclusive organisations ?
…….quick nuggets available on a free website
Deloitte Case studies : Inclusion nudges guidebook
Free short version (40 pages ) PDF available  (Jan 2016) 
Excerpt from Deloitte case study website : “A key finding  of the guidebook, is that while ‘Feel the Need’ nudges are most commonly used to raise awareness of unconscious biases, the addition of ‘Process’ and ‘Framing’ nudges can act as enablers to help individuals make objective and inclusive choices more easily. They therefore will have a greater impact in sustained behavioural change. Results have also found that “Feel-the-Need”and ‘’Process’’ Inclusion Nudges are also useful in bringing about compliance and accountability in employees without linking D&I to rewards; this is because they create a follow-the-herd reaction, showing the inclusive behaviour of the majority.

Other examples of where the nudges have been used are in:

  • Helping individuals verbalise uncomfortable biased interactions
  • Encouraging women to take promotional opportunities
  • Highlighting biased customer- claim handling
  • Understanding  the importance of diverse customers
  • Retention of senior employees  (age 55+).

This Guidebook is a worthy edition to the literature on unconscious bias, helping  managers and employees identify the critical moments across the employee lifecycle where there is an opportunity create a Nudge and then to h behave more inclusively. The Nudges can be used to focus D&I efforts on making sustainable changes in behaviour and culture.”

Measuring up: your community and your workforce
NHS Employers
1st November 2017
This online tool aims to help employers in the NHS compare their current workforce data with data from their local communities. The aim of the tool is to highlight groups in the local community that may be missing from the workforce, and it offers signposts to advice on how to better attract, recruit and retain from these groups in order to strengthen the workforce supply.
This is a newly developed and launched tool, if you experience any technical difficulties please get in touch by emailing Cat.Clark@nhsemployers.org.
See also Engaging with and recruiting from your local community

Characteristics of highly rated leadership in nursing homes using item response theory
J Adv Nurs. 2017 Dec;73(12):2903-2913
Backman A, Sjögren K, Lindkvist M, Lövheim H, Edvardsson D
Excerpt from PubMed abstract: “Five specific behaviours of highly rated nursing home leadership were identified; that the manager: experiments with new ideas; controls work closely; relies on subordinates; coaches and gives direct feedback; and handles conflicts constructively. The regression analyses revealed that managers with social work backgrounds and privately run homes were significantly associated with higher leadership ratings.”

Factors supporting dentist leaders’ retention in leadership
Community Dent Health. 2017 Nov 10 [Epub ahead of print]
Tuononen T, Lammintakanen J, Suominen AL.
Excerpt from PubMed abstract: “Out of the five main components, two were significantly associated with staying as a leader: ‘career intentions’, which represented intent to continue or to leave the leadership position; and ‘work time control opportunities’, which represented how leaders could control their own work time. Other factors that supported staying were leadership education, more work time available for leadership work, and lower age. The main component ‘work pressure’ decreased, although not significantly, the odds of continuing; it included lack of leadership work time, and pressure from superiors or subordinates.”

High-performing trauma teams: frequency of behavioral markers of a shared mental model displayed by team leaders and quality of medical performance
Scand J Trauma Resusc Emerg Med. 2017 Nov 10;25(1):109
Johnsen BH, Westli HK, Espevik R, Wisborg T, Brattebø G
Link to PDF 
Excerpt from PubMed abstract: “The results showed a positive correlation of quality of medical management with leaders sharing information without an explicit demand for the information (“push” of information) and with leaders communicating their situational awareness (SA) and demonstrating implicit supporting behavior. When separating the sample into higher versus lower performing teams, the higher performing teams had leaders who displayed a greater frequency of “push” of information and communication of SA and supportive behavior. No difference was found for the behavioral marker of team initiative, measured as bringing up suggestions to other team members.”

Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland
BMJ Open. 2017 Nov 3;7(11):e017569
McAuliffe E, De Brún A, Ward M et al
Link to PDF 
Excerpt from PubMed abstract: “There is accumulating evidence implicating the role of leadership in system failures that have resulted in a range of errors in healthcare, from misdiagnoses to failures to recognise and respond to patient deterioration. This has led to concerns about traditional hierarchical leadership structures and created an interest in the development of collective ways of working that distribute leadership roles and responsibilities across team members. Such collective leadership approaches have been associated with improved team performance and staff engagement. This research seeks to improve our understanding of collective leadership by addressing two specific issues: (1) Does collective leadership emerge organically (and in what forms) in a newly networked structure? and (2) Is it possible to design and implement collective leadership interventions that enable teams to collectively improve team performance and patient safety?  METHODS AND ANALYSIS: The first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group.”

Red Bull’s Wingfinder tool
(Assessment of strengths tool – focusing on four areas: Connections, Thinking, Creativity and Drive, all together comprising 25 Strengths in total . Wingfinder assesses the four areas over 35 minutes (approximately 280 questions) through five different assessment formats. Self-against-self and self-against-others measurement. The assessment provides a report about the strengths, with coaching guidance .
According to https://www.wingfinder.com/science Published Scientific research on the Wingfinder assessment by can be seen here (Leutner, Yearsley, Codreanu ,Borenstein, Ahmetoglu 2017 )
From Likert scales to images: Validating a novel creativity measure with image based response scales. Journal of Personality and Individual Differences , (2017) Vol 106, 36–40.
Leutner Franziska, Adam Yearsley, Sonia-Cristina Codreanu, Yossi Borenstein, and Gorkan Ahmetoglu

Book : Clinical leadership in nursing and healthcare: values into action
Stanley, David
2017  Chichester, West Sussex : John Wiley & Sons
The new edition has been updated in light of recent key changes in health service approaches to care and values.

Book: The Oxford handbook of compassion science
Seppala, Emma
2017, Oxford University Press, New York
Publishers website for book states “Includes diverse psychological perspectives, including clinical, social, developmental, organizational, sociological, and neurobiological. Written by established and rising experts in the emerging field of compassion science for basic and applied researchers. Addresses the various definitions of the term “compassion””

Peering over the precipice : a toolkit for hospices to survive and thrive 
Peering over the Precipice is published as part of Hospice UK’s Good Governance programme supporting hospice trustees, boards and senior teams.
The toolkit will give hospice boards and executives the means to diagnose future risks, to make robust plans and to support any changes that need to be made to ensure the sustainability of their service.
To download the report, please register on the website : currently the report is restricted and only available to Hospice UK members. If you work for an organisation that is a member of Hospice UK please select your organisation from the drop-down list, selecting “Other” if your organisation is not listed.

Improving staff retention – a guide for employers
NHS Employers, Sept 2017 
Excerpts “During 2016/17, trustees of the NHS Confederation granted funding for NHS Employers to work closely with 92 NHS organisations, to help equip them with tools and resources to develop and implement their workforce retention plans. This guide draws on the learning and experience from the organisations we worked with, and is aimed at individuals who are leading or working closely on retention issues.”
“During the work programme, several key retention themes emerged which are explored in more detail in this guide. These are: • looking at data in depth • developing organisational values and culture • supporting new starters • supporting flexible working • development and career planning • flexible retirement options • building line manager capability.”

Executive Level Leadership and Talent Management in NHS Scotland
Scottish Government , May 2017
This paper provides a set of actions to address the Health and Social Care Delivery Plan’s (the Delivery Plan) priority of developing a new approach to leadership development and talent management in NHSScotland.
See also Della Thomas’s Public health leadership in the face of complexity, NHS Health Scotland

Latest news – June 2017

Change, Coaching, Inclusive talent management, Leadership, Talent Management, , , , , , , , ,

Improving employee wellbeing through leadership development
Karanika-Murray M ,  Hasson H ,  Von Thiele Schwarz U, and Richter A
Book chapter – Chapter 23 in The Routledge Companion to Wellbeing at Work (2017), edited by  Cooper, C L , 50th Anniversary Professor of Organizational Psychology and Health at the University of Manchester, UK. He is President of the CIPD, President of the British Academy of Management, and President of RELATE. In 2015 he was number one on HR Magazine’s “Most Influential HR Thinkers” list.

Practising clinical leadership
Book chapter – Chapter 8, by Storey, J and Holti, R in
The Routledge companion to leadership (2016)
Storey J, Hartley J, Dennis JL, Hart P’t, and Ulrich D
John Storey is Professor of Human Resource Management at The Open University, UK.

Leading Across Cultures
Plaister-Ten, J
The fourth White Paper in a new series on Transpersonal Leadership from Routledge explores how different cultures value different leadership approaches and also attach different importance to business goals.
Excerpt from website: Do you know what different cultures view as ‘good leadership’? Cultural differences can create confusion, misunderstandings and conflict. Nevertheless, companies with extensive ethnic diversity are more likely to deliver the innovative ideas and the creativity to deliver new products, services and solutions.

Exploring senior nurses’ understanding of compassionate leadership in the community
British journal of community nursing; Feb 2017; vol. 22 (no. 2); p. 77-87
Ali, S and Terry, L
Excerpt from abstract: “Little is known regarding how compassionate leadership is perceived in community health care organisations. The aim was to understand how leaders and senior staff within a Community NHS Trust perceive compassionate leadership and its importance. This qualitative study employed semi-structured, audio-recorded interviews analysed using interpretative phenomenological analysis. Purposive sampling was used to recruit nursing leaders (n=11) within one Community NHS Trust.”

Regulation among leaders for service improvement
British Journal of Healthcare Management 2017 23:5, 214-219
Singh N and Stanage F
Excerpt from abstract: “In this commentary, the authors argue that, to protect patients, it should become necessary for policy and strategic decision-makers in healthcare to adhere to the same mandatory regulatory standards that healthcare professionals do.”

 Changing together: brokering constructive conversations
Johnston L and Wilson G 
Published by the Social Care Institute for Excellence , May 2017
Excerpt : There were four strands of work that contributed to this report:
A rapid evidence scan, undertaken by ICF. Key research questions included:  What ‘wicked issues’ does the Five Year Forward View present for local health and care economies?  What is meant by a ‘constructive conversation’, how might it be defined?  What attempts have been made to involve the public in constructive conversations in health and other sectors?  Why have health economy transformation projects failed to facilitate constructive conversations in the past? Where have they been successful and why? The review looked at published evidence and literature, including readily accessible grey literature; quantitative and qualitative empirical studies; systematic reviews and meta-analyses; and evidence-based reviews/commentaries and a brief survey of theoretical and conceptual literature was undertaken to help address the first two research questions. The other work strands were a workshop, conversations with senior leaders , and action research with three case study sites (Mid-Nottinghamshire, Dudley and Camden and Islington).

Reward and threat in the adolescent brain: implications for leadership development
Leadership & Organization Development Journal; Vol 38 Issue 4 (2017): 530-548.
Riddell, PM
Click on Text – Accepted Version , and also see University of Reading’s End User Agreement before downloading.

Excerpt from abstract:  A literature review was conducted to find adolescent research that investigated decision making and risk taking. The data obtained were integrated and implications for leadership were drawn from an analysis of the resulting theoretical framework.
The Baby Boomer generation who currently hold many of the leadership positions in organisations are coming close to requirement. They will have to be replaced by members of Generation X and the Millennial Generation resulting in potentially younger leaders. In addition, flatter organisational structures that are currently being implemented in many organisations will require leadership at many more levels. Thus, we need to be able to develop leadership skills in a more diverse and younger section of society. Understanding how the brain develops can help us to design appropriate leadership experiences and training for this upcoming generation of young leaders.

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation
The Leadership Quarterly, Vol 28, Issue 1, Feb 2017, pages 245-260
Anderson HJ, Baur JE, Griffith JA and Buckley MR

Making sense of effective partnerships among senior leaders in the National Health Service
Health Care Management Review: Post Author Corrections: May 22, 2017
Mitra M, Hoff T, Brankin P, and Dopson, S

Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes
The Leadership Quarterly, 2017, 28 (1). pp. 86-103
Batistic, S., Cerne, M. and Vogel, B.

The Influence of Sexual Orientation and Gender on Perceptions of Successful Leadership Characteristics
Chapter in book: Sexual Orientation and Transgender Issues in Organizations:Global Perspectives on LGBT Workforce Diversity, edited by Kollen, T (2016)
Published by Springer – potential readership being researchers , diversity managers, line managers,  human resource managers,  and other staff within organisations.

The Crucible simulation : behavioral simulation improves clinical leadership skills and understanding of complex health policy change
Health Care Management Review . ISSN 0361-6274 (In Press), 2017
Cohen D,  Vlaev, I, McMahon L et al

High reliability organisations : making care safer through reliability and resilience
Sujan, Mark-Alexander (2017)
 In: Baillie, L. and Maxwell, E., (eds.) Improving Healthcare: A Handbook for Practitioners. Abingdon, Oxon: Routledge, pp. 101-114.
Book aimed at frontline staff, as well as Quality Improvement leaders and students Editor(s) Bio: Lesley Baillie is Florence Nightingale Foundation Chair of Clinical Nursing Practice in the School of Health and Social Care at London South Bank University. Elaine Maxwell is Associate Professor in Leadership at London South Bank University.

Enabling the flow of compassionate care : a grounded theory study
BMC Health Services Research, 2017, Vol 17 (Issue 1).
Tierney, S, Seers, K, Tutton, E at al

Take it to the top: imagined interactions with leaders elevates organizational identification
The Leadership Quarterly, Vol. Early online, 25.01.2017. (Available freely after 25th July 2018)
Meleady, R and Crisp R J

In learning mode? The role of mindsets in derailing and enabling experiential leadership development
The Leadership Quarterly, June 2017 , Author manuscript
Heslin PA and Keating LA
See also the most cited articles from The Leadership Quarterly

Encouraging disabled leaders in higher education: recognising hidden talents
Stimulus Paper from the Leadership Foundation for Higher Education, March 2017
Martin, N (Professor), London South Bank University
The author gives draws from the limited available literature (full list of references is given), and  based on this and insights from the study participants, concludes; “Disabled leaders tend not to be visible despite often possessing characteristics and the skills associated with effective leadership. Further, the study reveals numerous examples of disabled leaders sensitively adapting to circumstances and team dynamics and expressing a degree of cynicism about the idea of charismatic leadership. However, without strategic level commitment to eradicating barriers and sustaining change, the status quo will remain. Disabled people work effectively within well organised, supportive environments where they feel valued and have some control. Inclusive practices and universal design reduce the requirement for individualised adjustments and benefit everyone. A number of suggestions for action are identified, including strategic responses, inclusive design and reasonable adjustment responses, a focus on leadership recruitment and development, and developing peer support, mentoring, networking and equalities-focussed leadership training”.

Human Side of Collaborative Partnerships: A Microfoundational Perspective
Group and Organization Management, 2017, Vol 42  Issue 2, pp. 151
Liu, Y; Sarala, RM; Xing, Y; Cooper, CL.
Excerpt from abstract: This article has three general objectives. First, we show that collaborative partnerships have been a long-standing issue in management and organization studies and provide an overview of the puzzles that informed and motivated this special issue. Second, we highlight the key insights and contributions of the articles included in this special issue by reviewing their theoretical underpinnings, methodological approaches, and findings. Finally, we outline a future research agenda on the human side of collaborative partnerships that can help advance management and organization studies.

Researching health and social care devolution: learning for Greater Manchester. Interim findings
Lorne C, Coleman A,  McDonald  R et al , published by University of Manchester working closely with the Greater Manchester Health and Social Care Partnership
(GMHSCP), published 6th March 2017
Information about system leadership and shared leadership.

Darkening skies? Insitute of Employment Studies (IES) Perspectives on HR 2017
Link to PDF
Excerpt from webpage: IES’s team of researchers and consultants have pulled together existing research and their own insights and experiences from working with organisations to offer their reflections on how leaders and HR practitioners can successfully navigate the imminent challenges.

Perspectives on effective coaching by those who have been coached
International Journal of Training and Development,  Vol. 21, Iss. 1, March 2017
Carter A, Blackman A, Hicks B, et al

Talent management: responding to uncertainty
Hirsh, W.  Institute of Employment Studies Principal Associate contributes to the Perspectives on HR 2017 series of essay, this one recently published. Hirsh has also authored Effective talent and succession management: A framework for thinking about your own approach Hirsh W (2015), HR Network Paper 103, Institute for Employment Studies,  which offers the practitioner two elements of support on just two pages.

Mindfulness in organisations : Case studies of organisational practice
HR Network Paper 127 | Institute for Employment Studies | Nov 2016
Carter A, Tobias J, and Spiegelhalter K  

For Knowledge Hub readers in HEE London and the South East – New Virtual Faculty Collection, designed to support the work of all clinical teachers, trainers and supervisors
Part of the new e-learning for Healthcare – Educator Hub
http://www.faculty.londondeanery.ac.uk/library-information-services/accessing-the-collection-1
Includes access to Harvard Business Review with several articles on leadership this month – neurodiversity, onboarding and the talent “curse”.

Latest news – May 2017

Change, Leadership, Organisational development, Staff engagement, Talent Management, Transformational research, , , , , , , , , , , , , , , ,

Leading across the health and care system Lessons from experience
The King’s Fund
May 2017
This briefing was written by a team comprising Sally Hulks, Nicola Walsh, Marcus Powell, Chris Ham and Hugh Alderwick
Excerpt: “This paper offers those who are leading new systems of care some practical ways in which to work together to address the challenges they face. It draws on our work on the development of new care models (Collins 2016), sustainability and transformation plans (Ham et al 2017; Alderwick et al 2016), and accountable care organisations (ACOs) (Addicott et al 2015). It also informed by our work on the experience of people who have occupied system leadership roles (Fillingham and Weir 2014; Timmins 2015).”

Caring to change : How compassionate leadership can stimulate innovation in health care
West M, Eckert R, Collins B and Chowla R
The King’s Fund
May 2017
Excerpt from page 2 of full text: “The evidence of the links between psychological safety, supportiveness, positivity, empathy, leadership (in aggregate compassionate leadership) and innovation is deep and convincing. In this paper, we therefore present a challenge to the prevailing perspective in economics about the factors influencing innovation, which is based on a somewhat simplistic view of human motivation, far less relevant to the NHS than it is to (at least some) private sector organisations.” See also  Worline MC, Dutton JE (2017). Awakening compassion at work: the quiet power that elevates people and organizations. New York City, NY: McGraw-Hill Education.

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals.
Power A, Allbutt H,  Munro L, Macleod M,  Kennedy S et al
Education for Primary Care; May 2017; vol. 28 (no. 3); p. 159-164
Excerpt from abstract: Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred. Time and financial pressures to undertake courses were common barriers for professionals.

Partnering to develop a talent pipeline for emerging health leaders in operations research
Ng A, Henshaw C and Carter M.
Healthcare Management Forum; May 2017; vol. 30 (no. 3); p. 146-150

Professionalism and person-centredness: developing a practice-based approach to leadership within NHS maternity services in the UK.
Deery R and  Fisher P
Health Sociology Review; Jul 2017; vol. 26 (no. 2); p. 143-159

Leadership quality: a factor important for social capital in healthcare organizations
Journal of Health Organization and Management, April 2017, 31(2), pp. 175-191.
Stromgren M et al

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy.
Booth L, Henwood S and Miller PK
Radiography; May 2017; vol. 23 (no. 2); p. 125-129
Excerpt from abstract;  Results: It is evidenced that many of the ways in which participants describe their own leadership practice, particularly in the intra-team domain, is consistent with the precepts of the Transformational Leadership Model. For example, they highlight how they have asserted positive influence and encouraged collective action and decision-making. However, the experiential focus of the analysis reveals that in specific examples of practice,the transformational approach was not always seen as the most useful route to a productive outcome given constrictions on time and other resources within real professional environments. More ‘direct’ managerial approaches were sometimes deemed necessary, and at others leadership was reduced to simply ‘solving other people’s problems’. It was also found that the manner in which participants evaluated their own success as leaders was a practical concern, based in part upon having satisfied ‘hard’ institutional goals, but also on the more personal business of having affirmatively ‘surprised’ oneself, or a general sense of feeling trusted by colleagues.

Missed the conference?
See the powerpoint presentations for the opening session, breakouts and closing plenary from The King’s Fund Seventh annual leadership and management summit, London, 9th May 2017
Summit theme was collaboration: working across boundaries

Future needs for nursing talent in Scandinavian countries: a systematic review protocol (requires registration with Lippincott NursingCenter for free access to article) 
Jakobsen R K and  Herholdt-Lomholdt S M
JBI database of systematic reviews and implementation reports; Apr 2017; vol. 15 (no. 4); p. 882-888

 Equality Diversity and Human Rights Week 2017 – interactive map
interactive map of events that took place during the week.

Career Cartography: From Stories to Science and Scholarship
Journal of Nursing Scholarship, May 2017 , Vol 49(3), pp. 336-346.
Wilson D,  Rosemberg M-A, Visovatti MN, Munro-Kramer M, and Feetham S
Excerpts from full text; 1) Career cartography, also known as career planning, career mapping, or legacy mapping, refers to creating a visual depiction of long-term career goals and the steps or processes necessary to meet those goals (Messmer, 2003). 2) According to Feetham and Doering (2015 – see below ), the career cartography process is composed of four major components. They include a destination statement, identification of the policy context of a career, and a career map.

Pointers to additional  resources on career mapping and leadership
– Career cartography: A conceptualization of career development to advance health and policy (Feetham and Doering)
– Career mapping: Developing nurse leaders, reinvigorating careers
– Career Mapping for Professional Development and Succession Planning (Journal for Nurses in Professional Development, Volume 33, Issue 1, 1 January 2017, Pages 25-32)

Book : Blind spot: hidden biases of good people  http://www.goodreads.com/book/show/13131582-blindspot

The King’s Fund webinar on Accountable Care Organisations – coming up on 23/05/2017
https://www.kingsfund.org.uk/events/how-run-successful-accountable-care-organisation-aco

Nursing Leadership and Research on Patient Outcomes: Moving the Profession Forward toward Better Understanding of Our Nursing Work  (Editorial)
Applied Nursing Research,  Volume 34, 1 April 2017, Page 70
Fitzpatrick, J J

The Doctor who medical leadership series – Toolkit and Report 
Korn Ferry and Hay Group
The Doctor who toolkit – episode 4 : opportunities for development , episode 3 : grow your talent, episode 2:  Understand the gap, and episode 1: strategic orientation.
NB Registration required on the Korn Ferry and Hay Group website in order to download the Toolkit and Report

HSJ Women Leaders Network: The new vision of NHS leadership
When: June 13th 2017 2-30-5.30, followed by networking drinks reception 5.30pm – 7.30pm.
This free event is for female leaders working across health and care. 

The state of leadership education in US medical schools: results of a national survey
Neeley SM, Clyne B, Resnick-Ault D.
Med Educ Online. 2017;22(1):

The use of case studies to drive bottom-up leadership in community-oriented integrated care and health promotion (COIC)
London Journal of Primary Care , 2017, Vol 9, issue 1, p 7-9
Sanfey, J

Partnering with parents in interprofessional leadership graduate education to promote family–professional partnerships
J Interprof Care. 2017 Mar 13:1-8
Margolis LH, Fahje Steber K, Rosenberg A, Palmer A, Rounds K, and Wells M.
Parents of children with special healthcare needs have participated alongside graduate students from five different profession-based training programmes in a structured interprofessional leadership programme – this is a report of how they fared. The five different professions were Neurodevelopment and Related Disabilities, Nutrition, Paediatric Dentistry, Public Health, and Social Work.

Consumers in mental health service leadership: A systematic review
Int J Ment Health Nurs. 2017 Feb;26(1):20-31
Scholz B, Gordon S, and Happell B
Excerpt: “36 articles included in the final review”. “The findings of the review highlight current understandings of organizational resources and structures in consumer-led organizations, determinants of leadership involvement, and how consumer leadership interacts with traditional mental health service provision. It appears that organizations might still be negotiating the balance between consumer leadership and traditional structures and systems. The majority of included studies represent research about consumer-run organizations, with consumer leadership in mainstream mental health organizations being less represented in the literature. Advocates of consumer leadership should focus more on emphasizing how such leadership itself can be a valuable resource for organizations and how this can be better articulated. This review highlights the current gaps in understandings of consumer leadership in mental health, including a need for more research exploring the benefits of consumer leadership for other consumers of services.” See also Recovery-oriented Care and Leadership in Mental Health Nursing. Cleary M,  Lees D,  Molloy L,  Escott P and Sayers J
Issues in Mental Health Nursing; May 2017; vol. 38 (no. 5); p. 458-460

The world class talent signing for team NHS, Moberly, T BMJ 2017;356:j1036/Why can’t hospital trusts recruit home grown talent? Davenport M BMJ (Clinical research ed.); Mar 2017; vol. 356 ; p. j1484

Bristol Leadership And Change Centre, University of the West of England
Members of the new Bristol Leadership and Change Centre have been involved in the authorship of a number of books: see here 
Sutherland, N. (2017) Investigating leadership ethnographically: Opporunities and potentialities. Leadership. ISSN 1742-7169 Available here