Category Archives: Organisational development

September 2019 – new resources on healthcare leadership

Digital leadership, Diversity and Inclusion, Leadership, Organisational development, Positive work culture, Talent Management, Workforce planning, , , , , , ,

New “High Potential Scheme” to develop future healthcare leaders.
A new national scheme that seeks to develop the next generation of leaders in the NHS is being piloted across Staffordshire and Stoke-on-Trent.
Excerpt: “Recruits to the scheme will gain practical leadership experience in a range of roles and settings, alongside strategic experience through assignments and projects. They’ll also work with a career coach to design a bespoke development plan that supports them to achieve the knowledge, skills and behaviours they need to become outstanding, compassionate and inclusive senior leaders across health and care.”
More detail on the High Potential Scheme here  Key dates below

  • Applications open: 29 July-8 September 2019
  • Confirm scheme eligibility: 23-27 September 2019
  • Complete on-line potential diagnostic: 30 September-20 October 2019
  • Face-to-face assessment: Date to be confirmed, but will take place during window of 28 October-15 November 2019
  • Notification to applicants of assessment process outcomes: 9-20 December 2019

To find out more about the High Potential Scheme please email highpotentialscheme@combined.nhs.uk or call 0300 123 1535 ext 2656 or 2774.

The core of care: Dame Donna Kinnair on bravery in leadership and the nursing workforce
The King’s Fund podcast, 30th August 2019 
Dame Donna Kinnair, Chief Executive and General Secretary of the Royal College of Nursing, sits down with Helen McKenna to talk about nursing, workforce pressures and her leadership journey.

 Professionalism and Cultural Transformation (PACT) toolkit
NHS Employers
20th August 2019
The Professionalism and Cultural Transformation (PACT) toolkit aims to educate and empower staff to improve professionalism within their workplace, helping organisations move towards making the NHS the best place to work.The toolkit is based on tried and tested work undertaken by Hull University Teaching Hospitals NHS Trust and is designed to help managers embed the PACT programme in their organisation. It contains practical information, advice and solutions to equip staff to deal with unprofessional attitudes and behaviours in the workplace. The PACT programme has four steps which should be followed in sequence.

  • Step 1: Assess your current culture
  • Step 2: Determine levels of professionalism
  • Step 3: Action plan and management
  • Step 4: Evaluate

Read the toolkit and find out how your staff can “make a PACT” to take positive steps to improve the culture of the organisation.

Inclusive leadership: how ready are we to learn?
Blog post
The King’s Fund website
Jolliff, T, National Director of Inclusion, NHS Leadership Academy
8th August 2019
Excerpt: “Organisations need to be clearer about leadership accountability, with the ‘lived experiences’ of their own staff being the most important indicator of inclusion at organisation, department and team levels. Great quality, evidence-based, life-long inclusive leadership development and support for leaders should also be a given and, most importantly, those who understand and experience exclusion, should be leading initiatives to bring about change across HR, organisational development and all other functions. Focusing change strategies around the knowledge created by lived experience is the only approach that can ensure that inclusion initiatives are relevant, effective and sustainable.”

Should there be a regulator for senior leaders in the NHS?
NHS Confederation, 23rd July 2019
Excerpt “The Kark review sought to establish why the fit and proper person test (FPPT) for directors was not being applied effectively. It builds on the legacy of the Francis report, which called for greater regulation of NHS board-level directors. This briefing looks at the recommendations of the review and gives our initial assessment.”

Royal Pharmaceutical Society elects first ever female president
Sandra Gidley has been elected the new president of the Royal Pharmaceutical Society (RPS).
18th July 2019
One of her priorities is “driving greater inclusivity”.

How doctors in senior leadership roles establish and maintain a positive patient-centred culture
Research Report for the General Medical Council, published 14th August 2019
Dr Suzanne Shale
Key findings 
Excerpts: “This independent research set out to explore the lived experiences of doctors in senior leadership roles, their leadership journeys, the everyday challenges, and what they see as their role in shaping their organisation’s culture. It asked what positive culture means to senior leaders and how they recognise when a positive culture is present or absent. It also examines what they try to do to build or sustain a positive culture, or where they identify a negative culture is in place, how they try to change this.”

“Suzanne Shale, a medical ethics consultant, found that positively-engaged leaders, from diverse backgrounds, are key to transforming organisational cultures. However, they are often unprepared and unsupported for the challenges of leadership during the early stages of their management careers.”  “Particular challenges highlighted in the research included balancing competing priorities and demands, focusing on people and culture rather than tasks, and recognising and tackling problematic subcultures.”

10 Quick Reflections on…Digital leadership in the NHS 
NHS Providers, Vijayaraghavan S and Harrison J 
23rd July 2019

Investing in chief allied health professional roles: insights from trust executives
Published 18th July 2019

…”shares the findings from a project commissioned by NHS Improvement to gain insights from executives who have a chief AHP within their Trust, particularly on the drivers, impacts and challenges of implementing these roles. The guide provides

  •  questions for trusts to consider about the potential benefits and common barriers to developing AHP leadership
  • key insights as to how those organisations are benefiting from dedicated chief AHP leadership, as well as the perceived challenges”

How to lead and manage better care integration guide
Free download from SCIE website after registering for a SCIE account
Social Care Institute for Excellence

Primary Care Network Clinical Director Leadership Programme
Programme Handbook 2019
Excerpt: “The Queen’s Nursing Institute has developed a bespoke programme for the role of Primary Care Network (PCN) Clinical Director based on the very successful executive leadership programmes we deliver. As an organisation we are focussed on leadership and encouraging nurses to influence strategically the way in which patients are cared for in the community. We view the PCN Clinical Director role as an ideal opportunity for nurses to be able to influence decision making and to shape primary care services as part of the NHS Long Term Plan (2019). It is anticipated that the first cohort will consist of 18 participants newly appointed to the role and they will be from a variety of clinical backgrounds, including General Practice Nurses and General Practitioners. Indeed, it is vital that this is a programme which reflects all the clinical backgrounds of those in the PCN Clinical
Director positions. This document outlines the programme aim, learning outcomes, structure and content for the Primary Care Network Clinical Directors Leadership Programme.

A&E complaints drop in Belfast after nurse leadership training
Nursing Times, 13th August 2019
Excerpt :”A hospital trust in Northern Ireland says it has seen a fall in complaints in accident and emergency care following the introduction of a new training programme for senior nurses.”

Annual NHS IT Leadership Survey 2019  (4th year) – key findings
Digital Health Intelligence website says “Interoperability named highest priority for NHS IT chiefs two years running”
Excerpt: “The 2019 survey had 186 responses from NHS IT leaders, drawn from Digital Health Networks, the community of CCIOs and CIOs.  Responses covered leaders from acute, mental health and community trusts, primary care organisations, clinical commissioning groups, commissioning support units, together with NHS organisations in Scotland, Wales and Northern Ireland.”

Past Future Reflect
NHS Employers
13th August 2019
Excerpt from website : “This short briefing takes stock of the recent policy developments and future strategic direction for the shape and education of the NHS workforce, against three areas: alternative training routes, new and extended roles and nursing education. We also try to stimulate further thinking on these new and emerging options, such as apprenticeships or new roles, as enablers to the establishment of our future workforce.”

Editorials from the Faculty of Medical Leadership and Management:

Research, evidence and practice – where next?   
25th July 2019
Excerpt: “An important step in the Faculty’s pursuit of excellence through research is the development of the next iteration of the FMLM research strategy. This will define our plans to grow original healthcare leadership research in collaboration with academics, practitioners and institutions. We will identify research questions which are either inadequately or not addressed by the current literature. We have started interviewing leading academics across the UK to collate their opinions and recommendations and explore potential partnerships. But we are also keen to hear from you, our members and fellows, about the leadership areas that warrant more research. All views are welcome! Additionally, we would be pleased to hear about any relevant research you may be conducting and wish to share with the wider FMLM community, by emailing: kirsten.armit@fmlm.ac.uk.”

Medical leadership – an evidence-free zone?
30th May 2019
Excerpts: “The UK needs to be known just as much for its research into leadership and development as it is for clinical medicine.”
“Another interesting difference from the academic, biomedical world is that most studies of healthcare leadership are conducted by academics outside of the clinical and managerial professions. They may, therefore, be forgiven for studying areas which interest them but may not be easily transferable into operational management and leadership, and often deliver conclusions which fall short of the necessary detail and direction for implementing change.”  “What research there is poses some uncomfortable truths and some uncomfortable questions for those within and immediately ‘adjacent’ to the profession. Dr Goodall’s findings of a quality advantage of medical chief executives sits uncomfortably alongside the profession’s reluctance to step up to the plate, the NHS’s inability to attract and train doctors for the most senior leadership roles and organisations which continue to appoint a majority of non-clinical and non-medical chief executives. Research on medical leadership is sometimes (unhelpfully) extrapolated to implying an identical effect for other clinical professions. Action should be based on the available evidence and further research – for example into other clinical professions – encouraged where evidence is lacking.”

Clinical Audit Leadership Summit 2019
https://www.healthcareconferencesuk.co.uk/conferences-masterclasses/clinical-audit-leadership-summit-2019

Topics Include:
• Clinical Audit driving Improvement
• Patient involvement and leadership in Clinical Audit
• Developing your skills in Clinical Audit Leadership
• Leading change based on local or national clinical audit findings
• Assessing Clinical Audit Practice: how CQC uses national clinical audit to support quality
improvement through monitoring and inspection
• Using a human factors approach to change practice as a result of clinical audit findings
• Clinical audit and board assurance
• Ensuring clinical audit leads to changes in practice

Journal articles

Putting leaders in a bad mood: The affective costs of helping followers with personal problems
Lanaj K and Jennings RE
J Appl Psychol. 2019 Sep 2.

Navigating a role transition: How to use your nursing leadership skills in a new career chapter
Valerie Kiper
Nursing Management 2019, 50 (9): 49-52

Healthcare then and now: Impact on nursing leadership
Devin Bowers, Caryl Goodyear
Nursing Management 2019, 50 (9): 26-29

Reaching across the linguistic divide in management and leadership education.

Linnander E, Nolna SK, Mwinsongo A, Bechtold K, Boum Y.
Lancet Glob Health. 2019 Sep;7(9):e1177

Listening to Understand: A Core Leadership Skill.
Baker EL, Dunne-Moses A, Calarco AJ, Gilkey R.
J Public Health Manag Pract. 2019 Sep/Oct;25(5):508-510

Story Circles, Changing Culture, and Deepening Leadership.
Martinez CC.
New Dir Stud Leadersh. 2019 Sep;2019(163):57-71.

Reimagining Leadership Development for Social Change Through Critical Dialogue Practices.
Nagda BRA, Roper LD.
New Dir Stud Leadersh. 2019 Sep;2019(163):117-136

Consumer and carer leadership in palliative care academia and practice: A systematic review with narrative synthesis.
Scholz B, Bevan A, Georgousopoulou E, Collier A, Mitchell I.
Palliat Med. 2019 Sep;33(8):959-968

 

Summertime August 2019 – views, news and articles

Leadership, Organisational development, Positive work culture, Quality Improvement, Tackling bullying, Workforce planning, , , , , , , , ,

News and blog posts

From Chief People Officer bulletin, 7 August 2019
A new NHS Leadership Compact
Andrew Foster, Chief Executive, Wrightington Wigan and Leigh NHS Foundation Trust
Excerpt from bulletin  “The Improving Leadership Culture workstream’s cross-system reference group, which includes expertise and experience from outside the NHS to test our thinking and expand our horizons, is providing invaluable guidance on a number of projects. The workstream is progressing leadership pathways and pipelines, a revision of our systems of regulation and oversight to support outstanding leadership, engagement with the system on the outcome of the Kark review, and a clear and aligned development and support offer for leaders and systems. Our cornerstone initiative is a new NHS Leadership Compact. This will be an agreement between board level leaders in provider organisations, commissioners and integrated care systems, and senior leaders — including regional directors in each of the national arm’s length bodies. It will include an expectation that these leaders create a similar compact to apply within their own teams and organisations. It will describe, on a single page, the agreement between senior leaders and be supported by a short document that describes the shared values, beliefs and behaviours that senior leaders agree are necessary to develop and sustain a compassionate, inclusive and positive leadership culture. We will be co-creating the Compact through an intensive period of engagement and iterative improvement between August and October 2019.”

NHS leaders and experts on building positive workforce cultures

Excerpt: “Henrietta Hughes, NHS national guardian, in an interview with Healthcare Manager highlighted a link between staff being able to speak up and an organisation’s CQC rating. She says, in trusts rated outstanding, managers are far more likely to encourage staff to speak up than in trusts rated inadequate.

In the interview, Henrietta mentioned the importance of freedom to speak up guardians working closely with managers and trade union representatives to identify issues within an organisation and escalate them, if required. Her call to leaders in the NHS was for them to be “genuinely interested in the views of all your staff, patients and carers. They’re bringing gifts of information that will help you fix and improve your systems.” ”

Excerpt: “In July 2019, Creating a culture of civility, compassion and respect was published. This report sets out the activity carried out by the SPF (Social Partnership Forum) and partner organisations since the launch of the call to action and SPF priorities for year three. These include:

  • continuing to encourage and support employers and trade unions to work in partnership to build positive workplace cultures
  • linking with NHS England and NHS Improvement in the initiatives they are progressing to tackle bullying in the NHS and make the NHS the best place to work
  • focusing on improving the experience at work for disabled, BAME and LGBT staff
  • addressing sexual harassment.

Why Leaders Shouldn’t Fear Changing Their Minds
Donald M. Berwick | Wednesday, July 17, 2019
Institute for Healthcare Improvement blog post

Do We Make QI Too Complicated?
By Karen Baldoza | Thursday, July 18, 2019
Institute for Healthcare Improvement blog post

Health Care Leaders and Their Boards: Partners in Culture Change
Sam Watson | Tuesday, July 16, 2019
Institute for Healthcare Improvement blog post

New Deputy Chief People Officer to help make the NHS the ‘best place to work’
NHS England and Improvement has appointed Professor Em Wilkinson-Brice as deputy chief people officer

Academi Wales Summer School 2019
Blog post from Jo Hicks, Academi Wales Director
Excerpt from email “Over 200 delegates from 72 organisations gathered in Lampeter from 24-28 June 2019 for the 14th annual All Wales Public Service Leadership Summer School 2019. Summer School is an intensive residential learning experience and brings together leaders and managers to address key issues on a specific leadership topic. This year’s theme was ‘The Leadership Challenge – from efficient to exemplary’ “

£20 million funding to help 10,000 young people into NHS careers
Gov.uk news release
23rd July 2019

Leaders in Wigan Council recognised that to give staff agency to act they had to change attitudes to risk by changing the culture of the organisation
See The King’s Fund blog ‘We will back you’: a positive approach to risk
And A citizen-led approach to health and care: Lessons from the Wigan Deal, 
Published 26th June 2019

IF YOU HAVE MISSED THIS YOU CAN CATCH-UP ON DEMAND (Just register on the right hand side )
Compassionate and inclusive leadership:
Creating supportive leadership cultures to deliver on the NHS long-term plan
Webinar The King’s Fund , May 2019
The NHS long-term plan sets out a national vision for leadership that is both compassionate and diverse. This free live online event will explore the evidence base and what practical and behavioural changes are required now and over the next ten years to achieve that cultural change.

You will hear from local, national and international leaders about the actions required at every level of the care systems to ensure positive cultures in which staff are supported to work at their very best.

My Improvement Journey: Naomi Burden
The Health Foundation , 11th July
Naomi Burden shares how she has found her tribe within Q and encourages fellow AHPs to join the newly created Allied Health Professions in QI Special Interest Group.
“I’ve been working with fellow AHP colleagues in Q to establish an AHPs in QI Special Interest Group for the Q community. The first Q tweet about the AHPs in QI SIG generated a great level of interest: not that far off 1,000 engagements. There’s clearly a big appetite amongst AHPs working together on QI. ”

Healthcare Leader
latest issue online
Leadership is about having a vision – interview with Saffron Cordrey, Deputy Chief Executive of NHS Providers.

Report

Workforce Race Equality Standard 2018/19 
Published: 2 August 2019
Excerpt from press release webpage :

“This year’s data shows progress in Indicators 2, 3 and 4:

  • the likelihood of white staff being appointed from shortlisting is the same as for BME staff
  • the data tells us there is no difference in the likelihood of a BME colleague entering a formal disciplinary process compared to a white colleague
  • this year’s data shows that there is no difference in the relative likelihood of white staff accessing non-mandatory learning compared to BME staff

We still have lots of work to do in other areas such as ensuring BME representation at senior levels and reducing the gap in bullying and harassment. We will be developing a robust action plan with the Race Equality Network and other colleagues to raise and accelerate our ambition in achieving a fair and inclusive workplace.”

 

Journal articles

Millennial managers: exploring the next generation of talent
Gerard N
Leadership in Health Services 2019 June 28, 32 (3): 364-386
Survey data were collected from 107 millennials pursuing bachelor degrees in healthcare management by using a modified version of the multidimensional work motivation scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and with various patient populations. Correlational analyses were conducted to examine the relationship between types of motivation and workplace preferences. Cross-cultural differences were also examined within this generational set. FINDINGS: Results indicate a significant positive relationship between intrinsic motivation and preferences for working on the payer side of the industry and within finance and IT functions. Findings also reveal a significant positive relationship between prosocial motivation and preferences for working with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of millennials suggests different upbringings, or alternatively, cultural relativity of the motivational constructs themselves.

Strategies to Recruit the Next Generation of Nursing Leadership Talent
Martin ER and Kallmeyer R
Journal of Nursing Administration 2018, 48 (7-8): 368-374
RESULTS: Respondents indicated 45% of the interventions have a moderate to high impact on their consideration for a position in administration. Statistical significance between generations was identified on 4 interventions related to work-life harmony. CONCLUSIONS: Fiscally conservative interventions exist to assist hospital administrators with succession planning among nurse managers. When recruiting Generations X and Y candidates, interventions supporting work-life harmony should be emphasized

Leadership styles’ influence on the quality of nursing care
Alloubani A et al
International Journal of Health Care Quality Assurance 2019 July 8, 32 (6): 1022-1033

Addressing Workforce Challenges in Healthcare Calls for Proactive Leadership
Parsons JE
Frontiers of Health Services Management 2019, 35 (4): 11-17

Turning the Titanic: physicians as both leaders and managers in healthcare reform
Grady CR and Hinings CRB
Leadership in Health Services 2019 June 28, 32 (3): 338-347

Leader’s integrity and employee silence in healthcare organizations
Erkutlu H and Chafra J
Leadership in Health Services 2019 June 28, 32 (3): 419-434
FINDINGS: The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. PRACTICAL IMPLICATIONS: The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence.

Developing effective nurse leadership skills
Denise Major, Deputy director of nursing, Salisbury NHS Foundation Trust, Salisbury, Wiltshire, England
Nursing Standard , Published online: 07 May 2019
Abstract : “Leadership is a role that nurses are expected to fulfil, regardless of their job title and experience. Nurses are required to lead and manage care as soon as they have completed their training. However, the development of leadership skills and the associated learning can be challenging, especially for less experienced nurses and those at the beginning of their careers. This article examines the importance of effective leadership for nurses, patients and healthcare organisations, and outlines some of the theories of leadership such as transformational leadership. It also details how nurses can develop their leadership skills, for example through self-awareness, critical reflection and role modelling.”

Gritty Leaders: The Impact of Grit on Positive Leadership Capacity
Psychol Rep. 2019 Aug;122(4):1449-1470
Schimschal SE and  Lomas T.

Workplace strategies to reduce pharmacy leadership burnout.
King E et al
Am J Health Syst Pharm. 2019 Jul 2;76(14):1007-1009

Embracing Diversity and Inclusion in Psychiatry Leadership.
Simonsen KA, and Shim RS.
Psychiatr Clin North Am. 2019 Sep;42(3):463-471

Advanced Leadership Training: Pursue an MBA or Other Advanced Degree?
Grigsby RK.
Psychiatr Clin North Am. 2019 Sep;42(3):439-446.

Books

Values-Based Leadership in Healthcare Congruent Leadership Explored
Stanley, D
Published June 2019
Sage Publications
“Stanley’s Values-Based Leadership in Healthcare proposes a bold new theory of leadership to help drive positive change in healthcare organisations. The theory of ‘Congruent Leadership’ is defined and presented through a series of corporate and clinical case studies and examples, which guide the reader through the possibilities for using their own values to inform best practice.”
Values-Based Leadership in Healthcare

Advanced Practice Nursing Leadership: A Global Perspective
Hassmiller, Susan, Pulcini, Joyce (Eds.)
Focuses on clinical, educational and policy leadership for APNs
Written by senior leaders and emerging or junior nurse leaders “in the spirit of mentoring and lifting up the next generation of APRN leaders.”

cover

Evidence-Based Leadership, Innovation and Entrepreneurship in Nursing and Healthcare: A Practical Guide to Success Paperback – 30 Nov 2019

by Tim Raderstorf (Editor), Bernadette Mazurek Melnyk (Editor)

March 2019 – check out what’s new on healthcare leadership this month

Leadership, Mentoring, Organisational development, Patient perspective, Staff engagement, Talent Management, Transformational research, Wellbeing, Workforce planning, , , , , , , , , , , ,

Richard Murray: ‘leadership is such a rare commodity – you need to nurture and support it’
Healthcare Leader, 13 February 2019
Excerpt from webpage “Deputy editor of Healthcare Leader magazine Angela Sharda talks to Richard Murray, chief executive of The King’s Fund about the long term plan, leadership, his hopes for the health sector and how the workforce crisis can be addressed.”

Compassion: your greatest leadership contribution?
The King’s Fund blog
Suzie Bailey, 25th Feb 2019

Amy C Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, will deliver a keynote at The King’s Fund  Annual (9th)  Leadership and Management Summit on 10 July 2019
Chapter 1 of her latest book “The Fearless Organization” , published in November 2018 free from Wiley here

Allied Health Professionals’ Careers Resource
Excerpt from website “This careers resource for AHPs identifies eight core areas that you could consider to develop your career, all whilst continuing your clinical practice. We’ve included insight from AHPs working within these areas, with voices from across all 14 allied health professions – plus useful information and links to resources to demonstrate the art of the possible for your career development”
The resource includes Managerial/Leadership – click on the circle in the blue planet picture  and then click on “Launch”

‘Is it necessary for all nurses to be mentors?’
Editorial by Jenni Middleton, Nursing Times , 20th March 2019
Plus 53 comments

The Kark review: what it means for leadership in the NHS
Hiba Mahamadi
Healthcare Leader, 8 February 2019
Excerpt from Healthcare Leader website “Carried out by Tom Kark QC, the review has suggested a number of changes designed to make the test more effective in ensuring that those in senior leadership positions in the NHS are qualified and equipped for the posts they hold.”

Support for care and health leaders
Local Government Association , February 2019
Various events and useful websites

Regional Talent Boards: Balancing a national approach to talent with regional priorities
Health Service Journal , 18th February
Hancock, Martin (Director of talent management at the NHS Leadership Academy)
The article sets out the core principles behind the Regional Talent Boards and what has been achieved so far, particularly in the Midlands Region and the East Region.

Derbyshire Patient Leadership Programme Safety & Improvement
FREE patient leadership programme for those patient leaders involved in patient safety, quality improvement and NHS data.
Outline of a new programme for 30 people in Derbyshire, over 4 days, 2 days in April and one day in July and October 2019

New Chief People Officer to help build the NHS workforce of the future
NHS England, March 1st 2019
Excerpt: “NHS Improvement and NHS England have appointed Prerana Issar to the role of Chief People Officer. The new position is part of the NHS Executive Group and will play a leading role in ensuring that NHS in England has enough people, with the right skills and experience to deliver the improvements for patients set out in the Long Term Plan.” “Prerana brings a wealth of expertise in leadership development and strategic talent management, as well as diversity and inclusion. She is a passionate and committed advocate for diversity at all levels and all jobs, and applies this lens to people-related decisions, policies and processes.”

Training routes into the NHS – Routes to support your traditional talent pipelines and workforce supply
NHS Employers Infographic , 14th Feb 2019

NHS Assembly
NHS England, March 1st 2019
Excerpt “The Assembly will be formed of around fifty individuals, drawn from national and frontline clinical leaders, patient leaders, staff representatives, health and care system leaders and voluntary, community and social enterprise sector leaders, who will bring their experience, knowledge and links to wider networks to inform discussion and debate on the NHS’ work and priorities.”
“Following a nationally-advertised recruitment process, Dr Clare Gerada has been appointed as clinical chair, and Professor Sir Chris Ham as non-clinical chair, of the NHS Assembly.”
“Building on the collaborative approach to developing the NHS Long Term Plan, published on 7 January, the Assembly will bring together a range of individuals from across the health and care sectors at regular intervals to advise the Boards of NHS England and NHS Improvement on implementation of the improvements it outlined.”

NHS Staff and Learners’ Mental Wellbeing Final Report
February 2019
Arising from the Commission on the mental wellbeing of NHS staff and learners. The Commission was led by Sir Keith Pearson, former Chair of Health Education England, and by Professor Simon Gregory, Director and Dean of Education and Quality, Midlands and East, as Programme Clinical Director.
……..short of time? executive summary here

Developing People Improving Care: short guides
NHS Improvement has “broken down the conditions of Developing People Improving Care into five short guides. Each guide explains how different organisations have put the conditions into action, to help you develop your own solutions.”

Contribute to the NHS Long Term Plan leadership development workstream
Faculty of Medical Leadership and Management, February 22nd 2019 

Exploit e-staff record to improve workforce planning, NHS Improvement tells physio leaders
Chartered Society of Physiotherapy
Seven steps in the guide, published by NHS Improvement on 19 February 2019

Bottom up working for effective place-based leadership
Blog by Kate Ardern, Director of Public Health at Wigan Council
NHS Confederation webpage, 7th March 2019
Kate explains what is being done in Wigan

Journal articles

Psychological Detachment from Work during Nonwork Time and Employee Well-Being: The Role of Leader’s Detachment
Sonnentag S and Schiffner C
Spanish Journal of Psychology 2019 March 1, 22: E3

Assessing Behavioral Styles Among Nurse Managers: Implications for Leading Effective Teams
Keogh TJ, Robinson JC, and Parnell JM
Hospital Topics 2019 February 4, : p1-7

The impact of informal leader nurses on patient satisfaction
Douglas Lawton T et al
J Nurs Manag. 2019 Jan;27(1):103-108

A Survey of Nurse Leaders to Explore the Relationship Between Grit and Measures of Success and Well-being
Seguin C.
J Nurs Adm. 2019 Feb 5

What’s in a Word? Qualitative and Quantitative Analysis of Leadership Language in Anesthesiology Resident Feedback
Arkin N et al
Journal of Graduate Medical Education 2019, 11 (1): 44-52

Transformative agency and tensions in knowledge management-A qualitative interview study for nurse leaders

Lunden A et al 
J Clin Nurs. 2019 Mar;28(5-6):969-979

Where philosophy meets culture: exploring how coaches conceptualise their roles
Watling CJ and LaDonna KA
Medical Education 2019 January 23rd 2019

Mindfulness in organizations (part 1): a critical literature review. 
Passmore, J.
Industrial & Commerical Training (2019) .Vol. 51 Issue: 2, pp.104-113

Mindfulness in organizations (part 2): a practitioners’ guide to applying mindfulness based approaches in leadership development, workplace wellbeing and coaching.
Industrial and Commercial Training. ISSN 0019-7858 (IN PRESS)

Existential leadership coaching in a medical partnership
Spencer ED and Albertyn R
Leadership in Health Services 2019 January 24, 32 (1): 69-82

Mastering Your Distinctive Strengths as an Introverted Nurse Leader
Wisser KZ and Massey RL
Nursing Administration Quarterly 2019, 43 (2): 123-129

New books

Leadership in Healthcare Delivering Organisational Transformation and Operational Excellence
Springer,  published 2 February 2019
Turner P
Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK.
Excerpt from website:

  • “Includes three essential characteristics of leaders and leadership that can be used for further research or adapted practice
  • Features leadership competencies from ‘best practice’ health organizations around the world
  • Acknowledges alternative views of leadership and the importance of follower engagement”

New Leadership For Today's Health Care Professionals by Louis G. Rubino and Salvador J. Esparza

New Leadership for Today’s Health Care Professionals: Concepts and Cases 
2nd Edition
published 5 Dec 2018
Chapter 1 (A call for new leadership in health care ) and chapter 2 (Developing healthcare Leaders) free – click on Sample Materials tab

 

December 2018 – new reports, books and journal articles

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

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

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

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

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

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

Excerpt “Key messages

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

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

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

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

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

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

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

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

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

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

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

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

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

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

New books

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

Cover for Transformational Leadership for the Helping Professions

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

Cover for Leadership with Impact

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

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

Discovering Leadership

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

journal articles

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

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

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

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

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

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

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

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

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

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

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

 

October 2018 – leadership articles in scholarly journals, and reports

Organisational development, Talent Management, Uncategorized, , , , , , , , ,

Open access articles

Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout
Sexton JB, et al.
BMJ Qual Saf 2018;27:261–270

Does Happiness Promote Career Success ? Revisiting the Evidence
Journal of Career Assessment, 2018, Vol. 26(2) 199-219
Walsh LC et al

Emotional Intelligence and its Effect on Performance Outcomes in a Leadership
Development School
The Journal of Values-Based Leadership, Volume 11, Issue 2 Summer/Fall 2018

Coworkers’ Perspectives on Mentoring Relationships
Group & Organization Management 2018, Vol. 43(2) 245–272

The role of eLearning in health management and leadership capacity building in health system: a systematic review
Human Resources for Health, 2018, 16:44

The Improving Global Health fellowship: a qualitative analysis of innovative leadership
development for NHS healthcare professionals
Globalization and Health (2018) 14:69

   Reports – all freely available

Clinician to chief-executive supporting leaders of the future
NHS Providers, published 10th Oct 2018
13 chief executives with a clinical background speak about the value this offers to executive director roles.

Diversity the new prescription for the NHS 
Fanshawe, S , March 2018
Diversity by Design/Good Governance Institute

The spread challenge
The Health Foundation , Sept 2018 
” This report shines a light on the challenges facing the NHS in improving the uptake of new ideas and practices, and the need for new approaches when developing national and local programmes to support the spread of innovation.”

Q: The Journey So Far
“Q is an initiative connecting people with improvement expertise across UK to foster continuous /sustainable improvement in health and care. This report reflects commitment of Health Foundation and NHS Improvement to share progress and learning from the initiative as it develops.”

Independent evaluation of the Q Improvement Lab
Rand Europe, Sept 2018 
“The first Q Improvement Lab (‘Q Lab’), funded by the Health Foundation and NHS Improvement, was launched in the spring of 2017. The aim was to test whether the Q Lab approach is likely to become an effective, valuable way of developing ideas or interventions to support positive change at multiple levels of the health and care system in the United Kingdom. The Q Lab is distinctive not only for its focus on
improvement but also for its concerns with UK health and social care issues.
RAND Europe and the University of Cambridge were commissioned by the Health Foundation to undertake a real-time, formative evaluation to support the Q Labs pilot. Starting in May 2017, the evaluation was conducted over 15 months. The evaluation team provided emerging findings and preliminary recommendations in an unpublished interim report in November 2017. In this final report, we draw on the interim report and consider the data collected since the beginning of the evaluation (from May 2017 to April 2018) to inform the findings and our recommendations.”

Quality improvement in hospital trusts: sharing learning from acute, community and mental health trusts.
Care Quality Commission, Sept 2018
Excerpt from foreword – “We think this report will be particularly valuable
to healthcare organisations considering adopting QI, particularly senior leaders committed to delivering sustainable high-quality care for patients.
This report is not a ‘how-to guide’, but uses the words of hospital staff and case studies of successful initiatives to share learning about trusts on a journey of QI – where curiosity and humility are essential improvement behaviours.
We describe what the organisations look like, rather than prescribing how to get there.”
“The report is based on interviews with trust staff from all levels, local QI teams and patient groups. We visited the six trusts to see their QI in action”.

Transformational Change through System Leadership 
Workshop dates in Feburary, March and May 2019
This programme supports senior cross-system leadership teams who are responsible for delivering major change programmes.

A year of integrated care systems: reviewing the journey so far
The King’s Fund , Sept 2018
Abstract  : “Report found that though these systems have only been in operation for a year, there are encouraging signs of progress. Evidence shows partner organisations and their leaders are working more collaboratively to manage performance/finances in way that was not happening previously.”

Leadership for improvement — board development programme
NHS Improvement
A programme to help NHS provider boards develop the knowledge and skills they need to lead and embed quality improvement (QI) at an organisational level — to be delivered between January 2019 and March 2020 .

TED Talks

TED Talks are influential videos from expert speakers on education, business, science, tech and creativity, with subtitles in 100+ languages
What does my headscarf mean to you ?
How to get serious about diversity and inclusion in the workplace 
The power of diversity within yourself 
How diversity makes teams more innovative 

Blogs , opinion pieces

Talking leadership with Suzie Bailey
https://www.kingsfund.org.uk/publications/talking-leadership-suzie-bailey
The King’s Fund

Thinking ahead: A review of support provided by employers to help staff plan for their future
https://www.ageing-better.org.uk/publications/thinking-ahead-exploring-support
Institute for Employment Studies

 Journal articles from PubMed

Promises and Pitfalls of Diversity Statements: Proceed with Caution.
Carnes M, Fine E, Sheridan J.
Acad Med. 2018 Jul 31.

What happens after prejudice is confronted in the workplace? How mindsets affect minorities’ and women’s outlook on future social relations.
Rattan A, Dweck CS.
J Appl Psychol. 2018 Jun;103(6):676-687

Using research evidence to inform staff learning needs in cross-cultural communication in aged care homes.
Gillham D, De Bellis A, Xiao L, Willis E, Harrington A, Morey W, Jeffers L.
Nurse Educ Today. 2018 Apr;63:18-23

Developing nursing leadership talent-Views from the NHS nursing leadership for south-east England. 
Cabral A, Oram C, Allum S.
J Nurs Manag. 2018 Sep 27

The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations. 
Al-Hussami M, Hammad S, Alsoleihat F.
Leadersh Health Serv . 2018 Oct 1;31(4):354-370

Self-leadership and stress among college students: Examining the moderating role of coping skills. 
Maykrantz SA, Houghton JD.
J Am Coll Health. 2018 Sep 26:1-8

Pausing for better leadership.
Cox S.
Nurs Manage. 2018 Oct;49(10):56

Thinking of Being or Becoming a Leader: Lessons and Quotes.
Ortiz MR.
Nurs Sci Q. 2018 Oct;31(4):379-383

Situational Awareness: A Leadership Phenomenon.
Parse RR.
Nurs Sci Q. 2018 Oct;31(4):317-31

Managerial leadership for research use in nursing and allied health care professions: a systematic review. 
Gifford WA, et al.
Implement Sci. 2018 Sep 27;13(1):127.

Leadership in interprofessional health and social care teams: a literature review.
Smith T, et al
Leadersh Health Serv 2018 Oct 1;31(4):452-467

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

Mentoring Aspiring Program Directors in Adult Cardiothoracic Anesthesiology-Perspectives From Program Directors Around the United States.
Capdeville M, et al
J Cardiothorac Vasc Anesth. 2018 Oct;32(5):2381-2394

Leadership Practices and Engagement Among Magnet® Hospital Chief Nursing Officers. 
Prado-Inzerillo M, Clavelle JT, Fitzpatrick JJ.
J Nurs Adm. 2018 Oct;48(10):502-507.

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

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 – November 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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