Category Archives: Patient perspective

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

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

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

 

First Knowledge Hub post of 2018 on new leadership resources

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     
an
d
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 – April 2017

New national head of NHS talent management appointed
Posted 22nd March 2017, NHS Leadership Academy announcing
Martin Hancock to take on the role.

Mindful nation UK
Report by the Mindfulness All-Party Parliamentary Group (MAPPG)
The Mindfulness All-Party Parliamentary Group was set up to: • review the scientific evidence and current best practice in mindfulness training • develop policy recommendations for government, based on these findings • provide a forum for discussion in Parliament for the role of mindfulness and its implementation in public policy

Next steps on the NHS Five Year Forward View (online view)
March 2017
Direct link to PDF
Executive Summary
The Five Year Forward View was published in 2014, this report looks at what’s been achieved in England over the past three years, and looks forward to 2019 and what can be implemented, with reflection on fact that “next year the NHS turns 70”.
Chapter 8 looks specifically at “Strengthening our workforce”
Excerpts: “The national leadership bodies will take action to implement the next steps of the ‘Developing People, Improving Care’ framework for improving leadership and improvement capabilities across the health and care system, with a particular focus on systems working, building improvement skills for staff at all levels, and compassionate inclusive leadership. The framework set out a number of immediate actions in 2017/18, including making available support for systems leadership development to each STP footprint, developing the role of local leadership academies, launching a system-wide programme to address discrimination against staff with protected characteristics, supporting organisations to improve talent management, and establishing a national support function for senior leaders. We are also developing specific improvement capability programmes for boards and executive teams and for primary care practitioners, and CQC and NHS Improvement are jointly creating a single ‘Well-Led’ Framework.”
“The NHS will become a better and more inclusive employer by making full use of the talents of its diverse staff and the communities it serves. On workforce race equality, over the next two years trusts are expected to show year-on-year improvements in closing the gap between white and BME staff being appointed from shortlisting, and reduce the level of BME staff being bullied by colleagues. The programme to improve the employment opportunities for people with learning disabilities will be expanded. And in 2018/19 over four-fifths of trusts, CCGs and national NHS leadership bodies will have set their baseline measurement for the new Workforce Disability Equality Standard and set out their first year action plan. The NHS will work actively with Government to safeguard and secure the contribution made by international nurses, doctors and other staff as the Brexit negotiations proceed.”
“By 2018/19, the CQUIN incentive payment will be paid to NHS providers that improve the health and wellbeing of their staff by 5% (on a 2015/16 baseline), as measured by the staff survey.” See ref  NHS staff health & wellbeing: CQUIN Supplementary guidance and  The King’s Fund blog post by Marcus Powell on March 23rd ,  A mixed bag of results from the NHS Staff Survey: “the NHS should regard the Staff Survey as an annual report on the quality of leadership within the service”.

Sending shockwaves through the NHS?
Ben Collin’s blog post, The King’s Fund , 24th March 2017
Ben sees a role for system leadership as 6-10 Sustainability and Transformation Plans are set to become Accountable Care Organisations (ACOs) or accountable care systems ending the purchaser-provider split, but the methods by which they will be held to account are still unclear as well as questions on patient choice. See also HSJ’s  First nine ‘accountable care systems’ revealed (March 31st 2017)

Sustainability and Transformation Plan Questionnaire Report
Faculty of Public Health
The UK Faculty of Public Health (FPH) undertook a survey of directors of public health (DPHs) to look at the public health aspects of STPs in England, early in 2017. An outline report was presented to the FPH Board in February 2017. This report presents more detailed findings.

NHS Women on Boards: 50:50 by 2020
Sealy, R (Prof)
Published by University of Exeter Business School in conjunction with NHS Employers and NHS Improvement.
Executive Summary and full breakdown of demographic data from 452 organisations, including arm’s-length bodies (ALBs), NHS trusts and clinical commissioning groups, analyzed regionally, by type of board role, and service type. Includes narratives from
– Kathy McLean, Executive Medical Director, NHS Improvement
-Alison Hill, Non-Executive Director, Royal Berkshire Foundation Trust
-Clare Panniker, Chief Executive Basildon and Thurrock University Hospitals NHS Trust, Mid Essex Hospital Services NHS Trust and Southend University Hospital NHS Foundation Trust
Excerpt from report’s conclusion and recommendations;
This report has endeavoured to start the collection of a complete and longitudinal dataset on the board composition of NHS trust, ALB and CCG boards in England, with a view to contributing to the overall aim to achieve gender-balanced boards – 50:50 by 2020. We need an additional 500 female-held board seats by 2020. If we use the EU Commission’s definition of gender parity of at least 40 per cent of each sex on each board, then there are still 209 boards that do not meet that target. Given the gender split of the NHS’s workforce, if we use our own definition of between 45-55 per cent of each sex, then there are almost 300 organisations who need to pay attention to their gender composition. The scale of the task is stretching but doable: 1-2 more women per board. However, there is a real imbalance in certain roles. While we have a very high percentage of chief nurses, we need more specific research and data on why there is a dearth of women in other roles, (particularly chief financial officers and medical directors). Are women applying and not getting jobs, or are they not applying? If not, do we have a supply problem, or is it a demand problem? Where we know we don’t have a supply problem in terms of availability of competent women eg for non-executive director positions, what is not attractive and/or what is not being recognised? A very helpful meeting was convened in January 2017 with all the major search firms operating in the NHS, and a number of actions were agreed: In addition, it is incumbent on board chairs to insist that they get top-quality female candidates from their search firm or other sources, providing a broad search covering private, public and tertiary sectors.
Footnotes  include several key references .
The standard voluntary code of conduct for executive search firms

The NHS sets leaders up to fail – and then recruits more in the same mould
Guardian Healthcare Network – news from the NHS Frontline
Monday 27th March 2017
Blog opinion post (anon) regarding a shift in leadership characteristics needed, away from business skills to softer skills encompassing staff engagement and partnership working.
Excerpt: ” The NHS cannot afford to lose a swath of senior managers. Many of these people could develop the skills we need, we just need to help them to do so. After all, we require doctors and nurses to refresh their skills regularly, revalidating their qualifications; and these days, the disciplines of management and leadership are changing just as fast as medical practice”.

A Masters degree to grow hospice leadership
For information about the Hospice Leadership and Management module at Cass Business School (part of City University London ), and how to apply for a £4k Hospice UK bursary, see the Leadership and Management Development pages of the Hospice UK website.

Visibility Generates Trust: Walking the talk as an inclusive leader
Bobbie Petford of Walsall Healthcare NHS Trust on the value of  staff networks  as for example  lesbian, gay, bisexual and trans (LGBT+) staff networks. Excerpt: “Successful staff networks need sponsorship from the organisation’s executive team and adequate resourcing. They also work best where reciprocal participation, accountability and co-production involves members, the organisation and the public. The benefits for all concerned are shared expertise, critical friendship, and improved staff wellbeing and patient care.”

Second podcast on inclusive leadership in the NHS
3rd April 2017
Jackie Daniel, Chiief executive, University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) talks about the  practical side of inclusive leadership.

19 in-depth interviews with ward leaders and modern matrons – how do they perceive their leadership role and lead improvements in the quality of care ?
Tensions within management roles in healthcare organisations
Nursing Management Vol 24, Issue 1 (Mar 2017): page 31.
Scott A and Timmons S

Does leadership style of modern matrons contribute to safer and more effective clinical services?
Nursing Management 2017 Vol 24: Issue 1 , p21 -25
Hill, B
(Reflections from a Matron for airway, ear, nose and throat, and reconstructive plastic surgery, Imperial College Healthcare NHS Trust)

New book: The essentials of nursing leadership
Authors : Ruth Taylor and  Brian Webster-Henderson
Sage Publishing
Key features include (taken from Publishers website for the book):

  • Real life focus, grounded in everyday practice, with lots of case studies and examples to help students see how theory relates to practice
  • Activities to help students reflect about their own practice, and about themselves as leaders
  • Video interviews with nurse leaders and students on the companion website
  • Further reading and links to journal articles in both the book and the companion website help students delve deeper and prepare for assessments.
  • The Essentials of Nursing Leadership

 

Staying for the long haul? Thinking about retaining talent earlier on as part of talent management
Meaningful interviewing for retention
Nursing Management;  Vol 48. Issue 3      Mar 2017): p7.
Widman, K et al

Technical Guidance for the NHS Workforce Race Equality Standard (WRES)
March 2017
Prepared by Dr Habib Naqvi, Roger Kline, and Saba Razaq
This document updates both the March 2016 version of the Technical Guidance for the NHS Workforce Race Equality Standard, and the July 2015 Supplementary Technical Guidance: Clinical Commissioning Groups and the Workforce Race Equality Standard.
Want the literature ? To assist the development of good practice the WRES Implementation Team has undertaken a significant amount of work (field work and literature search) to identify the shared characteristics of effective interventions against each of the WRES indicator and across organisations as a whole – looking at good practice in the private sector, other parts of the public sector, and within the NHS itself. The results of this  work will be shared from spring 2017 and should further assist organisations’ WRES action plans, which in turn will be evidence-based.

BMJ Leader – Volume 1, Issue 1
Welcome editorial from Stephen Powis and James Mountford

How expert mentoring can pave the way to successful leadership
Teaching associate. School of health sciences, University of Nottingham
Assistant professor. School of health sciences, University of Nottingham
Associate professor. School of health sciences, University of Nottingham
Nursing Children and Young People, April 2017, Vol 29, issue 3 pp20-22
Excerpt from abstract: “A pioneering module developed at the University of Nottingham brings together nurses at the top of the profession with those on the threshold of careers in nursing children”

Equipping future doctors: incorporating management and leadership into medical curriculums in the United Kingdom
Sonsale, A and Bharamgoudar, R  Affiliated to
 Franklin-Wilkins Building, King’s College London, London, UK.
 Imperial College London Business School, London, UK.
Perspectives on medical education6.2 (April 2017): 71-75.

Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams
Forsyth, C and Mason, B
Journal of interprofessional care31.3 (May 2017): 291-299.
Excerpt from abstract: “An online survey was responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England”. Professionals responding to survey were psychiatric nurses, clinical psychologists, consultant psychiatrists, occupational therapists, and social workers. The authors “predicted that psychologists, social workers and occupational therapists would report greater agreement with shared and distributed leadership  when compared with consultant psychiatrists”, the latter have been found in their literature review “to work in a directive manner and view leadership as a prominent part of their role in teams”. “The current study reaffirms previous research that has demonstrated it is possible for clinicians to hold strong dual identifications with their teams and professions in situations when the level of professional threat is low.”

Future leaders course prepares nurses for the top
Jones-Berry, S
Nursing Standard. April 2017, Vol 31, issue 33, 12-13
11 nurses were selected for the master’s level course for deputy chief nurses ( launched at London South Bank University) .The course is a collaboration between NHS Improvement (NHSI) and Health Education England and aims to prepare participants to move up to chief nurse roles within 12-18 months. Although there will be fewer director of nursing posts as organisations merge the course participants think their futures may lie in becoming directors for sites within organisations as health and social care organisations merge. A fresh intake is confirmed for the course running from April to October 2017.NHS Improvement (NHSI) says there are 15 places available in the new cohort for the aspiring nurse directors’ course, and 15 places on the aspiring deputy nurse directors’ course.

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy
Booth L, Henwood S, and  Miller PK.
Radiography (Lond). 2017 May;23(2):125-129
Excerpt from abstract : “Using a qualitative-thematic approach, the leadership-related experiences of a purposive sample of six participating Consultant Radiographers are explored, alongside the systems through which they evaluated how successful they had been as leaders.”

Ambition London Toolkit 
Skills for Health  released this toolkit on 4th April 2017
This toolkit aims to ensure that a standardised high quality information advice and guidance is available for people who are looking to join the health and care sector.

 

Latest news – March 2017

Valuing your talent
New website from collaboration between UKCES, CIPD, CIMA, CMI and Investors in People designed to encourage organisations to understand and measure the impact of people on organisational performance and thereby realise the full potential of their workforce.
Development of “Valuing your Talent Framework” from the About People Analytics section.
Latest research reports (links to PDFs from website)
People measurement and reporting: from theory to practice
Reporting human capital: illustrating your company’s true value
Managing the value of your talent
Get involved in the collaboration here 

The two sides of diversity-which are the most ethnically diverse occupations?
Report by thinktank Policy Exchange , March 2017, see also their Integration Hub , a source of information on ethnic integration across five distinct themes – Residential Patterns, Work and Welfare, Society and Everyday Life, Education, and Attitudes and Identity. Link to the March 2017 McGregor-Smith Review on ethnic-minority progression in the workplace, the Government’s response and the Policy Exchange’s response to the McGregor-Smith Review by Richard Norrie

STPs: a call for ‘extraordinary’ leadership
Blog post by  Marcus Powell, Director, Leadership and Organisational Development
March 13th 2017 

Rome wasn’t built in a day – and neither is a good leader!
Blog post by Chris Lake, Head of professional development, NHS Leadership Academy, 17th March 2017

In search of the best available evidence
CIPD Positioning Paper, Dec 2016
Report was written by Jonny Gifford, the CIPD’s Adviser for Organisational Behaviour.  It relates in part to two rapid evidence assessments (REAs) carried out for the CIPD by the Center for Evidence-Based Management (CEBMa). The REA findings are published as a main report : Could Do Better ? Assessing what works in performance management(Gifford 2016) and two technical reports on : goal setting and performance appraisal respectively (Barends et al 2016a, 2016b),
Contents;
Leading practice or fads?
What’s the risk?
The allure of ‘leading practice’ case studies
Picking and choosing research
Enter evidence-based practice
The hierarchy of evidence
The need for multiple sources
Accessing and assessing the best evidence

The five challenges of asking, ‘how am I doing?’
Blog post on Clore Social Leadership webpage, Feb 22 2017

Leadership: Holding boundaries
Blog post on Clore Social Leadership webpage, March 6 2017

‘To get to the top you must be prepared to take risks’
Nursing Standard , Volume 31, Issue 26, p38-39 [Published in print: 22 February 2017]Mary Mumvuri (Executive Director of Nursing & Governance, Kent and Medway Partnership Trust) talks about her experiences and success. 

What can we learn from leadership in the third sector? 
10/02/2017 blog post on Faculty of Medical Leadership and Management
Ashling Lillis explains about leadership within Macmillan Cancer Support . applicable to medical professionals across the Third Sector .
(Macmillan became the first Third Sector provider to host a clinical fellow on the National Medical Director’s Clinical Fellow Scheme through FMLM).
Excerpt from Lillis, A blog – “Macmillan’s leadership model is based around creating these ‘communities of influence’ to enable and encourage change from the ground up. This work builds on the established model of communities of practice and evolved from Macmillan’s work with patient representative groups”.

Seventh annual leadership and management summit
The King’s Fund , 9th May 2017

10 charities have won 2017 GSK IMPACT Awards for their outstanding contributions to improving the UK’s health and wellbeing
The Cascading Leadership programme enables high-performing GSK IMPACT Award winners to share their learning and skills with the wider voluntary and community sector to further develop leadership within the sector. GSK and The King’s Fund, in partnership with Comic Relief, manage the programme. Following the successful pilot in Scotland, the Cascading Leadership programme is now being rolled out across the UK.

Being the change you want to see 
Leaders in health and care contribute their own personal and professional experiences to mark LGBT+ history month.

NHS Working Longer Group
New webpage from NHS Employers , resources for managers and staff, released Feb 2017
Tools and resources section here 

J Health Organ Manag. 2017 Mar 20;31(1):54-63.

Barson S, Doolan-Noble F, Gray J, Gauld R.
This is a study by 3 authors in New Zealand. Excerpt from abstract: ” The interviews provide a rich source of information on critical success factors. The themes largely correspond with MUSIQ (Model for Understanding Success in Quality), reinforcing its robustness. An important factor emerging from the interviews was the importance of engagement with patients and families in QI, and this needs consideration in seeking to understand context in QI.”

Lord RG, Day DV, Zaccaro SJ, Avolio BJ, Eagly AH.
Research into leadership in a historical context .
Excerpt from abstract : “Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership.”

Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams
J Interprof Care. 2017 Feb 28:1-9. 
Forsyth C, Mason B.
Article based on data collected from an online survey responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England. The findings suggest that strong professional identifcation and team identifications are “likely to be conducive to clinicians supporting principles of shared leadership”.

From staff nurse to nurse consultant Clinical leadership part 10: supervision
British Journal of Nursing, 2017, Vol 26 Issue 2 , page 120 (Go to Sign In, and choose Sign In via OpenAthens if you are a member of NHS staff)
From staff nurse to nurse consultant: Clinical leadership part 11: leadership and training
British Journal of  Nursing, 2017 Feb 23; Vol 26(Issue 4):page 248.
Both articles by Fowler J.

Study of first year medical students’ experiences of attending a leadership and management course hosted by a British Army Reserve Field Hospital, and developed in partnership with Liverpool University. 244 students submitted a 1000-word structured reflective learning assignment each, about their reaction to, learning from and any behaviour and attitude changes as a result of, the training. These were then analysed thematically.

An Examination of the Self-directed Online Leadership Learning Choices of Public Health Professionals: The Maternal and Child Health Public Health Leadership Institute Experience.
J Public Health Manag Pract. 2016 Dec 16.
Fernandez CS, Noble CC, Jensen ET.
Excerpt from abstract: “The 5 most frequently selected module topics were employee engagement (87.2%), talent acquisition strategies (84.4%), employee motivation (79.8%), emotional intelligence (78.9%), and workforce development strategies (68.8%). The least accessed topics focused on cultural competence (15.6%), social marketing (25.7%), effective communication and advocacy (25.7%), family partnerships (25.9%), and creating learning organizations (31.2%).”

Shortened version here
Comments on leadership from webpage  ” STPs have struggled with a lack of authoritative leadership. They are a conglomeration of health and social care bodies rather than legal bodies in their own right. Each organisation within the STP has its own statutory responsibilities and is held accountable to its own regulatory bodies. This presents challenges to collaborative working when organisation-level interests conflict with those of the STP as a whole. Local leaders are unclear as to what extent they can lawfully collaborate without breaching competition legislation. Having different funding streams for different organisations makes it difficult for local leaders to move the money to where it will have the most impact.”

TWO REPORTS from YOUTH HEALTH PARLIAMENT

Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective
Journal of Organizational Behavior;  Vol 38 Issue 3 (Mar 2017): 327-350.
Montano, D; Reeske, A;  Franke, F; and Huffmeier, J
Study was a meta-analysis of 144 included articles from PubMed (PMC), PsycINFO, PsycARTICLES, PSYNDEX (EBSCO), and WISO: Wirtschaftswissenschaften (a German business database). Excerpt from abstract and full text: “results reveal that transformational leadership, a high quality of relations-oriented and task-oriented leadership behavior, as well as a high quality of leader-follower interaction are positively associated with mental health”. “the ndings of recent reviews indicate that, from an occupational health perspective, leadership is not a neutral element.”

Conversation at Work: The Effects of Leader-Member Conversational Quality
Communication Research; Vol 44 Issue 2 (Mar 2017): 177-197.
Jian, G and Dalisay F
The authors state that “this study offers concrete behavioral guidance”. First, managers should be mindful that there is a greater demand (planning, dedicated time, and focus) on conversations with employees with regard to non-routine task assignments and role negotiations. And secondly, the authors postulate that the addition of conversational training to corporate training curricula as a valued skill is warranted.
See also winning essay in the 2016 Roffey Park and HR Magazine essay competition entitiled “Mastering conversation” by Cosgrove, E and Hope S. (registration for download required)

 Unlearning established organizational routines – Part I
The Learning Organization, 2017, Vol. 24 Issue 1, pp.13 – 29
Fiol M and O’Connor E
Unlearning established organizational routines – Part II
The Learning Organization, 2017, Vol. 24 Issue 2, pp.82-92
Fiol M and O’Connor E
Excerpt from abstract : The purpose of Part II of this two-part paper is to uncover important differences in the nature of the three unlearning subprocesses, which call for different leadership interventions to motivate people to move through them. The three processes are identified as 1. initial destabilization of old routines 2. ongoing discarding from use of the old and experimenting with the new; and 3. developing new understanding and releasing the old. Support from leaders and the need for transformational leadership are identified.
See also
How to unlearn and change – that is the question!
The Learning Organization, 2017 , Vol. 24 Iss: 2, pp.127 – 130
Rupčić N,

Reshaping the non-medical workforce
“Signposts to a number of case studies and resources that you may find helpful” .
NHS Employers website, 6th March 2017

  • Developing the support workforce
  • Extending the scope of roles
  • Developing advanced practice roles
  • Creating the conditions for change
  • Help spread the learning further.

NHS European Office – sign up for Brexit news straight to your in-box here . Link to first issue
“This bulletin from the NHS European Office will bring you regular updates on the key policy announcements and help you keep up to date with how Brexit will impact the wider health and care system. Access resources and podcasts, and get the view from key leaders in the UK and Europe in a series of Brexit voices blogs”. Other sites of interest: NHS Employers Brexit and the NHS Workforce , CIPD Brexit Hub a website of resources :Brexit impact on workforce trends, effects on employment law and immigration policy, managing and communicating change, and infographic 

How Leadership Experience Affects Students
Harvard Business Review – research article , February 2017

Latest News – November 2016

If you didnt manage to get to the conference …….here is a
Round-up from Leaders in Healthcare conference, Tues 1st Novembertick
BMJ 2016;355:i5977
The Leaders in Healthcare 2016 conference was organised by the Faculty of Medical Leadership and Management and The BMJ, and held in Liverpool on 31st October to 2 November  . Summary of the conference’s highlights.
From FMLM’s own website – conference picture gallery and editorial and Leaders in Healthcare – All things primary care 

Take me to your leadertick
Parker J ,  Fenton B and Custance M
Excerpt from KPMG report release webpage
This 2016 report into collaboration in UK healthcare explores what makes collaboration successful and what prevents it. To investigate, we’ve asked the views of a number of NHS CEO’s and have interviewed several prominent industry figures.
With some key themes emerging from the report, it is clear that there is significant support for the concept and benefits of collaboration and an appreciation of the difficulties in making it a reality. Some of the stand-out statistics from the study include:

  • 68% of respondents felt that the future is all about collaboration and that competition is dead;
  • 60% said that there are too few good leaders in the NHS;
  • 64% said that the single biggest barrier to effective collaboration between organisations is individual bias and politics.

A randomised study of leadership interventions for healthcare managers119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); pound-signp. 358-376
Lornudd C; Bergman D; Sandahl C; von Thiele Schwarz U
NB Leadership in health services is available via NHS Athens but there is a 12 month embargo.
The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers ( n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. No difference in outcomes was found between the two different interventions.
Excerpt from abstract:
This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.

What Works: The trillion dollar quest (PDF of report)tick
Report by Britnell M (Chairman and Partner Global Health Practice) et al , KPMG in the UK
Tweeted by KPMG International on 31st October 2016

Excerpt:  The findings of this study were generated through triangulation of three parallel research methods:

  • A systematic review of the academic literature on management and leadership development to identify the strength of evidence for payback.
    1049 articles were initially reviewed, of which 32 looked in detail at the question of return on investment from healthcare management development, the key messages from which are summarized in the following report.
  • Expert insights from people with significant expertise running multiple or large scale management and leadership development programs in healthcare. This included interviews with 22 organizational leaders and KPMG development professionals. A half day workshop was also held with 12 faculty members from the Harvard TH Chan School of Public Health and two large tertiary/quaternary healthcare providers.
  • A global search for innovative and successful case studies of management and leadership development in the health industry. A two-way selection process was followed: to contact organizations that were regarded as industry-leading and ask about their development programs, and a ‘bottom up’ process whereby experts were asked to identify organizations whose approaches they saw as ‘world leading’.

Data and lessons from the three streams were analyzed through a thematic synthesis process, with key conclusions summarized in the  report. Links to summaries and commentaries:
Healthcare is changing, so must managers and leaders
Management and leadership development in healthcare
The six rules of good healthcare management and leadership development
Understanding the challenge

Leadership and Management Standards for Medical Professionals (Second Edition) 
Faculty of Medical Leadership and Management , 2016tick
Excerpt: The standards are articulated as a set of core values and behaviors designed to work across all levels. Building on suggestions from the consultation in 2014, FMLM has identified the core values and principles expected of doctors as leaders and reworded the behavioural statements to ensure they are observable, measurable, and assessable, while allowing scope for personal development.

Saving lives: A meta-analysis of team training in healthcare
Journal of Applied Psychology,  2016 Sep; Vol 101(issue 9):1266-304119710687050730804piotr_halas_padlock.svg.hi
Hughes AM, Gregory ME, Joseph DL  et al
A meta-analysis of  129 eligible studies, the authors used Kirkpatrick’s training evaluation criteria (reactions, learning, transfer, results) to answer the following questions:
Is team training in healthcare effective? Finding : yes team training is effective
Under what conditions is healthcare team training most effective? Finding: training design and implementation, trainee characteristics and work environment do not influence team training effectiveness, though feedback appears to decrease its effectiveness.
How does healthcare team training influence bottom-line organizational outcomes and patient outcomes? According to a commentary by Michael West,  the authors found that team training can reduce patient deaths by 15 per cent and medical errors by 19 per cent.

Integrating Cross-Cultural Competencies into leadership development119710687050730804piotr_halas_padlock.svg.hi
TD: Talent Development; Nov 2016; vol. 70 (no. 11); p. 54-58
Woodland, T

Current NHS leadership ‘most general practice-friendly ever’, says top GPtick
GP: General Practitioner; Oct 2016 ; p. 1-1
Bostock  N

Leadership in practice: an analysis of collaborative leadership in the conception of a virtual wardtick
Nursing Management – UK; Oct 2016; vol. 23 (no. 6); p. 30-34
Stockham, A
Excerpt from abstract: This article describes how collaborative leadership was used to successfully implement a virtual ward in the primary care setting in south-east Powys, Wales. The author describes the leadership style and addresses strategies used to manage the change process. The journey demonstrates how collaborative leadership and working collectively enabled a new service to be developed

Leadership Development Through Online e-Portfolio Creationpound-sign
OT Practice; Nov 2016 ; p. 29-31
O’Brien, S P and Hight, J

Facilitating guided reflections on leadership activitiestick
Medical Education; Nov 2016; vol. 50 (no. 11); p. 1149-1150
Wagenschutz, H et al 

Using Reflective Practice in a Leadership Coursepound-sign
Nurse educator; Oct 2016
Tesh AS; Kautz DD

Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs119710687050730804piotr_halas_padlock.svg.hipound-sign
Hospital pharmacy; Sep 2016; vol. 51 (no. 8); p. 635-638
Chappell A; Dervay K
NB Hospital pharmacy is available via NHS Athens but there is a 12 month embargo.
Excerpt from abstract : Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training.
(This idea is being used at Tampa General Hospital, USA) 

The need for leadership training in long-term care settings119710687050730804piotr_halas_padlock.svg.hipound-sign
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); p. 354-357
Davis JA
NB Leadership in health services is available via NHS OpenAthens but there is a 12 month embargo.

What if NHS leaders were more representative of patients and staff?tick
BMJ (Clinical research ed.); Nov 2016; vol. 355 ; p. i5828
Nath, Vijaya

Inquiry on maximising the contribution of NHS non-clinical staff – Final Report 
HSJ and Sercotick
November 2016
Report based on five workshops attended by a broad range of NHS staff , sessions at HSJ Summits at venues across England, and follow up sessions between March and October 2016. During the work contributing to this Interim Report, participants agreed that some simple self-assessment questions might help organisations and system leaders to focus on the issues around the non-clinical workforce. These are the questions.

Questions for organisations

  • How valued do our support/non-clinical staff feel? How do we know this; who feels most valued and who least; and what do we do about this?
  • Do we understand the value these staff provide, and not just the overhead cost they represent? How do we measure it?
  • Do we help these staff understand how they contribute to patients’ experience, outcomes and good use of resources? How can we be sure?
  • How do we provide career development opportunities and skills aligned to future needs of the organisation/system? How are career development plans organised to ensure we get the staff we need at the right time?
  • What are our measures of job satisfaction and staff engagement, and how do we plan to enhance attention of HSJ readers on their value, at a time of economic stress getting more intense?
  • How are we actively challenging upwards to system leaders around the strategic vision for this part of the workforce?
  • How does our board present its views on the value of these staff internally and to the wider world, articulating and celebrating contribution of this group? If the answer is by awards, what is the ratio of celebration of clinical/ medical staff to non-clinical staff?
  • How will we evaluate (in a proportionate but meaningful way) emerging new support roles?
  • Given the Carter agenda on cutting the cost of back office, how will we evaluate the impact of taking staff down a couple of grades on service, colleagues, outcome for staff and public and patients?
  • Carter and procurement – fantastic, but where is national procurement expertise and leadership and change in behaviour, and procurement development plans locally? Where are workforce, skills etc?
  • How have we engaged the non-clinical workforce that supports clinical workforce effectively and efficiently?
  • Given tight finances, is our use of non-clinical staff as efficient as it can be, within the constraints?
  • What are the implications of choices based on lowest-cost in staff engagement and quality?
  • Are we involving these staff and getting the best value from their contributions and insights into how to improve care?

Questions for system leaders

  • Do our narratives about change highlight the importance of all parts of the NHS workforce, including those who support and enable the work of clinicians?
  • How are we ensuring providers and commissioners are collaborating to develop this part of the workforce in tandem with reform plans?

Reflections on leadershiptick

‘Mind the Gap’ by Maggie Woods (Lead Consultant Thames Valley and Wessex Leadership Academy)

Mind the Gap”

I had the privilege to hear Dame Ruth Carnall talk and reflect on her career in the NHS. She talked about some of the challenges that she had faced, and also the future challenges that NHS leaders face.

The new structure of the NHS provides us with lots of opportunities, but also challenges. I have myself struggled to understand how the new system will work and I have noticed that since the changes there have been times when I have become focused on the day to day workload and delivering my personal objectives.

If we are to meet the needs of our population in terms of health and social care provision within the much talked about financial challenges, the one thing that most of us would agree is that we need to integrate more. My reflections when working with teams is that there can often be mistrust of other teams within the system and assumptions made about the other team’s motives.

My belief is that everyone in the health and social care sector has similar values and beliefs about improving health and wellbeing of our population.  It is why we all do what we do. We come to work to make a difference. The opportunity for us now is to look up, to work across the gaps in structures and to enter each interaction with the understanding that we all trust each other.

Our academy is working with leaders across health, social care, the voluntary sector and with citizen groups to look at ways that we can empower our communities. The aim is to reduce dependency on health and social care services by listening and designing services with patients and citizens.

This new style of leadership programme “ Leading Empowered and Health Communities “ is built on the value of co-production- it feels like a good place to start to close the gap.

Personal, fair and diverse campaigntick
Relaunch of this campaign with a new facebook page
The Facebook group which goes live on 21 November at 12 noon will give the chance to be part of a wider conversation, sharing stories, learning, best practice and ideas with other organisations in the NHS and other PFD champions. The group is a closed group just for champions to discuss PFD related work in a safe environment.
To become a champion, follow on twitter @NHSE_Diversity using #PFDchamps or join our new closed Facebook group. For more information about PFD champions there is a personal, fair and diverse NHS web page.

What the system can do – The role of national bodies in realising the value of people and communities in health and care tick
Published November 2016
Wood S and Henderson S and colleagues at the Health Foundation
Excerpt from Executive Summary : This report – produced as part of the Realising the Value (RtV) programme – focuses on how national bodies can best remove barriers to progressing person- and community-centred approaches for health and wellbeing. It reviews the range of mechanisms (often called system levers) national bodies use to influence health and care services to achieve policy objectives, and the impact these have on person- and community centred approaches for health and wellbeing. It suggests what national bodies might best do to help implement and spread these approaches, including the five approaches that the RtV programme focused on: self-management education; peer support; health coaching; group activities; and community asset based approaches.
See also:
Making it happen: Practical learning and tips from the five Realising the Value local partner sites , published November 2016 by Ejbye J and Holman A and Realising the value Ten key actions to put people and communities at the heart of health and wellbeing (This report was written by Annie Finnis, Halima Khan and Johanna Ejbye ( Nesta) , Suzanne Wood, ( the Health Foundation) and Don Redding, (National Voices)

Health as a social movement tick
Published by Nesta (an innovation charity), Sept 2016
Del Castillo J, Khan H, Nicholas L  and Finnis A
Looks at the role of facilitative leaders in bringing about change inside and outside the NHS for the benefit of people’s health

The future of commissioningtick
by NHS Clinical Commissioners-the independent collective voice of clinical commissioning groups, October 2016
Excerpt: The unique value of CCGs is their combination of credible clinical leadership, expertise and local knowledge of the communities they serve. This local dimension must not be lost as new models of care and new commissioning relationships and footprints take shape. We recognise that clinical leadership is instrumental to the health and care system across the commissioner-provider spectrum, but this system-wide participation has an unavoidable consequence of potential competing interests.

 

Latest news – Summer 2016

Sustainability and Transformation Plans (STPs) explainedtick
The King’s Fund, 24th August 2016
Content: What are STPs, What do they mean for the NHS?, Will they deliver benefits for local populations? Where next?
In addition (excerpt)
“The King’s Fund is also carrying out research to track the development of STPs in four parts of the country. Its purpose is to understand how STPs are being developed and what lessons can be learnt for local areas and national policy-makers”. The “research will focus primarily on how STPs are being developed – in other words, the process of developing them – rather than on the detail and content of the plans themselves.”

Building Future Leaderstick
Institute for Healthcare Management
July 2016
Results of a snapshot survey of students on healthcare management and leadership courses in the UK.
Key findings (excerpt):
“The key findings were: a) Aspiration to top-level positions remains high among heath and care management and leadership trainees. Aspiration is highest among those on formal NHS leadership pathways, and female and BAME managers are just as or more likely to aspire to senior positions than their white male counterparts. b) A desire to implement change is the biggest motivation for the overwhelming majority of aspiring health and care leaders. However, a significant minority do not feel they will actually be empowered to do so. c) The biggest deterrent factor for those who do not aspire to top-level positions, and the greatest barrier perceived by those who do, is the unrealistic demands placed on health and care service delivery with currently available resources. d) High turnover and vacancy rates for senior positions are not in themselves significant deterrent factors for future health and care leaders. e) Few trainee managers see a clear career pathway to the top level. This is a particular area of concern for experienced managers who have a great deal to offer, but did not get onto formal NHS leadership pathways on the ground floor. f) Half of trainee managers say health and care leadership does not reflect the diversity of the workforce, and only 15% believe it is as easy for BAME managers to reach senior positions as it is for their white counterparts. g) Aspiring health and care leaders believe they need to develop greater political skills in order to provide effective leadership in the current climate, but are lacking in confidence that they will receive the necessary training in this area”.

Talking leadership: Sarah Massie on developing compassionate leadership through mindfulnesstick
The King’s Fund blog post, 26th July 2016

First and foremost, physicians: the clinical versus leadership identities of physician leaderspound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 711-728,
Quinn, J F; Perelli, Sheri
Excerpt from PubMed abstract  “Phenomenological interviews were performed with 25 physicians at three organizational levels with physicians affiliated or employed by four hospitals within one health care organization in the USA between August and September 2010”

Women physicians as healthcare leaders: a qualitative study.pound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 648-665
Roth, V et al
A cost/benefit analysis of women taking leadership roles in healthcare

Leadership – how can we prepare for the unexpected?tick
Vyas, N
The Huffington Post, 23rd August 2016
A look at how mindfulness can be used by leaders to remain resilient in times of volatility, uncertainty, complexity and ambiguity.

Book: Mindful Leadership: A Guide for the Health Care Professions (Table of contents and sample chapter) tick
Johns, C (Christopher Johns is Professor of Nursing, University of Bedfordshire and Visiting Professor, Christ Church, Canterbury University, UK.)
Palgrave Macmillan
Book review in RCNi by Helen Barlow 

Mindful Leadership

Catch talented leaders early, says chief nurse119710687050730804piotr_halas_padlock.svg.hi
Nursing standard (Royal College of Nursing ), Jun 2016, vol. 30,
no. 43, p. 13
Commentary on gender imbalance at senior nurse level by Chief Nurse as found by report by job agency Ranstad Care(June 2016)
Assessing the lack of senior opportunities for women in nursing tick

A scoping review to understand “leadership” in interprofessional education and practicepound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(408-415),
Brewer, M et al
Excerpt from PubMed abstract “This review indicates the need for a more critical examination of interprofessional leadership and the capabilities required to lead the changes required in both education and practice settings”

The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teamspound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(416-422),
Dimas, I et al
A study undertaken in Portugal which found “leader coaching and peer coaching have a positive effect on the level of team members’ satisfaction with the team”

Leveraging a faculty fellowship programme to develop leaders in interprofessional educationpound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(520-522),
Robins, L et al
At an academic institution in the USA, a faculty fellowship scheme was set up and participants found that they “valued participating in a longitudinal programme where they could learn about and practice teaching and leadership skills”.

Shining the light on the dark side of medical leadership – a qualitative study in Australia119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services , Jul 2016, vol. 29, no. 3, p. 313-330
Loh E et al
Excercpt from PubMed abstract : “Findings: Medical leaders had four key beliefs about the “dark side” as perceived through the eyes of their own past clinical experience and/or their clinical colleagues. These four beliefs or dimensions of the negative perception colloquially known as “the dark side” are the belief that they lack both managerial and clinical credibility, they have confused identities, they may be in conflict with clinicians, their clinical colleagues lack insight into the complexities of medical leadership and, as a result, doctors are actively discouraged from making the transition from clinical practice to medical leadership roles in the first place.”

The Nye Bevan Programme Evaluation Summarytick
The NHS Leadership Academy has  recently received an evaluation paper for the Nye Bevan programme, carried out by the Institute of Employment Studies in August 2016. As part of this it looked at the impact of the programme and featured a number of rich and informative case studies. As the paper is 177 pages in length, our communications team have pulled out key aspects into a manageable summary paper. An early version of this has been shared with LDP comms colleagues, with a final version to be sent out shortly.

Evaluation of the Mary Seacole leadership development programmetick
Report by OPM for the NHS Leadership Academy, September 2015 looking at what types of individuals took part in the programme and why?;  to what extent did the programme impact on the personal development of the participants?; to what extent did the programme enable the participants to implement improvement in their workplace? ; to what extent did the programme have a lasting impact on both the participants and their organisations?  and conclusion and recommendations.  NB Additional report of 6 personal stories of doing the development programme on request from Samia Fazil at the NHS Thames Valley and Wessex Leadership Academy : email Samia.Fazil@tvwleadershipacademy.nhs.uk 

Lessons in Leadership for Improvement: Kaiser Permanente’s Improvement Journey Over 10 Years.tick
Cambridge, Massachusetts
Available as free download from Institute for Healthcare Improvement; April 2016. (ihi.org registration required)

Accenture 2016 Consumer Survey on Patient Engagementtick
Excerpt from Infographic “Accenture commissioned a seven-country survey of 7,840 consumers ages 18+ to assess their attitudes toward health, the healthcare system, electronic health records, healthcare technology and their healthcare providers’ electronic capabilities. The online survey included consumers across seven countries: Australia (1013), Brazil (1006), England (1009), Norway (800), Saudi Arabia (852), Singapore (935) and the United States (2225)”

Interested in reading articles on unconscious bias ?  Click here ” Resources on unconscious bias ”  for a list of articles on this topic
The list is inclusive of links to PubMed abstracts which will further tell you if the full text is “open access”, or whether you need to contact your local health library for their assistance in obtaining the full text for you.

The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement
J Nurs Adm. 2016 Aug 3pound-sign
Manning J
Survey of 441 staff nurses working in 3 acute care hospitals.
Excerpt from PubMed abstract:  RESULTS:Transactional and transformational leadership styles in nurse managers positively influenced staff nurse workengagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.CONCLUSIONS:Nurse managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizationaloutcomes.

Current awareness update on mentoring (July 2016) tick
Taunton and Somerset NHS Foundation Trust  and Somerset Partnership, Library Services (Musgrove Park)

Report on the Buurtzorg Model of Health and Social Caretick
Health and Social Care Academy, 2016
A Dutch model of delivering care in the community which relies on administrative staff and nurse-coaches rather than managers.

Assessing potentialtick
A report published by Corporate Research Forum, March 2016 but recently made available.
Authors Chamorro-Premuzic T (Professor of Business Psychology, University College London and CEO of Hogan Assessments) and Pillans G (Research Director of Corporate Research Forum)
See also Executive Summary
and report from a meeting where the report was presented by the authors and discussed:
Assessing potential – from academic theories to practical realities, Meeting held at Plaisterers’ Hall, London, 09/03/2016

 

Latest news – July 2016

What is the role of leadership in the NHS?tick
Guardian Newspaper Healthcare Network
Sarah Johnson, Friday 8th July

NHS England  2015/2016 Annual Report tick

New journal – BMJ Leader tick
This is a new, international, peer-reviewed publication, co-owned by BMJ and Faculty of Medical Leadership and Management, It is due to be launched later this year as a quarterly subscription-based journal focused on healthcare leadership.

Room at the toptick
Learning Disability Practice. 2016, Vol 19, issue 5, page 3.
Blair J
Comment in Nursing Standard  vol. 30, no. 45, p. 66 (July 6, 2016)
New leadership model for learning disability nursing

Physician leadership in e-health? A systematic literature reviewpound-sign
Leadership in health services (Bradford, England), July 2016, vol. 29, no. 3, p. 331-347
Keijser, W et al
Main findings of the study was that  six domains for further Physician leadership in e-health were outlined: resources, task processes, socio-emotional processes, leadership in virtual teams, virtual physician-patient relationship and change management. The authors showed that this topic is underrepresented in the health literature, particularly with regard to its socio-technical dynamics.

Leadership training for undergraduate medical students (part of CanMEDS 2015)pound-sign
Leadership in health services (Bradford, England), July 2016, vol. 29, no. 3, p. 348-351
Maddalena, V
Authors elaborate on Canadian example where a university has incorporated a eight-module, fully online Physician Leadership Certificate for their undergraduate medical education program.
Further articles relating to physician leadership in Canada published in July 2016 are below:
Collaborating internationally on physician leadership education: first steps.
Leadership in health services , July 2016, vol. 29, no. 3, p. 220-230
Collaborating internationally on physician leadership development: why now?
Leadership in health services , July 2016, vol. 29, no. 3, p. 231-239
Can complexity science inform physician leadership development?
Leadership in health services , July 2016, vol. 29, no. 3, p. 251-263
In their own words: describing Canadian physician leadership
Leadership in health services , July 2016, vol. 29, no. 3, p. 264-281
Developing Canadian physician: the quest for leadership effectiveness
Leadership in health services , July 2016,  vol. 29, no. 3, p. 282-299

Medical Students Who Pursue a Joint MD/MBA Degree: Who Are They and Where Are They Heading?pound-sign
Evalation and the Health Professions. 2016 (e-publication ahead of print) 
Krupat E et al
Excerpt from PubMed abstract : “Contrary to the concerns that such programs may draw students away from medicine, the vast majority embraced careers involving extensive postgraduate medical training, with long-term plans that leveraged their new perspectives and skills to improve health care delivery.”

The gendered realities and talent management imperatives of women physicians
Health care management review, July – Sept 2016,  vol. 41, no. 3, p. 189-199pound-sign
Hoff, T  and Scott, S
Article is narrative review of literature 2006 -2014 and three issues were identified: satisfaction, role challenges, and tradeoffs with women physicians in the US describing high level of satisfaction with their careers yet also experiencing gender based inequities, role challenges and lack of work life balance. This led the authors to discuss talent management strategies aimed specifically at women doctors.

Grassroots trainees have the desire to lead tick
BMJ Careers, 2nd July 2016
Khan M
Author argues it is time to capitalise on the leadership potential that was shown by trainees during the recent contract dispute, by providing opportunities, funding and networks that move beyond formal NHS leadership schemes that train just a few.

RCGP appoints 29 GP ‘ambassadors’ to advance Forward Viewtick
Pulse, 11th July 2016

Patients as partners: building collaborative relationships among professionals, patients, carers and communitiestick
The King’s Fund, July 2016
Seale, B
Excerpt from website- “This guide stems from an evolving body of the Fund’s work focused on exploring and supporting shared leadership. This work is reinforced by a growing consensus that health services, agencies, patients and communities need to work together more – and differently.” See also comments 

Impact of transformational leadership on nurse work outcomespound-sign
J Adv Nurs. 2016 Jun 27 (epub ahead of print)
Brewer CS et al
Survey of 1037 nurses looking at the  relationship between transformational leadership and intent to stay, organizational commitment and job satisfaction. Findings indicated that whilst transformational leadership did not positively correlate with intent to stay and job satisfaction it did positively correlate with organisational commitment which in turn (with job satisfaction, mentor support, promotional opportunities and age) encouraged intent to stay. Factors negatively correlated with intent to stay were ethnicity, non-local job opportunities and work settings.

 

Latest news – May 2016

Leading Change, Adding Value: A framework for nursing, midwifery and care staff
NHS England, May 2016tick
Excerpt (page 7) – ” Over the past nine months we have asked more than 9,000 people to tell us what matters to them and what ambitions they have for the transformation in the health and care sector that is required. We have presented their responses as 10 commitments that will underpin our leadership today and help us to shape provision in the future.” Commitment 2 is ” “increase the visibility of nursing and midwifery leadership and input in prevention”. See also article in Nursing Times by Ford, S.  Nurses able to ‘measure impact’ of new framework (May 20th 2016)

Clinical leadership and hospital performance: assessing the evidence basetick
BMC Health Services Research 2016, 16(Supplement 2):169 (Open Access article)
Sarto F and Veronesi G
See also the other articles in the supplement on Medicine and management in European public hospitals

A review of mentorship measurement toolspound-sign
Nurse education today, vol. 40, p. 20-28, (May 2016)
Chen, Y, Watson, R and Hilton, A
Literature review of published articles undertaken up to June 2015 , 28 papers linked to 22 different scales were found, 7 from business and industry, 11 from education, 3 from health sciences and 1 from research. It was found that nursing educators mainly used instruments from business to assess mentorship among nursing teachers. Nurses have also developed scales to measure different specific aspects of mentorship.

Mentor experiences of international healthcare students’ learning in a clinical environment: A systematic reviewpound-sign
Nurse education today, vol. 40, p. 87-94, (May 2016)
Mikkonen, K, Elo, S , Tuomikoski, A-M, Kääriäinen, M
A systematic review that identifies what influences the success or failure of mentoring international healthcare students when learning in the clinical environment. The following themes were also identified ; role of reciprocal learning,  integration, avoidance of discrimination, and mentors advocating and mediating cultural differences .

How anxiety about communication affects the role of nurse leaders in international social networks119710687050730804piotr_halas_padlock.svg.hi
Nursing management , vol. 23, no. 2, p. 30-37,  (May 2016)
Benton, D, and Ferguson, S.
Article focuses on how a particular trait – communication apprehension – can affect the roles that nurse leaders play within network structures, and also describes the research instrument used  used to study this factor. It is stated that the research instrument “a practical tool to assist aspirant nurse leaders to identify areas for personal development”.

Skills, knowledge and attributes of support group leaders: A systematic reviewpound-sign
Patient education and counseling, vol. 99, no. 5, p. 672-688, (May 2016)
Pomery, A, Schofield, P, Xhilaga, M, and Gough, K
Focus on cancer support group leaders, 49 articles were selected for inclusion; group management, group process, role modelling, awareness, willingness, agreeableness, and openness were deduced as important facets. These findings were consistent across group type and could be applied to a general model of peer group support . The authors forsee the “development of a practical and realistic minimum standard for support group leadership in healthcare”.

The impact of servant leadership dimensions on leader–member exchange among health care professionals119710687050730804piotr_halas_padlock.svg.hi
Journal of Nursing Management, 2016, vol./is. 24/3(228-234)
Hanse, J J, Harlin, U, Jarebrant, C
A study in Sweden of 4 hospitals (study sample 240 employees), themes explored were empowerment, humility and stewardship. Taking into account the work environment and staff turnover , the authors posit a stronger exchange relationship between the leader (e.g. nursing manager) and individual subordinates in health care.

Clinical leadership and the changing governance of public hospitals : implications for patient experiencepound-sign
Public Administration, 2015, vol./is. 93/4(1031-1048)
Veronesi, G,Kirkpatrick, I, and Altanlar, A
Article analyzes four years of data from the acute hospital sector in the NHS, and found patient experience of care significantly improves where there is clinical participation at hospital governing board level. Foundation Trust status was not found to produce positive effects on its own, but higher levels of clinical involvement in their strategic apex and greater flexibility in decision-making did have an effect.

Talent and Talent Management Insights tick
Insight 2. Talent Management and Employee Engagement
Published by  the NHS Leadership Academy, 2015
Document sets out definitions and some of the evidence base for employee engagement in the public sector including the NHS, drivers of employee engagement, the Employee Value Proposition (EVP) and the Employer Brand, and  links between talent management and employee engagement.

Is the nine box grid all about being in the top right? employee experiences of the Nine Box Grid (Executive Summary)tick
Roffey Park Institute, 2015
Yarnall, J and Lucy D
See also Webinar
O
ther free reports from Roffey Park Institute
(short application form has to be filled in):
Compassionate Leadership by Meysam Poorkavoos
The Engaging Leader by Saradevi Gopal
The rise of the expert (as) leader  by Janice McBrown

 

 

 

Latest news – April 2016

Safety Culture and Senior Leadership Behavior: Using Negative Safety Ratings to Align Clinical Staff and Senior Leadershippound-sign
O’Connor S, Carlson E.
Journal of Nursing Administration, 2016 Apr;46(4):215-20
Clinical nurses listed ideas for senior leader behaviour change to improve the culture of safety in a hospital. Risk reports and harm events were compared before and after the implementation and assessment of the behaviour changes.

Webinar: coaching for GPs- forthcoming , May 4th 2016tick
Faculty of Medical Leadership and Management (FMLM)
The webinar will explore what coaching is in the healthcare setting and look at the many benefits coaching can have for GP trainees, GPs in practice, in formal leadership positions or interested in developing a career in leadership

Towards person-centredness in aged care – exploring the impact of leadershippound-sign
Backman A et al
Journal of Nursing Management, 2016 Apr 5 [epub ahead of print]
Cross-section study design with data collected from 3661 Swedish aged care staff. Study conclusion; middle managers have a critical leadership role in developing and supporting person-centered care , and from this a positive psychosocial environment.

Book Review: Nurses as leaders in healthcare design: A resource for nurses and interprofessional partners  by Stichler J and Okland, K (eds)pound-sign
Book review by Lamb G ,
Health Environments Research and Design Journal, April 2016

Better care, better trainingtick
Faculty of Medical Leadership and Management
Lessons from Health Education’s Better Training Better Care programme (March 2016)
Phase one of the programme coordinated 25 pilot projects from NHS trusts in England and the Faculty of Medical Leadership and Management (FMLM) worked closely with BTBC to explore the lessons learnt from a leadership perspective.
1) What does good leadership look like?
Handover care case study from Mid Cheshire Hospitals NHS Foundation Trust
2) Building leadership capacity and confidence
Junior doctors’ rota example from East Kent
3) Collaborative leadership
Psychiatric training case study from Tees, Esk and Wear Valleys NHS Foundation Trust
4) Systems leadership and organisational culture
Quality improvement training case study from Royal Berkshire NHS Foundation Trust
5) Innovation in leadership
Safe prescribing example from Dudley Group NHS Foundation Trust
6) Lessons learnt – every junior doctor is a clinical leader

What makes a top medical director?tick
HSJ and Hunter Heathcare survey, published by the Faculty of Medical Leadership and Management , 2016
Part of the Hunter Healthcare’s insight for senior NHS Leaders seriesA
Although the survey found that the role varied from organisation to organisation the authors were able to identify some common qualities, behaviours and skills, also positive and negative aspects of the role .
Report by Pitcher, G on the study in Health Service Journal, March 2nd 2016119710687050730804piotr_halas_padlock.svg.hi

 Sustainability and Transformation leaders confirmed
NHS England news, March 2016
Excerpt – “The leaders come from a good mix of backgrounds, and include provider chief executives, CCG accountable officers, local authority senior leaders and clinicians, recognising the need for local systems to work in partnership. There is also good representation from both genders – around a third are women.” Work will be focused on the 44 Sustainability and Transformation “Footprints” which are geographic areas.  See map.

The Impact of Information Technology on Patient Engagement and Health Behavior Change: A Systematic Review of the Literaturetick
Sawesi S et al
JMIR medical informatics, 2016 vol. 4, no. 1.
Some 170 articles were critically appraised by the authors in this systematic review , with the vast majority of the studies being from the United States, and some possible publication bias towards positive findings. Study conclusion was that there is moderately strong evidence that patients can be engaged and health outcome improved via IT platorms but that further research is needed to develop a common framework for analysing IT platforms and their safety.

Are opportunities still limited for black and minority ethnic staff in health care leadership?tick
Nath, V
The King’s Fund blog post – April 8th 2016
Comments on round-table event for the Health Service Journal on ethnic diversity and equality in health care leadership.

Leadership programmes as a means to grow capability119710687050730804piotr_halas_padlock.svg.hi
Weir B and Davis D
Health Service Journal, 7th April 2016

 The Innovation Journey and the Skipper of the Raft: About the Role of Narratives in Innovation Project Leadershippound-sign
Enninga t and Van de Lugt, R
Project Management Journal, April/May 2016 Vol 47, issue 2, p103-114
Article discusses the role of the story, story-telling and story-making in the four processes of leading innovation project teams: developing content, meeting project constraints, stimulating creativity, and guiding group dynamics.

Leadership by design: intentional organization development of physician leaders
Swensen S et alpound-sign
Journal of Management Development, 2016, Vol 35 , issue 4 (April) 
A qualitative descriptive case study of leadership and the institution’s leadership model in the Mayo Clinic in the US , a leading healthcare institution. The authors describe its team-based leadership development and the supporting organizational characteristics .

Developing Physician Leaders Through Professional Associations
Henson, JW119710687050730804piotr_halas_padlock.svg.hi
Journal of Healthcare ManagementVol 61 Issue 1 (Jan/Feb 2016): 7-10.
An American study looking at the role of membership of professional associations which have leadership development as part of their remit. A similar study could be done in the UK.

Nurses’ perceptions and experiences of mentoringpound-sign
Douglas V et al
Nursing  Management,  2016 Apr;23(1):34-7
Study reports the findings of a qualitative study of mentoring practices. Link lecturers and practice educators are identified as providing valued support to mentors especially when encountering difficulties with nursing students who haven’t acquired the required competenices to pass their placement.

Latest news – March 2016

Vanguards – one year ontick
YouTube video published on Mar 11, 2016
Samantha Jones, Director – New Care Models Programme, reflects on the last year since the launch of 29 vanguards that are leading the programme aimed at transforming care for patients in towns, cities and counties across England. There are now 50 vanguards in total that are part of the national new care models programme which is playing a key role in the delivery of the Five Year Forward View – the vision for the future of the NHS.

Employee Outlook : Employee views on Working Life
March 2016tick
Published by CIPD (Chartered  Institute of Personnel and Development)
Key findings 1 Over-qualification 2 Training and career development 3 Why people work
4 Career expectations 5 Reasons for career satisfaction  6 Reasons for career dissatisfaction
7 Kick-starting careers

Health Coaching Training (‘The Wessex Coaching Initiative’) Evaluation
For NHS Thames Valley and Wessex Leadership Academytick
The University of Winchester – Wessex Coaching Evaluation Report March 2016 FINAL
March 2015
Locke R and Kibble S
Excerpt from report “Health coaching is intended to increase the responsibility an individual takes for management of their health condition. The Health Coaching Skills Development Programme was delivered by The Performance Coach between April and October 2015 at a range of venues across the Wessex region. As a part of this programme 144 members of staff from across the three organisations were trained in the core skills in health coaching programme. Eight staff undertook a train the trainer programme in health coaching.

The Resilience and Wellbeing Programme©: increasing workplace engagementtick

A post from the Academy for Fabulous NHS Stuff posted 4/3/2016
Coaching and mentoring to cope with organisational change in practice in Betsi Cadwaladr University Health Board (BCUHB), one of the four development sites chosen by the Royal College of Physicians (RCP) to launch the new model of care devised by the Future Hospitals Programme (FHP).

NHS Transformathon -A 24-hour broadcast of innovation and inspiration –  link to youtube videostick
Sharing information about transformation in health and social care from around the globe, over 100 different speakers participated in this event in January 2016. Patient leader theme.

Designing and implementing an ‘Acute Hospital @ Home’ servicetick
A post from the Academy for Fabulous NHS Stuff posted 2/3/2016
An example of leadership from Dr James Richards (Consultant Physician and Geriatrician) and Patricia McCormack (Occupational Therapist),
Departments of Medicine for Older People and Acute Medicine, Dorset County Hospital
The post gives information on issues faced, eg avoiding duplication with current existing community services , a period of ‘attitude adjustment’ with hospital staff, adjustments to staffing (eg less time needed by dietitian) .

Free app to support Culture Change & Workforce Transformationtick
delivered by NHS Employers in partnership with the NHS Leadership Academy
Excerpt ” The OD Culture Change Tool – This tool aims to help you on your culture change journey. It will prompt thinking and action and provides support and advice on culture change. The tool asks key questions to help you to think about what you might need to do to change culture. It will help you identify areas of strengths and areas of development. It offers pointers and practice resources which provide help and advice on culture change. At the end of each section you will be given a visual representation of your responses as well as an invitation to share any thoughts that the app has sparked for you”.

Junior doctors : tapping into leadership talenttick
BMJ, 2016, vol./is. 352/8039(38)

18 new Fellows selected for Health Foundation’s GenerationQ leadership programme
The 18 month programme delivered in conjunction with Ashridge Business tickSchool develops leaders and each will will put into practice a significant improvement project in their organisation.

Health care leadership development and training: progress and pitfalls
Journal of Healthcare Leadership , Vol 8, , p19-29 February 2016tick
Sonnino RE
An evaluative look at outcomes from formal healthcare leadership training programmes in the USA showing most effective outcomes where “it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills”.

What are the effective ways to translate clinical leadership into health care quality improvement?tick
Journal of Healthcare Leadership, Vol 8, p11-17, February 2016
McSherry R and Pearce P
Articles looks at the role leaders can play in fostering a duty of candour in their organisations and aligning this with existing clinical governance frameworks .