Category Archives: Coaching

October 2019 – News and updates on healthcare leadership

Coaching, Diversity and Inclusion, Generation x Generation Y and Generation Z, Leadership, Staff retention, , , , , , , ,

NEWS

England’s chief nurse unveils £130,000 funding to develop primary care nurse leaders
Nursing Standard
Snell J
25th September 2019
Also HSJ 24th September – New money to strengthen PCN nursing leadership

Expo 2019: NHS Confederation BME Leadership Network offers influence, voice and opportunity for BME leaders
Joan Saddler, Director of Partnerships and Equality at the NHS Confederation
NHS Confederation, 30th Sept 2019

Black History Month Leadership Event
NHS Yorkshire and the Humber Leadership Academy
16th October 2019, Leeds

The Service announces new leadership structure to support pioneering strategy
London Ambulance Service NHS Trust
24th September 2019

4th Women in Healthcare Leadership Summit, Australia , October 2019 
PDF gives run down of all the sessions over 2 days
Excerpt from PDF “Australia is known for having one of the best healthcare systems in the world, but recent developments have shown we have room for improvement. As Healthcare continues its customer-centric transition, we must push to infuse patient journeys with human warmth and drive equitable health outcomes across all segments of our multicultural society. To realise this growth and take Healthcare into the future, we’re going to need thoughtful, innovative leaders with a competitive suite of skills. ”

REPORTS

A Burdett Trust for Nursing funded study on an evidence-based nurse retention model
Excerpt “Bouremouth University Associate Professor Janet Scammell is the Principal investigator of the Burdett Trust for Nursing funded research, looking at how nursing levels can be improved or maintained through the collaborative development and use of an evidence-based nurse retention model, known as TRACS (Transition, Resilience, Authentic Leadership, Commitment, Support).  ”

“The TRACS model focuses on key factors known to impact on intention to stay:

  • supporting Transition at key career and personal life junctures (such as access to childcare)
  • building Resilience to develop positive coping strategies,
  • facilitating Authentic nurse leadership throughout the organisation,
  • securing Commitment to working practices that support work-life balance
  • providing on-going personal and professional Support for staff health and wellbeing.

The two-year study  concluded in September 2019″
Presentation slides here  Improving Nurse Retention Conference 2019
Making TRACS to improve nurse retention: Project findings
Leadership and valuing staff workshop summary (from above conference)

Strengthening midwifery leadership: a manifesto for better maternity care
The Royal College of Midwifery
Published August 2019

Image excerpt from document above

BLOG POST

Tackling ‘imposter syndrome’: working with third sector leaders
The King’s Fund
Blog by Naylor, D, 19th September 2019

Excerpt from blog “What can we do to resist our imposter feelings?

The literature suggests the following.

  • Talk about it – others may also be struggling with similar feelings.
  • Understand – the syndrome is well researched. Knowledge can help disrupt a negative script.
  • Know what triggers negative feelings. Big groups do it for me. Now I know this, I can have a different conversation with myself when I am revising my well-researched lecture at 3am on the day.
  • Record achievements to disrupt the script of ‘I know nothing’.
  • Think ‘good enough’ – perfection is impossible, particularly when an issue is complex.
  • Be curious about feeling particularly stupid or incompetent – while this is felt personally, it may also be a clue about something difficult emerging in a conversation; something no one feels confident about managing. Bracketing this off as just another example of how incompetent one is, is to miss the opportunity to talk about what may really be going on.
  • Self-doubt is a core skill – to learn one must be prepared to radically question what one assumes to be true. Dismissing this doubt as ‘just imposter syndrome’ can mean missing moments of productive reflection.
  • Pay attention to hours worked – while it may be routine in some work cultures to work long hours this can be a reason not to have conversations about why we work so hard and why we collectively agree to this.

The sense of being an imposter is real and can be personally debilitating, but it is more than a personal experience. If, in a group, 50 per cent of people are privately struggling with their sense of being imposters, it will have a profound impact on the way the group works; what it notices and what and whom it ignores. Speaking up despite feeling like an imposter is an important skill for all of us, if we are to remain thoughtful, curious and help others to keep learning.”

PODCAST

 Deborah Lee on mental health – leading the way and tackling stigma

Deborah Lee, Abigail Hopewell and Mark Pietroni (Gloucestershire Hospitals NHS Foundation Trust)

25 / 09 / 2019

Excerpt from NHS Employers website  “In this podcast Deborah Lee, chief executive of Gloucestershire Hospitals NHS Foundation Trust talks about her decision to share her own experience of mental health with her staff, and the importance of leading the way and tackle stigmas associated with mental illness. She encourages leaders to develop organisational cultures that prioritise the mental wellbeing of staff and enable open discussion of mental health, saying “one of the responsibilities of leaders is not just to lead the organisation you are in, but to recognise that you can set the tone for leadership more generally.” ”

INCLUSION AND DIVERSITY

Evaluation of the NHS Workforce Race Equality Standard (WRES)
NHS England, 20th September 2019
Excerpt “This document is an interim report detailing the first six months of an evaluation of the WRES. This is an independent evaluation, conducted at the University of Sheffield, in conjunction with Lancaster University, with funding provided by NHS England.”

Diversity and inclusion – the roadmap to success, 1 October 2019
Local Government Assocation
Download the presentations from this event

JOURNAL ARTICLES

Creating room for evidence-based practice: Leader behavior in hospital wards.
Renolen Å, et al
Res Nurs Health. 2019 Sep 23

Mentoring millennials for nursing leadership.
Bittner A.
Nursing. 2019 Oct;49(10):53-56

A model to streamline career progression for nurse managers and retain emerging leaders.
Stamps DC, Beales S, Toor M.
Nurs Manage. 2019 Oct;50(10):28-34

Reflection on creating a coaching approach to student nurse clinical leadership development.
Leigh J, Littlewood L, Lyons G.
Br J Nurs. 2019 Sep 26;28(17):1124-1128

‘Dignity and respect’: An example of service user leadership and co-production in mental health research. 
Faulkner A, Carr S, Gould D, Khisa C, Hafford-Letchfield T, Cohen R, Megele C, Holley J.Health Expect. 2019 Sep 26

Women in oncology pharmacy leadership: A white paper.
Shillingburg A, Michaud LB, Schwartz R, Anderson J, Henry DW; endorsed by the Hematology/Oncology Pharmacy Association (HOPA).
J Oncol Pharm Pract. 2019 Sep 25

Investigating the Role of Stress-Preventive Leadership in the Workplace Hospital: The Cross-Sectional Determination of Relational Quality by Transformational Leadership.
Stuber F, Seifried-Dübon T, Rieger MA; Contributors of the SEEGEN Consortium, Zipfel S, Gündel H, Junne F.
Front Psychiatry. 2019 Sep 3;

Why nursing associates are splitting opinion
Launder M
Nursing in practice
Tuesday 1st October, 2019
Excerpt ” To analyse its impact so far and potential to contribute to the profession, Nursing in Practice spoke to a variety of stakeholders, including nursing associates, academics and policy makers.”  “Ms Bayliss-Pratt  (HEE Chief Nurse, currently taking a six-month secondment as pro vice-chancellor at the University of Coventry) says HEE must make sure the role is properly communicated: ‘We’ve got to speak to leaders in the clinical fields about this role and ensure they understand exactly what the role is, what it does and how it adds value.’ “

CALL FOR PAPERS

Humanistic Leadership in Different Cultures: Defining the Field by Pushing Boundaries
Emerald Publishing, special issue of Cross Cultural & Strategic Management
The submission portal for this SI will open October 1, 2019

 

 

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.”

 

 

May 2018 – help with your leadership journey

Coaching, Inclusive talent management, Leadership, Leadership training evaluation, Organisational development, Workforce planning, , , , , , , , , , ,

LEADERSHIP AND MANAGEMENT LEARNING CENTRE from EBSCO

This is a pilot,  running to 15th May 2018,  for staff working for Heath Education England (HEE) , and the collection has been mapped to HEE’s requirements. It is possible it will be extended to after 15th May.

The link to the pilot is on the HEE Library and Knowledge Services resources guide here http://hee.libguides.com/lks/south
See under “Resources” , bottom left hand corner

Feedback on the pilot and the content would also be welcome and can be sent to Sue Robertson at sue.robertson@hee.nhs.uk  “

Evaluation reports

Unconscious bias training: an assessment of the evidence for effectiveness
Research report published last month by Equality and Human Rights Commission
 Link to PDF here
Excerpt “This report looks at the effectiveness of unconscious bias training. It makes recommendations for employers, policymakers and human resource professionals to use the training effectively in the workplace to create more inclusive workplaces. Unconscious biases are the views and opinions that we are unaware of. They affect our everyday behaviour and decision making. Our unconscious biases are influenced by our background, culture and personal experiences. Unconscious bias training aims to increase awareness of unconscious bias and its impact on people with protected characteristics. The training is often used in the workplace to reduce this bias and reduce discriminatory behaviour and attitudes.”

2017 data on race equality published March 2018
NHS Workforce Race Equality Standard- 2017 data analysis report for national health care organisations
Excerpt from preface: “Although national healthcare bodies are not required to implement the WRES and report data against its indicators; in the spirit of transparency and continuous improvement, six national healthcare bodies agreed to do so”
“The six organisations that submitted their WRES data were: Care Quality Commission
Health Education England, NHS Digital, NHS England, NHS Improvement, and Public Health England.
Only two organisations (Health Education England and NHS England)  were able to provide data on access to non-mandatory training and career progression development. For these two organisations, BME staff are equally, or slightly more, likely than white staff, to access such opportunities.

NHS HR Professional Development Strategy Stocktake Report
April 2018
“NHS Employers has been working in partnership with NHS Leadership Academy Executive Search and Healthcare People Management Association to support the delivery of a professional development strategy for NHS workforce leaders. This  report evaluates the work done so far and makes recommendations for maintaining the momentum of activities to support professional development at a national and regional level”.

Journal articles

Hospital cultural competency as a systematic organizational intervention : key findings from the national center for healthcare leadership diversity
Health Care Management Review; 2018; vol. 43 (no. 1); p. 30-41
Excerpt from abstract: “Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status).”

Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness.
Human Resource Management Review; Jun 2018; vol. 28 (no. 2); p. 190-203

The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy.
Journal of Management; May 2018; vol. 44 (no. 5); p. 2037-2063

Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership
Journal of Management; May 2018; vol. 44 (no. 5); p. 1819-1847

The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy
Journal of Management; May 2018; vol. 44 (no. 5); p. 2037-2063

Transformational leadership and voice behaviors
Personnel Review; May 2018; vol. 47 (no. 3); p. 694-708

Scotland and Australia

Innovation in Leadership – the view from Scotland
Barlow C, Wallace I and Caesar D
Posted on the Faculty of Medical Leadership and Management website
“A strong thread running through the conference was the idea of rethinking traditional leadership values.”. Also mentions Project Lift.

Australian Health Network – Michael West on Compassionate Leadership
Podcast : Exchange between Norman Swan (of The Health Report) and Michael West , please follow this link to their recorded conversation (27 minutes):  webcast of Norman Swan and Michael West – Feb 27th 2018.
EXCERPT  Australian Health Network and Michael West on Compassionate Leadership

Know-how and books

Freedom to Speak Up
How to carry out in-depth reviews of leadership and governance arrangements in relation to “Freedom to Speak Up” and identify areas to develop and improve
Link to the self- review tool here 

Know How To Lead Yourself To Lead Others
A wealth of information is published by Horizons Group of NHS England.
 The Horizons Group is a small team that uses radical thinking to explore change and transformation in health and care. It aims to support colleagues in health and care to think differently about how effective change practice can lead to better outcomes for patients.
2018 RESOURCES (from School for Change Agents ) 

Also blog post :Diversity and complexity – moving the change conversation to the edge

With grateful thanks to the contributors: Janet Wildman – Associate, NHS Horizons; Paul Deemer – Head of Diversity and Inclusion, NHS Employers; and Jagtar Singh – Chair of Coventry and Warwickshire Trust
“Diversity can also become unnecessarily complex when we invite people from different backgrounds and experiences to engage in change conversations and nothing changes.”

 

Online e-book from McKinsey :  Leading with inner agility
Published March 2018
“To navigate effectively, we must learn to let go—and become more complex ourselves”

About the author(s) Sam Bourton is the cofounder and chief technology officer of QuantumBlack, a McKinsey affiliate based in London; Johanne Lavoie is a partner in McKinsey’s Calgary office and coauthor of Centered Leadership: Leading with Purpose, Clarity, and Impact (first chapter is downloadable for free, published by Crown Business, 2014); and Tiffany Vogel is a partner in the Toronto office.

The 12 books every aspiring leader should read, according to a Stanford professor
An updated list for 2018

Leadership and retention

Stay Discussion – Guidance
Guy’s and St Thomas’  Hospital NHS  Foundation Trust
Part of New initiatives to support staff retention Guy’s and St Thomas’ NHS Foundation Trust, April 2018
See also their Career Progression toolkit  which also outlines the STAR template/approach
( Situation, Task, Action, Result) to evaluating and structuring examples of leadership actions for any grade of staff.

Retention from an organisational development perspective
 University Hospitals Bristol NHS Foundation Trust
23/04/2018
Excerpt:”. Leadership behaviours: It was recognised that there was an inconsistency in how the established trust values were reflected in leadership behaviours. To address this, UH Bristol used the diagnostic tool and guidance contained within NHS Improvement’s Culture and Leadership programme, alongside a set of engagement workshops with over 100 leaders to design a new set of leadership behaviours.
To raise the profile of the leadership behaviours and secure buy-in from across the
organisation, the chief executive played a vital role in communications associated
with the launch in August 2017. Sessions were conducted with those in key
management positions with responsibility for championing the leadership behaviours
across the trust.

Recruitment and retention of NHS staff in Oxfordshire
House of Commons Library, Debate Pack by Bate A , Baker C and Mackley A
Number CDP-2018-0036, 19 February 2018

NETWORKS

The Leadership Qualities Framework – Leadership starts with me
Skills for Care – Adult Social Care
See page 20 on developing networks
Developing networks Collaboration within and across systems plays a vital role in the delivery of services. Effective leaders work in partnership with people who use services, their carers and representatives and colleagues to deliver and improve services.
Good leaders:
• Identify opportunities where working in collaboration with others within and across
networks can bring added benefits
• Create opportunities to bring individuals and groups together to achieve goals
• Promote the sharing of information and resources
• Actively seek the views of others

And a framework for those specifically in governance role
https://www.skillsforcare.org.uk/Documents/Leadership-and-management/Governance-LQF/Leadership-Qualities-Framework-Guide-for-those-in-governance.pdf 

LGBT+ networks in the NHS have highlighted the following as an aid to inclusion practice

Stonewall Workplace Equality Index
The Workplace Equality Index is the definitive benchmarking tool for employers to measure their progress on lesbian, gay, bi and trans inclusion in the workplace. Those who take part know that people perform better when they can be themselves. Participating employers demonstrate their work in 10 areas of employment policy and practice. Staff from across the organisation also complete an anonymous survey about their experiences of diversity and inclusion at work. Organisations then receive their scores, enabling them to understand what’s going well and where they need to focus their efforts, as well as see how they’ve performed in comparison with their sector and region. The 100 best-performing organisations are celebrated publicly.
Reading Stonewall’s top 100 employers gives 7 organisations in the Public Sector – Health and Social Care category as within the top 100 employers.
see also Implementation Guidance Fundamental Standard for Sexual Orientation Monitoring (October 2017)

Systems leadership and change

Facilitating Large Scale Change webinar series
NHS England’s Sustainable Improvement team is holding a series of CPD-certified webinars on Facilitating Large Scale Change. This free programme is aimed at all those working in health and care organisations facing large scale change challenges. The series consists of an induction webinar, on Thursday 24 May 2018 at 12.30pm, followed by six topic-themed sessions in June and July 2018.

Webinar Number
Subject
Date & Time
N/A
Virtual Academy of Large Scale Change Induction
Thursday 24 May 2018: 12:30 to 13:30
Webinar 1/6
Systems Leadership
Thursday 7 June 2018: 12:30 to 13:30
Webinar 2/6
Leading Large Scale Change
Thursday 14 June 2018: 12:30 to 13:30
Webinar 3/6
The Change Model
Thursday 21 June 2018: 12:30 to 13:30
Webinar 4/6
Mobilising
Thursday  28 June 2018: 12:30 to 13:30
Webinar 5/6
Measurement for Improvement
Thursday 5 July 2018: 12:30 to 13:30
Webinar 6/6
Creating & Managing Networks (provisional)
Thursday 12 July 2018: 12:30 to 13:30

If you have any questions about the webinar series, or you have any problems registering, please email england.si-virtualacademy@nhs.net.

Art/design and leadership

Confirming the Significance of Art Specialists and Aspirational Learning
Art Education; Mar2017, Vol. 70 Issue 2, p16-24

Learning about Leadership from a Visit to the Art Museum.
International Journal of Education & the Arts; Mar2016, Vol. 17 Issue 2-6, p1-22, 22p

The Impact of Arts-Based Leadership Development on Leader Mind-Set: A Field Experiment
August 2015, Advances in Developing Human Resources 17(3):1-17

From the Black Square to the Red Square: Rebel leadership constructed as process through a narrative on art.
Leadership, 13 (1). pp. 100-119. 2017

Designed Leadership (Book) – July 2017

Art-based Methods in Management Education (thesis) 

Arts-based methods in leadership development: Affording aesthetic workspaces, reflexivity and memories with momentum
Management Learning 44(1) 25–43 2012

 

 

What’s new in March 2018

Appraisal, Coaching, Inclusive talent management, Leadership, Leadership training evaluation, Organisational development, Talent Management, , , ,

What’s new in March 2018

Health coaching poster

Quick link to a poster describing the Impact Analysis by the University of Winchester of a Health Coach Training initiative of the NHS Thames Valley and Wessex Leadership Academy

Journal articles area!

Women with altitude—exploring the influence of female presence and leadership on boards of directors
Ellwood, SM and Garcia-Lacalle, J (2018) Public Money and Management, Vol 38, issue 1, p73-78
Link to PDF 
Published – 2 Jan 2018
Abstract Excerpt  “This article reports on a study examining the influence of women on the boards of directors of National Health Service Foundation Trusts (FTs) in England in the light of a recent UK government inquiry into women in senior positions. A high female presence among executive and non-executive directorships did not result in significant differences either in financial return or service quality. However, female Chairs or Chief Executives resulted in significant reductions in negative social outcomes, such as lower clinical negligence costs, without harming financial management. The findings have important implications for gender diversity and gender targets on the boards of directors in business and other sectors.”

Impressions of action and critical action learning: Exploring the leadership development of senior doctors in an English healthcare organisation
McCray, J; Warwick, R and Palmer, A
International Journal of Training and Development, 2018, Vol 22 (Issue 1), pp. 69-85.
Excerpt from full text  “An external evaluation of the programme was commissioned by the NHS trust and undertaken by an NHS management consultancy group (Arup Consulting). The evaluation shows strengths in the programme, especially the use of learning sets, but highlights that more evidence of their benefits are needed. As curious researchers and practice facilitators in workforce development programmes we want to look further at the nature of benefits and contribution of the sets, what is significant for the commissioning organization in the NHS setting of the study, and to offer further insights by highlighting the learning of both the participants and ourselves. Here we explore the influence of one cycle of learning set experience from two perspectives. First, from the self-reports of nine doctors in clinical leadership roles. Second from a researcher perspective as we set out our research design, methodology and data analysis process. In presenting the programme participants’ experience of the learning set experience and our research process and perceptions of the findings, we provide a critical exploration of the use of AL and CAL in the complex and unpredictable context of the NHS.”

Return on investment in healthcare leadership development programs
Leadership in Health Services  2018 Feb 5;31(1):77-97.  Epub ahead of print
Design/methodology/approach The authors performed a scoping review using the Arksey and O’Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail.

Employee reactions to talent management: Assumptions versus evidence
Journal of Organizational Behavior, Vol 39, issue 2, Feb 2018, p199-213
De Boeck, G, Meyers, MC and Dries, N
Two assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non-empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non-talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects.

Links to tables  : these are free access
Supplementary Table 1 – Systematic Analysis of Non-Empirical Studies on Employee Reactions to TM – 22 papers, authors, findings etc.
Supplementary Table 2 – Systematic Analysis of Empirical Studies on Employee Reactions to TM- 21 papers, authurs, findings, etc

Linking Nurses’ Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment
Boamah S.
Can J Nurs Res. 2018 Mar;50(1):9-19
A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada.

Reducing intentions to resist future change: Combined effects of commitment-based HR practices and ethical leadership, : Research Note 
Jan / Feb 2018, Human Resource Management, Vol 57, issue 1, Pages 249–261
Neves P et al
Excerpt from full text: “Two recent exceptions demonstrate the importance of incorporating ethical leadership in change management research. Babalola et al. (2014) showed that an increase in the frequency of change only leads to higher turnover intentions when leaders are seen as not behaving ethically. When leaders behave in the best interest of their subordinates and avoid harming them (i.e., they are ethical), employees feel more secure and wish to reciprocate the treatment received by demonstrating their loyalty to the organization of which these leaders are agents. The authors of the second study indicated that ethical leadership becomes particularly important for in‐role and extra‐role performance during change processes, demonstrating that the relevance of ethical behavior becomes particularly important in times of organizational turmoil (Sharif & Scandura, 2014).”

What’s happening in professional organisations?

From the Centre for Pharmacy Postgraduate Education
Leading for change – leadership and management for hospital pharmacy professionals
Programme handbook, published Feb 2018
The programme is in response to the ongoing feedback from our hospital
visits to support hospital pharmacy professionals to undertake more leadership roles in medicines optimisation. As the NHS persistently faces challenges to deliver optimal patient care, we recognise that pharmacists and pharmacy technicians need support with providing clinical leadership across healthcare organisations.

What’s happening in networks?

Health & Care Women Leaders Network

Tweet chat: Imposter syndrome – the enemy within
Are some people or groups more affected than others?; explore and discuss whether imposter syndrome has affected you, your work, and your career progression.
When: 28 / 3 / 2018 8pm – 28 / 3 / 2018 9pm

Place-based leadership for Health and Well-being in the West Midlands  – a development network
See flyer here

What’s research is happening in UK Universities?

University of Nottingham -Nottingham University Business School, Centre for Health Innovation, Leadership and Learning (CHILL)
HeLPA  – Healthcare Leadership with Political Astuteness: understanding the acquisition, use and contribution of leadership with ‘political astuteness’ in the implementation of major health system change, developing lessons for service leaders, educators and recruiters

The purpose of this study is to investigate the acquisition, use and contribution of ‘political astuteness’ by service leaders and other change agents in the implementation of strategic health system change, with the aim of informing the co-production of materials and resources for the recruitment, training, and development of existing and future leaders.

Project aims :To understand the perceptions, experiences and reported practices of service leaders, and other change agents, about their acquisition and use of PA in the implementation of health system change, taking into account differences in professional background, age, gender, ethnicity, geo-political context, and change context.

Project highlights and abstract

  • The study will produce ‘state of the art’ conceptual understanding of political astuteness in different service contexts, and ‘cutting edge’ empirical understanding of the contribution of political astuteness to the implementation of major system change in healthcare services.
  • The findings will inform the co-production and piloting of new learning and recruitment materials, to be developed and tested in conjunction with existing NHS leadership development providers.
  • The new learning and recruitment materials, including workbook, online resources and self assessment tools, will be made available to all NHS leadership development providers for further refinement and integration into existing training programmes.
  • The study will produce both formative and summative learning to national and regional service leaders engaged in the formulation and implementation of STPs, including an analysis of the specific barriers and drivers to change within the informal political environment, and the contribution of leaders’ political astutness in distinct and common change arenas.

University of Birmingham- Health Services Management Centre
Multi-Professional Learning Model: the future of clinical leadership training in the UK? – Tuesday 6th February 2018
 EGA graduate Ali Raza reflects on the way in which clinical and non-clinical disciplines could be brought together in multi-disciplinary leadership learning.

University of Manchester Alliance Manchester Business School, University of Birmingham Health Services Management Centre, and The Nuffield Trust
Responses to Francis: changes in board leadership and governance in acute hospitals in England since 2013   

Reflections on  The 21st Century Public Servant Leadership Programme for Aspiring Directors
Weir, Belinda , University of Birmingham 
Excerpt “It is early in the programme for Cohort 1, with two further cohorts to start in 2018 and 2019 respectively, and a good time to reflect on progress so far. What are we learning about how to deliver a successful programme that doesn’t simply offer a content focus on collaboration and whole system working, but actively seeks to model such an approach in its design and development?”

“Unsurprisingly perhaps, our learning mirrors the lessons which are emerging from other leadership collaborations across the public sector. Leaders coming together to produce collectively a new service, new ways of working in care partnerships or a new leadership development programme are likely to experience many of the same challenges, since at heart, the focus is on how we build effective working relationships that deliver high quality and fast. 3 key lessons have emerged from our reflections.”

University of Ulster
New book by Deirdre Heenan and Derek Birrell who are Professors of Social Policy at the University of Ulster, UK.
The Integration of Health and Social Care in the UK
published by Palgrave,   12th Feb 2018
see pages 87, 89, 129-30, 149-50 and 163-6 on leadership

Events- March 2018 and April 2018

HSJ Emerging Leaders Summit

https://emergingleaders.hsj.co.uk/

Even if you can’t attend its interesting to see who is speaking and presenting!

The HSJ ‘s take on what the Summit provides – the summit provides a unique opportunity for leaders to develop their skill set in the following.

  • The need for future-proof leadership skills
  • Questions about career development in a changing healthcare system
  • Leadership experience and an interest in board level leadership
  • Attendance requires delegates to think beyond roles and organisations towards system-wide collaborative leadership and supports attendees with skills to manage teams through ambiguity and to develop place-based sustainable health and care.

April 2018 programme -draft
September 2018 programme – still being finalised but the programme will be at this link
November 2018 programme – still being finalised but the programe will be at this link

Faculty of Medical Leadership and Management  – Innovation in Leadership, April 2018
Programme here

Chief Nursing Officer for England’s Summit  – March 2018 

Again,  interesting to see who is speaking on leadership:

Resilient leadership in uncertain times,
and Nursing, midwifery and care leadership in Accountable Care Systems

Resilient leadership in uncertain times
Focus on support following Manchester arena bombing
Professor Cheryl Lenney, Group Chief Nurse, Manchester University NHS Foundation Trust.
Sara Barnes, Deputy Managing Director Mental Health & Specialist services, Pennine Care NHS Foundation Trust.
Professor Paul French, Associate Director, Greater Manchester Mental Health NHS Foundation Trust.

Nursing, midwifery and care leadership in Accountable Care Systems
Buckinghamshire Accountable Care System
Louise Patten, Accountable Officer, Aylesbury Vale and Chiltern CCGs.
Carolyn Morrice, Chief Nurse, Buckinghamshire Healthcare NHS Trust.

Other NHS Leadership Academies

Magazine from NHS North West Leadership Academy Winter 2017/2018 

 Leader 

Leadership within / for STPs

‘Some STPs will succeed but many will fail’, says peer
February 2018, speaker at a Westminster Health Forum event and written about in Health Leader magazine.

Regulatory

Gender pay gap narratives –  there is a recommendation for organisations and companies to upload a “narrative” for their data. This is interesting as it is a place for organisations to explain what they are going to do,  going forward, regarding closing the gap .
The deadline ( 4th April 2018 ) is mandatory : public sector organisations  with 250 employees or more have to publish their gender pay gap data. NHS Employers – gender pay gap reporting  – see link here 
Interestingly the Financial Times reported in January 2018  on organisations  uploading data and then subsequently changing it,  on the government portal . One of these was the Department of Health.

The gender pay gap – how to calculate it, explain it and eradicate it
Faragher, J
People Management,  25th January 2018.
Faragher cites Kimmin who poses the question of what can be achieved between April 2018 and March 2019, the 12 months before the next reporting cycle. 3 areas are mentioned :
“1) How you support individual women to gain the technical and political skills to progress into more senior roles
2) Training line managers to help them navigate this process, as managers can often be the biggest bottleneck
3) The whole organisation’s processes that might be stopping women’s progress”

 

 

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 – August 2017

Coaching, Leadership, Mentoring, Talent Management, , , , , , , , , ,

Leadership research in healthcare: A realist review
Health Services Management Research, 2017, Vol 30 Issue 2, p94-104
Lega F , Prenestini A, and Rosso M

 The nexus of nursing leadership and a culture of safer patient care
Journal of Clinical Nursing 2017 Aug 3
Murray M, Sundin D, and Cope V.

New book : Talent management in healthcare 
Sub-title Exploring How the world’s health service organisations  attract, manage and develop talent
Author: Turner, P, ( Professor of Management Practice , Leeds Business School, Leeds Beckett University, Leeds, United Kingdom) published September 17th 2017
Publisher Palgrave Macmillan
Link to table of contents  , below from publishers website for book

  • Explores the varying roles of HR practitioners and the implications for new competencies
  • Offers in-depth case studies on healthcare organisation from countries across continents, including the UK and the USA
  • Provides a strategic guide for developing talent in the healthcare industry and implications for best practice

Workforce supply – Attracting and retaining local talent 
NHS Employers briefing

A Systematic Review of Team Training in Health Care: Ten Questions
The Joint Commission Journal on Quality and Patient Safety
Volume 43, Issue 4, April 2017, Pages 197-204
Marlow SL et al 

Speed Mentoring: An Innovative Method to Meet the Needs of the Young Surgeon
J Surg Educ. 2017 May 23.
Britt RC, Hildreth AN, Acker SN  et al
Article describes  design of a speed-mentoring program to match 60 mentees with a mix of junior and senior leaders. Excerpt from abstract “Each mentee met with 5 mentors for 10 minutes each during the 1 hour session. After participation in the activity, surveys were provided to assess the event. There was a high level of satisfaction with the activity, with 100% of mentors and mentees stating that they would recommend the activity to a colleague. There was overall high satisfaction with the organization of the session by both the mentors and the mentees although the mentors were more likely to feel that they needed more time for each interaction. More mentees (93%) than mentors (68.5%) felt they were likely to develop a mentoring relationship with one of their matches outside of the organized session”

See also Speed Mentoring Event Toolkit , published by SFEDI

Structured Coaching Programs to Develop Staff
Dyess, SM, Sherman R , Opalinski A  and Eggenberger T
The Journal of Continuing Education in Nursing, 2017, Vol 48, issue 4 (August), p373-378
Excerpt: “The purpose of this article is to present three structured coaching programs: Gallup Strengths-Based Coaching, Dartmouth microsystem health care improvement team coaching, and Health and Wellness Nurse Coaching.”
“Strengths-Based Coaching is focused on personal and professional career development. Strengths-based coaching is built on a positive psychology model directed toward helping others discover and capitalize on their strengths and talents rather than on fixing weaknesses . The coaching can be done with leaders, individual staff, and teams. This strengths-based approach has been found to be especially appealing to the Millennial workforce, who place a high value on their own personal and professional career development”
“Coaching using the Dartmouth Microsystem Improvement Curriculum focuses on engaging frontline interprofessional clinical teams to lead quality health improvement efforts. In the process, individual leaders develop coaching knowledge, skills, and abilities to provide support for the teams and to increase awareness of team accomplishments.”
“Health and Wellness Nurse Coaching uses a different approach than the two programs described above. It is gaining popularity and may be used to support the well-being and resiliency of professional staff.”

Deloitte’s Radical Attempt to Reframe Diversity
Harvard Business Review, August 3rd 2017  (section : Demographics)
Author: Wittenberg-Cox, A

To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact
Harvard Business Review, July 19th 2017 
Authors: Yamkovenko B and Tavares S
Presentation of maps and findings from an Organizational Network Analysis study by a large U.S.-based professional services firm 

Harvard Business Review – posts on Informal Leadership
https://hbr.org/topic/informal-leadership

Younger and Older Executives Need Different Things from Coaching
Harvard Business Review, July 6th 2017 
Authors: Tamir L and Finfer L 

 Top universities will host new Academy to train digital healthcare leaders of the future
Imperial College London’s Institute of Global Health Innovation in partnership with Harvard Medical School and The University of Edinburgh will provide virtual masterclasses in leadership and digital from the Autumn 2017 as part of a comprehensive programme to provide NHS staff with the right skills to drive digital innovation.

Driving improvement through compassionate leadership and staff engagement
Professor Sir Mike Richards, Chief Inspector of Hospitals for Care Quality Commission (CQC) explains the importance of compassionate and inclusive leadership (11th July 2017)

Driving improvement: Case studies from NHS trusts
Link direct to PDF 
A report on what eight different NHS Trusts had done to become ‘well-led’. ie had achieved a significant improvement since a previous inspection.
Published June 2017.

Leading a healthy workforce – engaging board and clinical leaders to take positive action
NHS Employers has developed a new briefing to help NHS organisations identify how well their leaders are driving and championing staff wellbeing across their organisation.
Published 19th July 2017

Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long-Term Care Settings
Worldviews Evid Based Nurs. 2017 Jul
Cummings GG et al

Leadership mentoring in nursing research, career development and scholarly productivity: A systematic review
Int J Nurs Stud. 2017 Jul 6; Vol 75: p21-34
Hafsteinsdóttir TB, van der Zwaag AM,  and Schuurmans MJ.
Excerpt from abstract ; “although there is a lack of studies with robust designs investigating leadership and mentoring programs, our results document some evidence of mentoring‘s influence on research productivity, career development and other outcomes of postdoctoral nurses.”

An evaluation of a leadership development coaching and mentoring programme
Leadersh Health Serv  2017 Jul 3;Vol 30( Issue 3):309-329
Le Comte L, and  McClelland B
Excerpt from abstract ; “Key themes identified through interviews included: working with others; not owning others’ problems; professional support and development; coaching and mentoring; future participants. Practical implications The majority of participants changed their leadership behaviours as a result of the programme, which has resulted in improved communication, a more supportive culture and distributed leadership. These changes contribute to better patient care.”

Moving Beyond Accidental Leadership: A Graduate Medical Education Leadership Curriculum Needs Assessment
Mil Med. 2017 Jul;182(7):e1815-e1822
Hartzell JD, Yu CE, Cohee BM, Nelson MR, Wilson RL.

The embodied nurse: Interdisciplinary knowledge exchange between compassionate nursing and recent developments in embodied leadership studies
J Adv Nurs. 2017 Jun 16
Koya K, Anderson J,  and Sice P.

 

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 – February 2017

Change, Coaching, Competency standards, Inclusive talent management, Leadership, , , , , , , , , , , ,

What does leadership mean to you?
NHS Confederation  asked leaders across NHS Wales what leadership meant to them.
Posted  31 / 1 / 2017

The Sir Peter Carr Award: inspiring the next generation of NHS leaders
The Sir Peter Carr Award is a £30,000 award which will be made to a clinician and manager partnership (£15,000 each) to invest in their professional development over a year to support the delivery of a shared improvement objective.
Applications are open until 14 March 2017
Pod cast by Jim Mackey Chief Executive, NHS Improvement on Sir Peter Carr 

Lessons in leadership from women clinical commissioners – Practical guidance to support the next generation of women clinical leaders
Published in December 2016 by NHS Clinical Commissioners , the independent collective voice of clinical commissioning groups.

Updated guides for hospice boards and trustees
Jean Hindmarsh, Projects Director at Hospice UK , explains the need for new guides.
Published 9th February 2017

New research into barriers:
From Peter Lees blog post , (Peter Lees is the chief executive and medical director of the UK intercollegiate Faculty of Medical Leadership and Management (FMLM))
Excerpt: “FMLM has agreed to report on the barriers facing aspiring medical leaders and we will be working with the regulators (GMC, the National Midwifery Council and the Health and Care Professions Council) to explore potential regulatory issues. We report back at the end of March 2017 so watch this space”.

The role of the medical director in the NHS
Published January 2017 by The Good Governance Institute
Excerpt from abstract ” With the increasing significance that has been attributed to clinical leadership over recent years, the role of the Medical Director is widely seen as more important than ever. Despite this, there appears to be a lack of clarity about the role, and also significant barriers to its uptake, most pertinently the issue of career progression and succession planning.
This paper explores:

  • background to the role: definition, importance, perception and the route to becoming a medical director
  • responsibilities of the Medical Director
  • what makes an effective medical director?
  • accountabilities and reporting lines and the wider team
  • training for the role and career progression
  • barriers and challenges”

Author(s): Divia Mattoo, Programme Delivery Officer, GGI, Laura Tantum, Knowledge Management Analyst, GGI

Quality improvement: learning from innovations in the vanguards
The King’s Fund blog post by Prof Don Berwick, 26th January 2017
Reflections on what leaders in Morecambe Bay, Lancaster Royal Infirmary, Leeds, Erewash, Wakefield and Sutton are currently doing in new care model sites. See also Prof Don Berwick’s webcast (released 20 Jan 2017- allow one hour for webcast, registration required) .  Scroll down for comments to Prof Don Berwick’s November 2016 post.

Interview with Dr Des Breen, Medical Director; South Yorkshire, Mid Yorkshire & North Derbyshire Working Together Programme (one of the vanguards)
Post on the Academy of Fab NHS Stuff website, 20 January 2017
Excerpt “There is a definite sense of collaboration amongst the Chief Execs, Chairs and Medical Directors. Also each Clinical project has good clinical representation from across the partner Trusts and this has crucially allowed us to engage clinicians in the development of services. I won’t pretend it hasn’t been challenging at times however most people understand the need for change and exploration of different models of delivery.”
and
Interview with Rachel Yates, Director, National Orthopaedic Alliance (NOA) vanguard
Post on the Academy of Fab NHS Stuff website, 19 January 2017
Excerpt “We have not yet fully developed our model but it is clear that to bring about this kind of change you must take everyone with you – providers, users and internal NHS staff. Everyone involved requires clarity around what you are trying to achieve, what you need to get there and who you need to keep informed – and moreover involved in the decision-making processes – along the way. Good and innovative communication is the key to success.”

Reflections on leadership from outside of healthcare

Shakespeare’s mind for the future – a modern day tale
Excerpts “A look at what Shakespeare says about leadership and its relevance to the leadership challenges of today”. Section 1 “reflects on the three leadership styles that Shakespeare develops in his plays and their relevance to today’s leaders, using insights from research conducted by Heidrick & Struggles”.
Published by Heidrick and Struggles, a leadership consultancy, in 2015 but relevant for reading in 2017 too.

The little book of managing change
Training and Development Agency for Schools
Interesting sections on leadership and problem solving using fishbone analysis.

Rapid school improvement
Report by McAleavy T, Riggall A and Fitzpatrick R
Education Development Trust, 2016 (Education Development Trust is a large educational organisation providing education services for public benefit in the UK and internationally).
Report looks at the role of leadership in “an unusually interesting group of schools in England: those in which a dramatic improvement in school quality (as measured by national school inspectors) had taken place in a short period of time. We were particularly interested in examining what school leaders did, and what took place in these schools, during such rapid ‘turnarounds’”, “the study highlights the complexities of school leadership during adversity, and the often-tough personal experiences of those who undertake the difficult role of leading change in an under-performing school.”

Leading Through Uncertainty A view from Hospitality CEOs
Excerpt “Leading through Uncertainty” is Heidrick & Struggles’ first survey of Chief Executive Officers of Britain’s leading hospitality companies in association with the British Hospitality Association. The report is based on individual conversations with CEOs which, with a few exceptions, were conducted in person”. “The spectrum of organisations encompasses:- hotel , restaurants, pub sector, sporting & recreational activities, and catering. The report includes crucial themes that are front of mind for today’s CEOs in the Hospitality sector. Issues range from business confidence, leadership and talent management”. Published in 2015.

The CEO Report Embracing the Paradoxes of Leadership and the Power of Doubt
Report by Heidrick and Struggles in association with University of Oxford’s Said Business School, published ?2015
“The CEO Report is based on rich, individual conversations with more than 150 CEOs from   a broad range of industries and sectors: consumer 30%, finance 19%, industrial 25%, life science 4%, professional services 12%, and technology 10%. Women CEOs made up 8% of the sample. ” Each interview lasted an average of 55 minutes and, with few exceptions, was conducted face-to-face. All interviews were anonymized prior to analysis by researchers at Saïd Business School, University of Oxford”.
Authors ; Saïd Business School Professor Tim Morris, Dr. Andrew White, Dr. Michael Smets, Dr. Amanda Moss Cowan, Dr. Andromachi Athanasopoulou, Dr. Ted Malloch, Lyn Martin, Emily Owen, Dr. Bryn Harris, and Alison McQuater
Heidrick and Struggles: Valerie Germain, Dr. Karen West, Dave Tullett, Patience Berry, Tom Fleming, and a global team of H&S search, leadership, and culture-shaping consultants who interviewed alongside our core research team.

Institute for Healthcare Improvement (IHI) Open School Online Course
Introduction to Health Care Leadership
From this course you can – “learn that leadership isn’t a position of authority — it’s an action. You’ll learn how to persuade different types of people and build enough unity to move forward. Finally, you’ll learn some strategies for sustaining your leadership journey over time.”
This course was updated and retitled on August 15 2016. Its previous title was L 101: Becoming a Leader in Health Care

Diversity Action Plan – Department of Health, Non-executive appointments
Sections on engagement with senior sponsors within DH and Chairs, engagement with DH Ministers, search strategy for candidates, advertising strategy, application process, working with others, monitoring and re-appointments.

Closing the gender leadership gap: a multi-centre cross-country comparison of women in management and leadership in academic health centres in the European Union
Kuhlmann et al
Human Resources for Health (2017) 15:2
Case study of four large European centres: Charité – Universitätsmedizin Berlin (Germany), Karolinska Institutet (Sweden), Medizinische Universität Wien (Austria), and Oxford Academic Health Science Centre (United Kingdom).

Dual leadership in a hospital practice
Thude, B R et al
Leadership in Health Services; Vol 30 issue 1 (2017): 101-112.
Analysis of  three different dual leadership pairs at a Danish hospital.

Escaping the healthcare leadership cul-de-sac
Leadership in Health Services; Vol 30 issue 1 (2017): 76-91
Edmonstone, J D
Excerpt from abstract : “[it is] proposee that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers.” “Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based.”

From staff nurse to nurse consultant: Clinical leadership part 9: succession planning
British Journal of Nursing,  (Dec 8, 2016-Jan 11, 2017): 1272.
Fowler, J
See also
Clinical leadership part 8 From staff nurse to nurse consultant: Clinical leadership part 8: vision
Clinical leadership part 7 From staff nurse to nurse consultant: Clinical leadership part 7: leadership and stress
Clinical leadership part 6 From staff nurse to nurse consultant: Clinical leadership part 6: leadership and mentoring
Clinical leadership part 5 From staff nurse to nurse consultant: Clinical leadership part 5: senior leadership
Clinical leadership part 4  From staff nurse to nurse consultant: Clinical leadership part 4: leading from the front
Clinical leadership part 3  From staff nurse to nurse consultant: Clinical leadership part 3: developing your leadership style
Clinical leadership part 2  From staff nurse to nurse consultant: Clinical leadership part 2: leadership styles
Clinical leadership part 1 From staff nurse to nurse consultant: Clinical leadership part 1: leadership or management?

Nursing competency standards in primary health care: an integrative review
Journal of Clinical Nursing, 2016, 25, 1193–1205
Halcomb E et al
Excerpt from abstract: “Competency standards are important tools for communicating the role of nurses to consumers and other health professionals, as well as defining this role for employers, policy makers and educators. Understanding the content of competency standards internationally is an important step to understanding this growing workforce”.

Transformational leadership in nursing: a concept analysis
Journal of Advanced Nursing , 2016, Vol 72( Issue 11), 2644–2653
Fischer S A
Excerpt from abstract : “Implications for nursing. This report proposes a new operational definition for transformational leadership and identifies model cases and defining attributes that are specific to the nursing context. The influence of transformational leadership on organizational culture and patient outcomes is evident. Of particular interest is the finding that transformational leadership can be defined as a set of teachable competencies. However, the mechanism by which transformational leadership influences patient outcomes remains unclear”

New books:

Leadership Team Coaching, Developing Collective Transformational Leadership
KoganPage
by Peter Hawkins
Peter Hawkins is Professor of Leadership at Henley Business School and  Visiting Professor in executive coaching at Oxford Brookes University and in leadership and change at the University of Bath.
Available to pre-order from 3rd March 2017, published 3rd June 2017

Leadership Team Coaching

The Leader’s Guide to Lateral Thinking Skills
Kogan Page
by Paul Sloane
Available to pre-order from 3rd June 2017, Published: 3rd September 2017

The Leader's Guide to Lateral Thinking Skills

Leadership and Management in Healthcare 3rd edition, by
Neil Gopee – Coventry University
Jo Galloway – Executive Nurse, Quality and Patient Safety, NHS Redditch and Bromsgrove & Wyre Forest Clinical Commissioning Group
Published March 2017

Leadership and Management in Healthcare

Latest news – January 2017

Change, Coaching, Leadership, Organisational development, Staff engagement, Talent Management, , , , , , , , , , , , , , , ,

Aspirational characteristics for effective leadership of improvement teams119710687050730804piotr_halas_padlock.svg.hi
Pediatric Radiology  Vol 47 issue 1 (Jan 2017): 17-21
Donnelly, L F
Excerpt from abstract: “eight aspirational characteristics are discussed. These are: 1) Be a good listener, 2) Effectively communicate around an accountability cycle, 3) Stress simplicity: Prioritization and pace, 4) Expend energy to optimize people development, 5) Lead with optimism, 6) Create a culture of wellness and sustainability, 7) Have a progressive attitude toward failure and 8) Project humility over arrogance.”

Talent management practice effectiveness: investigating employee perspective
Employee Relations 39.1 (2017): 19-33.119710687050730804piotr_halas_padlock.svg.hi
Khoreva V,  Vaiman V, and Van Zalk M
This study was that was restricted to high potential employees ( n=439) in a number of Finnish multi-national corporations  (n=11) . Employees were asked about the effectiveness of the TM practices which were defined in brief as : assignments that expand high potential employee’s capacity to lead and which result in individuals’ needs being met,  superior performance and positive attitudes . The authors focus on the psychological contract fulfilment between employer and employee and say that this is enhanced in female employees. 

Swimming together or sinking alone
Health, care and the art of systems leadershiptick
Vize, R for Institute of Healthcare Management (released 16th January 2017)

Report bImage result for Swimming together or sinking alone: health, care and the art of systems leadershipased on “interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process” and ” analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success”

 

 

Inclusive Leadership in the NHS (Podcast)
Number 5 in the list of podcasts tick
Exploration of  the theoretical side of inclusive leadership with leading experts Dan Robertson, Joan Saddler and Michelle Tuckey.
NHS Employers , 20th January 2017

2017: a new year for leadershiptick
Stephen Hart, National Director for Leadership Development< NHS Leadership Academy
Blog post 11th January 2017

Hart

Looking forward , looking backtick
Karen Dumain,
National Programme Lead, Organisational Development, NHS Leadership AcademyKaren Dumain
 Blog post 23rd December 2016

Team dynamics, clinical work satisfaction, and patient care coordination between primary care providers: A mixed methods studypound-sign
Health care management review, Jan 2017, vol. 42, no. 1, p. 28-41
Song, H et al
A quantitative and qualitative study of 18 primary care practices in USA . Authors differentiated between resident physicians and attending clinicians , which may not easily translate to UK situation.  Excerpt from abstract – “Practice implications: Improving primary care team dynamics could improve clinical work satisfaction among Primary Care Providers (PCPs) and patient care coordination between PCPs. In addition to improving outcomes that directly concern health care providers, efforts to improve aspects of team dynamics may also help resolve critical challenges in workforce planning in primary care.”

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionalspound-sign
Education for primary care, published online 30th December 2016
Power A et al
Excerpt from abstract: A questionnaire on previous leadership course attendance and future intentions was distributed to community pharmacists, general dental practitioners, general practitioners, practice nurses, practice managers and optometrists. Analysis comprised descriptive statistics for closed questions and management of textual data. Results: 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.

The resilient leader – Online webinar, 8 Februarytick
Join Faculty of Medical Leadership and Management (FMLM) Scotland and the Medical Student Group for a webinar on resilience and leadership .
The webinar will be hosted by two of the FMLM Scotland regional team: Dr. Iain Wallace, Medical Director NHS Lanarkshire,and Dr. Gemma Sullivan, Neonatal trainee, NHS Lothian.

Leaders come in all shapes and sizes (Podcast)tick
NHS Employers  12 / 01 / 2017
Excerpt from webpage “In this podcast, Doctor Elaine Maxwell, associate professor of leadership at London’s Southbank University and non-executive director of Basildon and Thurrock University Hospitals, talks networks – why they are important and what she gains from being a member of the HSJ Women Leaders Network”.

THREE REFS FROM OUTSIDE THE HEALTH SECTOR: 

Beyond personality: exploring the role of motivations, self-evaluations and values in leadership emergence within an organizational settingtick
EWOP in Practice, European Work and Organizational Psychology in Practice, 2016, issue 8 p32-49
Some UK research by Charlotte Axon & Anna Topakas of the Institute of Work Psychology, Sheffield University Management School, UK
Sample population : Managers in an Insurance company

Art, craft or science : how we think about military leadershiptick
Blog post by  December 29, 2016,
Modern War Institute

 Learning the Marriott Waytick 
Faculty of Medical Leadership and Management blog post,
Thornton D, 25/11/16
Medical Education Online
Deiorio, N M et al
The authors reviewed existing education and non-education coaching literature in the context of individualized education in doctors’ training , drew up definitions for academic coaching in medical education; in the future these definitions of the concept and constructs of coaching can be linked to learner and learning outcomes of outstanding doctors.

New book! The SAGE Handbook of Coaching
Edited bypound-sign
Tatiana Bachkirova – Oxford Brookes University
Gordon Spence – Sydney Business School
David Drake – Centre for Narrative Coaching and Leadership

The SAGE Handbook of Coaching
 Hardback only at the moment , enquire at your local healthcare library for how to obtain a loan copy .  The 20 page introduction by the editors is free at this linktick

Leading Excellence in Leeds Our Talent and Leadership Plan 2015 – 2020
Update – November 2016tick
The Leeds Teaching hospitals NHS Trust – Dean Royles, Director of Human Resources and Organisational Development, has shared his organisation’s plan on the web.

Leaders’ reactions to employee creativity, an achievement goal approachtick
Original thesis by Dutch researcher Sijbom, R which has led to several articles in academic journals –  2016  Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2016). Leaders’ achievement goals and their integrative management of creative ideas voiced by subordinates or superiors.European Journal of Social Psychology. [PDF] and 2015 Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2015). How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’ voice of creative ideas. European Journal of Work and Organizational Psychology, 24(2), 279-296.
Affiliation University of Groningen, SOM research school.

The evolution and devolution of 360° feedback tick
Industrial and Organizational Psychology: Perspectives on Science and Practice,
(2016) Vol 9 (issue 4), 761–794.
Bracken , D W,  Rose D S, and Church A H
The authors cover: Short History of the Evolution of 360° Feedback; definition of 360º feedback; why a review is needed; what is going well; what is wrong with it ; how to facilitate evolution and circumvent devolution of 360° feedback?
and comment
Holding Leaders Accountable During the 360° Feedback Process
Industrial and Organizational Psychology , Vol 9 Issue 4 (Dec 2016): 811-813
Young, S F, Gentry, WA, and  Braddy, P W

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision qualitytick
European Journal of  Work and Organizational Psychology Vol 25 Issue 6 (Dec 2016): 773-789
Meyer, B et al
The authors set their research firmly in the context of team work which makes this an interesting paper. Two micro level behaviours are identified :  question asking and behavioural mimicry. The research was conducted by using student participants in teams in a laboratory setting, working on a task requiring decision making ; question asking was measured through behavioural coding and mimicry measured with motion sensors.

Speaking up behaviours (safety voices) of healthcare workers: A metasynthesis of qualitative research studiespound-sign
International Journal of  Nursing  Studies. 2016 Dec ; Vol 64: pages 42-51
Morrow KJ, Gustavson AM, Jones J.
11 studies were examined by the authors though they did not find any UK study to include in the metasynthesis,  so the research conclusions may not reflect cultural norms prevalent  in the UK. Nevertheless the authors state that “safety voice behaviors” can and should be proactively emphasized by healthcare organizations, and role modeled by leaders.
For an English study  – Giving voice to quality and safety matters at board level: A qualitative study of the experiences of executive nurses working in England and Wales,
Int J Nurs Stud. 2016 Jul;59:169-76 (Open Access) tick
Jones A, Lankshear A, and Kelly D.

and

Supporting nursing, midwifery and allied health professional students to raise concerns with the quality of care : A systematic literature review
University of Bedfordshire/Council of Deans of Health, 2016tick

THINKING ABOUT compassion and mindfulness at work? here are a few articles on the topic

Opinion: It’s vital to communicate with compassiontick
CIPD People Management, Jan 2017, blog post by Chahel, K

Breaking Bias
NeuroLeadership Journal, Volume 5, May 2014
Lieberman M D,  Rock D and Cox C L

The Role of Leadership in Creating Virtuous and Compassionate Organizations: Narratives of Benevolent Leadership in an Anatolian Tigertick
Journal of Business Ethics, April 2013, Volume 113, Issue 4, pp 663–678

 Mindfulness: What Is It? Where Does It Come From?tick
Siegel RD , Germer, C K and Olendzki, A
From Didonna, F. (Ed.) (2008). Clinical Handbook of Mindfulness. New York: Springer.

Care and compassion through an organizational lens: opening up new possibilities
Academy of Management Review 2012, Vol. 37, No. 4, 503–523.tick
Rynes SL , Bartunek, JM , Dutton JE and Margolis, JD

Self-Compassion: What it is, what it does, and how it relates to mindfulnesstick
From Robinson M , Meier B and Ostafin B (Eds.) (2015) Mindfulness and Self-Regulation.
New York: Springer

Spirituality and Intergroup Harmony: Meditation and Racial Prejudicetick
Mindfulness (2014) 5:139–144
Hunsinger M , Livingston R and Isbell L

Latest news – October 2016

Coaching, Leadership, Staff engagement, , , , , ,

Communicating reward across your multi-generational workforcetick
NHS Employers, Infographic, published 30/09/2016
See also the evidence base of the relationship between total reward and employee engagement in the NHS (in full) and summary . Commissioned by NHS Employers and underaken by the Institute for Employment Studies  it also looks at non-financial benefits such as leadership and culture of the organisation, working environment, support from managers and opportunities for career development.

Staff engagement website watchtick
NHS Employers. An interesting list put together by Steven Weeks, Policy Manager. released 7th October 2016

Preparing for your next leadership role
News and opinion article by Lees, Peter, (Chief Executive and Medical Director, FMLM) on UK Faculty of Medical Leadership and Management (FMLM) webpage, posted Sept 22nd 2016tick
Also contains links to Nick Petrie’s three step model for supporting vertical leadership growth ( White Paper – Future Trends in Leadership Development,  by the Center for Creative Leadership) , and to Rooke and Torbert’s Seven transformations of leadership  

Leader affective presence and innovation in teams (author manuscript on University of Sheffield research depository) tick
Madrid HP, Totterdell P,  Niven K and Barros E
Journal of Applied Psychology, Vol 101(5), May 2016, 673-686.
Study based on  734 individuals working in 69 independent teams from a major private health organization in Chile. Positive (warmth) affect by leaders contributes to greater information sharing which contributes to greater innovation.

New book:  Effective leadership – a cure for the NHSpound-sign
Chaffer, Denise, CRC Press, 2016Effective Leadership as a Cure for the NHS
Taken from the website – Author Bio Denise Chaffer is a Registered Nurse who has held a range of director posts in a variety of settings for over 15 years, including Acute Trusts and a London Teaching Hospital. She has held a UK wide role with the Royal College of Nursing (RCN) with direct responsibility for 33,000 members, and has significant experience of working at international, national and regional level within acute and community settings, in nursing, midwifery and education, and on major change and reconfiguration initiatives.

Taken from the website – Features •Draws on the personal experience of senior health care leaders
•Highlights the potential adverse effects of dysfunctional leadership in terms of cost, productivity and health outcomes
•Encourages an understanding of the influence and impact ‘top team’ executive leaders have on the delivery of safe and high quality care at the front line
•Includes a tool kit and provides a framework for staff to adapt to their organizations and use to recruit effective leaders and monitor their ongoing impact
•Responds to recent political changes in healthcare

A cross-lagged test of the association between customer satisfaction and employee job satisfaction in a relational context119710687050730804piotr_halas_padlock.svg.hi
Zablah A R, Carlson B D, Donavan D T et al
Journal of Applied Psychology, Vol 101(5), May 2016, 743-755
Although the research was undertaken in the retail sector, the study found changes and incentives to encourage front line employees to satisfy customers would both enhance their job satisfaction and customer outcomes .

New book : Medical leadership: a practical guide for tutors and traineespound-sign
Spurgeon P (Prof) and Klaber B
Published by BBP Learning Media, 2016Medical Leadership
Taken from website :  New and fully revised edition of a successful and bestselling title.
• Supports the acquisition of competencies from the medical leadership curriculum.
• Provides practical examples of learning activities.
• Suggests how work-based activities can be used to support learning.
• Written by leaders in the field with aim of establishing leadership competencies at all levels

Author Bio Professor Peter Spurgeon was the founding Director of the Institute for Clinical Leadership at the Medical School, University of Warwick, having previously been director of the Health Services Management Centre at the University of Birmingham . He was seconded as Project Director to lead the Enhancing Engagement in Medical Leadership programme and in conjunction with the Academy of Medical Royal Colleges. This project produced the Medical Leadership Competency Framework (MLCF) and the Medical Engagement Scale (MES). He hold honorary Professoriate posts in Italy and Australia and has worked on many overseas assignments. Dr Bob Klaber is a Consultant Paediatrician at Imperial College Healthcare NHS Trust who has also trained as a medical educationalist. He continues to be involved in leading educational initiatives and educational research projects as well as having an active role as a clinical and educational supervisor. He has particular educational interest in the development of leadership and management skills in doctors and other healthcare professionals and has worked as a medical advisor with the project team that has developed the Medical Leadership Competency Framework. Driven by a desire to facilitate junior doctors in developing these skills within a work-based setting he has both led and supported a number of different leadership development schemes and initiatives within the UK, and established the paired-learning pilot for managers and clinicians in London in 2010, which is described in the final chapter of the book.

System change – A guide to what it is and how to do ittick
Abercrombie R , Harries E and Wharton RSystems change: A guide to what it is and how to do it
Published by Lankelly Chase¹ and New Philanthropy Capital (NPC), June 2015.
Aiming to de-mystify systems change , report looks at it from different perspectives: Practitioners, Advocates, Operational Researchers, Service reformers,  and Learners . It also looks at agreements and disagreements among experts in the field.

¹an independent charitable trust that works to bring about change that will transform the quality of life of people who face severe and multiple disadvantage. It focuses particularly on the clustering of serious social harms, such as homelessness, substance misuse, mental illness, violence and abuse and chronic poverty. Its work combines grant making, commissioned research and policy analysis, and special initiatives.

What leadership styles should senior nurses develop?119710687050730804piotr_halas_padlock.svg.hi
Frankel, A
Nursing Times , 29th August 2016
Excerpt: “Senior nurses are defined as practitioners with additional post-qualification education, skills and experience who work within the nursing team providing a day-to-day, hands-on, visible presence” . The article “outlines the characteristics of an effective leader, the political context and various leadership activities for senior nurses. It also discusses mentorship, different leadership models and the process of professional socialisation”.

Magnet® culture and leadership- Research and empirical outcomes  pound-sign
Chappell, K B
Journal of Nursing Administration, October 2016. Volume 46 ,Issue 10, Featured Supplement

Frontline Nurse Engagement and Empowerment: Characteristics and Processes for Building Leadership Capacitypound-sign
Riley B H, Dearmon V, Mestas L, Buckner E B
Nursing administration quarterly, vol. 40, no. 4, p. 325-333

An age of uncertainty – Young people’s views on the challenges of getting into work in 21st century BritaintickAn Age of Uncertainty
EY Foundation and Chartered Management Institute, September 2016
Survey of 1,510 16-21-year-olds from across the UK and interviews with UK employers about the workplace experiences they offer to young people.
See Chapter 2 Young people’s views on learning to lead .
Key findings – excerpt from page
The majority of young people aspire to lead when they move into the world of work. • Young people recognise the importance of learning core management and leadership skills to their success. They perceive many of these practical skills to be more important to employers than exam results or qualifications alone. • Young people believe that they are more likely to learn these skills through work experience than through school. • However, they attach less importance to extra-curricular activities and voluntary work, which could be valuable in fostering practical skills. • Young people lack confidence when it comes to practical leadership and management skills, particularly those from disadvantaged backgrounds.

Supporting students in practice: leadership
Barry D, Houghton T, and Warburton T
Nursing Standard, 2016,  Vol 31, issue 4, p46-53.
Read More: http://journals.rcni.com/doi/full/10.7748/ns.2016.e9669

In the article’s conclusion the importance of role models is stressed as a way of identifying leadership styles and skills in a variety of situations

Article draws on a wide range of sources including Barr J, and Dowding L (2016) Leadership in Health Care . Third edition . Sage Publishing.  The third edition has been updated with Leadership in Health Carenew information on the implications of the Francis Report, globalisation and team working. It also has an interactive companion website with resources for students and teaching staff . Simple registration on Sage website will allow access after 48 hours.

 

 

The Benefits of Merging Leadership Research and Emotions Researchtick
Humphrey R H, Burch G F, and Adams L L
Frontiers in psychology; 2016; vol. 7 ; p. 1022
Excerpt from abstract : This review examines emotions and leadership at five levels: within person, between persons, interpersonal, groups and teams, and organizational wide and integrates research on emotions, emotional contagion, and leadership to identify opportunities for future research for both emotions researchers and leadership researchers.

Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying Ittick
Grover S and Furnham A
PLoS ONE; Jul 2016; vol. 11 (no. 7)

Reflections on leadership

“Life isn’t about waiting for the storm to pass; it’s about learning to dance in the rain” (Vivian Greene, 2006)

As the first big storms arrive I reflect on the relevance of the quote to leadership and the turbulent challenging world we live in.

The quote starts by saying what life isn’t about, it isn’t about waiting. Consider the consequences of focusing your attention on fighting the storm, solving challenges and problems waiting for the weather to improve. Does the ‘storm’ ever really pass? Storms are always occurring somewhere and NHS leaders are faced every day with some form of turbulence to be managed and challenges or problems to be solved. The problem is that working in challenging times can mean we fail to take time to consider our own development needs – development that enables us to become more effective leaders.

So, how do you react to turbulence? Immersed in the day-to-day pressures of working life often means that leaders put their personal development on the back-burner; they forget that taking time to get to know themselves better, to become more self-aware and to ask for feedback to create understanding about the impact of their leadership behaviours creates opportunities to develop the skills to drive change and sustain performance during turbulence.

Putting our personal development into the pending tray sends a message to others that we will wait for the storm to pass – but what happens if the storm never passes? Maybe we need to learn to dance in the rain?

Understanding ourselves as leaders is an important predictor of leadership success and to take time to think about how we react and behave when leading our teams during challenging times is vitally important. Taking time to think provides opportunities to consider what we need to do to enhance our performance as a leader, to enrich the contribution we make to the people we work with and the patients and service users we deliver services to.

Waiting for the storm to pass removes a powerful opportunity to learn; it consumes energy that could be used in more productive ways such as developing leadership resilience, finding new ways of being and “learning to dance in the rain”.

I am intrigued by the idea of learning to dance in the rain – it is an energising and important thing to do! Some years ago faced with significant organisational change and considerable operational demands a team I worked with took time to explore our working relationships, to have team coaching and to create a common understanding about what we had to do differently to weather our particular storm. This time away from the front-line refreshed us: our team mind-set became much more positive; we got rid of the down-at-heart feeling of battling in the midst of a relentless storm; developed a positive attitude; found new energy and created a greater degree of collaborative working than we had ever had before.

I think that the time we spent “learning to dance in the rain” created a positive return for the team.  So, my challenge to you, and of course myself, is to find time to recognise that as leaders we all experience leadership storms and the right thing to do is to use the storm as a vehicle to inform our development as leaders and to learn.

So, pause, close your umbrella and dance in the rain (Murphy 2011: http://www.ccpef.org/pdf/thinking/Murphy.pdf 

Merrill Bate
Head of Leadership Development & Talent Management