Leadership and generations at work: A critical review
The Leadership Quarterly; Oct 2017
Rudolph C W, Rauvola R S, Zacher H
Redefining Leadership for a Digital Age
Corporate author: IMD Switzerland
The research found that “leadership effectiveness in disruptive environments shared many of the same characteristics as leadership in more stable environments, with a few notable exceptions”. The report focuses on these exceptions – hyperawareness, evidence based decision making , but moving quickly, often valuing speed over perfection.
Leadership attribution – IEDP Developing Leaders website
Roddy Millar comments on research by Robin Martin, Professor of Organizational Psychology at Alliance Manchester Business School, and Terry Hodgetts, Director of the Centre for Executive Development at Aston Business School on the attitudes of followers, the possibility of leaders’ unconscious bias and how it impacts leadership ability.
The need for strong clinical leaders – transformational and transactional leadership as a framework for resident leadership training
PLoS One Vol 12, Issue 8 (Aug 2017)
Saravo B, Netzel J, and Kiesewetter J
The three authors from Bavaria, Germany, point out that doctors in training “do not hold formal authority and their leadership roles are not clearly defined, a distinct approach in framing the concept of leadership is needed.” The research reports on a 4 week leadership modular training course for postgraduate year 1-4 doctors (just two-and-a-half hour sessions once a week after clinical duties, with a half-hour one-on-one feedback session between modules two and three) . Results : “evidence that both distinct leadership components laid forth in the model are applicable for displaying significant increases in residents’ leadership performance. For example, at the end of the training, residents were able to show appreciation for good efforts (transformational leadership skills) and make clear who is responsible for specific tasks (transactional leadership skills). Interestingly, residents scored higher in self-assessed transactional leadership at baseline than in transformational leadership. They did change significantly in both leadership components, yet remained higher mean scores for transactional leadership also after training was completed. We believe this reflects the unique requirements of the clinical setting where fostering and sustaining patient safety is among the highest of priorities. In their everyday clinical practice, residents might feel more obliged to intervene and exert active control in order to prevent medical errors, thus exhibiting more transactional leadership behaviors.”” It is remarkable that a substantial gain in both leadership components was demonstrated by video coding of simulations from an external evaluator perspective and by subjective data, as well. The increase in leadership skills from two different, independent perspectives supports the applicability of the leadership model for graduate medical education.”
The Mindful Leader: Research Findings
Ashridge Executive Education
Ashridge, Berkhamsted, Hertfordshire, HP4 1NS
Complete a short form to enable download of full text of report.
See also article in Harvard Business Review: Mindfulness Works but Only If You Work at It
Safety Culture and High-Risk Environments : A Leadership Perspective
Caldwell, C L, 2017
CRC Press .
Not written in context of healthcare but in context of environmental health and safety but may have some resonance in healthcare settings. The author includes some tools for leaders in the book which can be used to evaluate and improve organizational safety culture and resilience in the context of leadership.
Midlands and East Executive Talent (MEET) pool
https://improvement.nhs.uk/resources/midlands-and-east-executive-talent-pool/
Candidate guide is here
Guide for NHS Trusts is here
The pool provides financial and organisational benefits by reducing reliance on expensive interim staff, enhances the leadership capability of the region and contributes to a strong talent pipeline – something chief executives told us they wanted to see, provides a source of talent that can be tapped into when relevant opportunities arise, and helps to assure leadership quality into the future
Demystifying the leadership kaleidoscope into an integrated view
The Journal of Management Development; Vol 36 Issue7 (2017): 859-876.
Marathe G, Balasubramanian G, and Singhal M
Measuring leader behaviour: evidence for a “big five” model of leadership
Leadership & Organization Development Journal; Vol 38.1 (2017): 126-144.
Langford P H, Dougall C B, Parkes, L P
The study used Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology.
Organizational diversity learning framework: going beyond diversity training programs
Personnel Review vol 46 Issue 6 (2017): 1120-1141. (Link to author manuscript)
Fujimoto Y and Härtel C E J
See Table I for overview of literature and major differences between diversity training and organizational diversity learning approach
Psychiatric Management, Administration, and Leadership: a Continuum or Distinct Concepts?
Psychiatr Q. 2017 Oct 6
Saeed SA et al
Terms often used interchangeably or as discrete or overlapping points on a continuum, the authors “recommend that administrative psychiatrists integrate all three in their everyday work. The authors suggest the distinctions among these concepts should inform training and identify core competencies related to these distinctions. Mentoring should focus on the practical integration of the concepts of management, administration, and leadership in administrative psychiatry.
Diabetes UK Clinical Champions initiative
Healthcare professionals stepping into voluntary leadership roles, regardless of position/conventional hierarchy or personal gain.
Healthcare Leadership outside the NHS – Tim Crocker-Buque
Blog post
Dr Crocker-Buque writes “healthcare professionals find it difficult to access meaningful leadership experiences during training. The NHS, particularly secondary care services, remains extremely hierarchical and it can take many years for junior staff to be afforded opportunities to take up leadership positions with responsibilities for other staff, organisational strategy, or financial accountability. However, outside the NHS a wide range of leadership opportunities exist where there can be a great synergy in applying the knowledge and experience gained from your healthcare experience in a different context. One of these is being a Trustee for a registered charity”. This post explains Dr Crocker-Buque time as Trustee for Step Forward, which provides counselling, support, mental and sexual health services to young people aged 11-24 in the London Borough of Tower Hamlets.
Corporate learning and leadership development programmes – Pulse attitudinal survey 2017
Complete a short form to active report download
This is the report of an attitudinal survey commissioned by Financial Times and the IE Business School Corporate Learning Alliance.
Excerpt: “Although organisations have attempted to measure the impact of executive education and leadership development, they don’t always succeed, despite this being a priority when choosing the right learning programmes for their organisations. Interestingly, when looking at the impact of executive education and leadership development on the organisation generally, [very] senior leaders tend to take a healthier view on success than other members of the organisation.”
“Senior managers, who are often the ones engaging in programmes, are least satisfied to date”. Conclusion “The learning and development industry needs to help organisations find valid and reliable measurement and evaluation techniques. It’s clear from the 2017 results that organisations haven’t cracked the evaluation code, despite an overwhelming desire to link current and past programmes to business results including employee engagement , customer satisfaction , revenue, profit and margins, and employee satisfaction .
Developing leaders emagazine – latest issue
http://www.iedp.com/articles/developing-leaders-emagazine-issue-27/
Medical leadership, a systematic narrative review: do hospitals and healthcare organisations perform better when led by doctors?
open access article
The lead author is based at Macquarie University, Sydney, New South Wales, Australia. A useful analysis of the literature including UK studies and commentary , but the authors found ” insufficient studies meeting inclusion criteria to enable our research question to be robustly answered, hence the decision to craft a narrative review. ” Also “risk of bias was evident across studies due to the majority of studies employing self-reported measures and an absence of information concerning ethics approval, funding or conflicts of interests in some studies.”.
How do consumer leaders co-create value in mental health organisations?
Australian Health Review Vol41 Issue 5 (Oct 2017): 505-510.
Scholz B, Bocking J, and Happell B
Although Australian, research suggests “consumers remain disempowered within mental health services”. Also the “extent to which service organisations have included consumer leaders varies, but research suggests that this inclusion can be tokenistic or that organisations choose to work with consumers who are less likely to challenge the status quo.” Suggestions are “having consumers on boards, having consumers on recruitment panels and providing leadership training for consumers”.