Tag Archives: Clinical leadership

June 2019 – news, commentaries, events, reports and articles

Diversity and Inclusion, Inclusive talent management, Leadership, Talent Management, Workforce planning, , , , , , , , , , ,

Chairs and non-executives in the NHS: The need for diverse leadershipChairs and non-executives in the NHS: The need for diverse leadership


NHS Confederation, 6th June 2019
Excerpt from NHS Confederation webpage “This report examines the arrangements for the recruitment and appointment of chairs and nonexecutives within the NHS (NHS non-executives include chairs and non-executives). As the report demonstrates, the progress and gains made in the early 2000s towards a more diverse board leadership in NHS trusts (including foundation trusts) has gone into reverse or made no progress. As a community of leaders, chairs and non-executive directors are often not representative of the communities they serve and the staff they govern.” See also article in Nursing Standard NHS becoming less diverse at board level, report reveals, by Kat Keogh, 08 June 2019

NHS Interim People Plan
June 3rd 2019
Excerpt from NHS Employers website :
Key actions for employers
Improve our leadership culture
Addressing how we need to develop and spread a positive inclusive person-centred leadership culture across the NHS, with a clear focus on improvement and advancing equality of opportunity.
Undertake system-wide engagement on a new NHS leadership compact that will          establish the cultural values and leadership behaviours NHS we expect from NHS leaders together with the support and development leaders should expect in return.
See also commentary by Valeria Fiore in Healthcare Leader,
NHS people plan: new ‘leadership compact’ to drive behaviour at the top, 4th June 2019
and
The NHS workforce plan is an off-the-scale fantasy, Cowper A, BMJ Observations, 6th June 2019

Investing in the power of nurse leadership – what will it take?
Nursing Now Campaign , further info on Nursing Now Campaign here
Publisher of report :  IntraHealth International, Nursing Now, Johnson & Johnson
June 2019
Excerpt from IntraHealth International press release web page: “This report draws from a review of existing literature, a survey of 2,537 nurses and nurse-midwives from 117 countries, and eight key informant interviews of nurse leaders to provide an in-depth analysis of the gender-related barriers to and facilitators of nurse leadership. The report derives from that analysis a set of recommendations for policymakers and implementers at the global, national, and institutional levels to accelerate strengthening nursing leadership and gender equality in the global nursing workforce.”
See also Nursing Standard article by Hackett K Banish idea of nursing as ‘women’s work’ to promote more female health leaders – report, 6th June 2019

Flexible working qualitative analysis
Organisations’ experiences of flexible working arrangements
March 2019
Nicks L , Burd H and Barnes J – The Behavioural Insights Team
Government Equalities Office
NHS Employers news post Report on flexible working experiences

Disability Summit Delegate Speakers Guide
NHS Employers
Biographies and information about the key speakers at this summit (April 30th 2019), from a range of different organisations and Trusts. Summary of the day here 

Ethnic minority staff and patients: a health service failure
A call for papers for a special theme issue of The BMJ Autumn 2019
Editorial BMJ 21st May 2019
Excerpt “This autumn The BMJ will publish a special issue to reflect the
working lives of doctors from ethnic minority backgrounds and
the healthcare experiences of ethnic minority patients. Why?
Because despite decades of evidence of disparities in health
outcomes related to ethnicity and differential attainment among
clinical staff, there has been little action. We want to highlight
discrimination and health inequalities related to race and
ethnicity, and we invite submissions on how to better
characterise the problems, air debate, and find solutions.”

Peer Support programme of bespoke support to local system leaders,  NHS Providers

Senior, experienced peers who work within the NHS and social care organisations or have very recent experience of leading and supporting local system working in their development offering support.
Cited in Kacey Cogle , http://www.nationalhealthexecutive.com/The-Scalpels-Daily-Blog/system-working-in-an-uncertain-world-
May 2019

Two learning disability nurses accepted onto esteemed London leadership course
Excerpt from Fab NHS stuff “Two Cumbrian learning disability nurses have been selected out of hundreds of applicants to undertake a prestigious leadership course in London. Fully funded by health education England Becca Reid and Kirsty Rudd are two of only 40 nurses from across the UK to be offered a place on the Florence Nightingale Foundation’s very first leadership programme for Learning Disability nurses.”
May 25th 2019

Untapped potential: Investing in health and care data analytics
The Health Foundation, May 2019
Quote from page 21 ” Organisations with a well-developed analytical
workforce also tend to have strong leaders who are influential within the organisation,
whether these are chief analysts or in Chief Information Officer roles, and in some cases
they may be strong clinical professionals. The implication is that enhancing the profile
of good-quality analytics within an organisation must involve recognising the current
generation of leaders as well as investing in the next generation. A key skill is to spot
opportunities for analysis that other senior staff don’t see, and manage expectations around requests for analysis.”

Leadership Survey:Organizational Culture Is the Key to Better Health Care
NEJM Catalyst,  Insights Report, April 2019

Commentaries

David Oliver: Why aren’t more doctors NHS chief executives?
BMJ : British Medical Journal (Online); Vol. 365,  (Apr 9, 2019)

NHS boards are too often ‘another country’
University of Manchester, Alliance Manchester Business School, May 7th 2019
Professor Naomi Chambers discusses the observations and findings of a study in which a cohort of senior healthcare scientists on a leadership programme examined 43 NHS board meetings in England and Wales  in late 2018.

See also report
We still need to talk about boards, NHS Providers , May 2019
Updated briefing  setting out rationale for board leadership now and in the future

and John Coutt’s blog Why talk about boards ?, here 

The role of health in place-based leadership
NHS Confederation
Dr Phil Richardson, 15th May 2019

Talking leadership: Ben Fuchs on ‘advantage blindness’
The King’s Fund
May 24th 2019 

Lessons in leadership with Layla McCay
Healthcare Leader, 3rd June 2019
Layla McCay, director of international relations at the NHS Confederation, talks to deputy editor, Angela Sharda, about her take on leadership and mentoring.

Events

NHS Confederation and The King’s Fund breakfast debate: NHS leadership and culture
13th June , 8.30-9.45am – free event

Excerpt “With many of the longest-serving leaders having stepped down, a new generation of NHS leaders is coming through. Following on from our recent stakeholder breakfast on how to tackle the workforce crisis, this event will discuss what they will need to do differently to steer the NHS through a period of considerable change, addressing questions including:

  • How and why does NHS leadership culture need to change?
  • How do the challenges faced by the next generation of NHS leaders differ from those of their predecessors?
  • What can the workforce implementation plan do to promote a more diverse and inclusive culture in the NHS?”

“The breakfast event is being coordinated with the launch of a new NHS Confederation report on the experience of first-time NHS chief executives….”

Why systems and system leaders will inherit the NHS of the future
Free evening lecture on Thurs June 27th  5.00-6.30pm in Birmingham by Professor Sir Chris Ham
Centre for Health and Social Care Leadership, University of Birmingham

The role of senior leaders in supporting workforce disability
When: 26 / 6 / 2019 10.30am – 26 / 6 / 2019 11.30am
NHS Employers online webinar

Journal articles

‘You can give them wings to fly’: a qualitative study on values-based leadership in health care
BMC Med Ethics. 2019 May 27;20(1)

Emergence of informal clinical leadership as a catalyst for improving patient care quality and job satisfaction
Journal of advanced nursing Vol. 75, Iss. 5,  (May 2019): 1000-1009.

Adapting Leadership Perceptions Across Tasks: Micro-Origins of Informal Leadership Transitions
Small Group Research;  Vol. 50, Iss. 2,  (Apr 2019): 227-265

Intentional interprofessional leadership in maternal and child health
Leadership in health services  Vol. 32, Iss. 2,  (May 7, 2019): 212-225

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward
Work and Stress; Vol. 33, Iss. 2,  (Apr/Jun 2019): 107-118.
Part of Special Issue :  Leading well: Leadership and employee safety and wellbeing
Guest editors: Karina M. Nielsen and Toon W. Taris

Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership
Journal of Business Ethics: Journal of Business Ethics ,  (Apr 2019): 1-21.

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature
Journal of Business Ethics ,  Vol. 156, Iss. 4,  (Jun 2019): 903-917.

Navigating the Pathway to Leader Emergence in Self-Managed Work Groups Over Time: Should I Self-Promote and Try to Emerge Initially as a Leader?
Sex Roles;  Vol. 80, Iss. 7-8,  (Apr 2019): 489-502

Leadership in 21st century military healthcare: what did clinical psychologists ever do for us?
Journal of the Royal Army Medical Corps; Vol. 165, Iss. 2,  (Apr 2019)

Using Interpersonal Leadership Skills to Maximize Perioperative Team Member Engagement
AORN J. 2019 Jun;109(6):783-785

Gender Differences in How Leaders Determine Succession Potential: The Role of Interpersonal Fit With Followers
Front Psychol. 2019 May 3;10:752

Anticipating Disruptive Innovations With Foresight Leadership
Nurs Adm Q. 2019 May 13

Diversity and Inclusion

What happened during Equality, Diversity and Human Rights Week 2019
Excerpt from website :
NHS Employers hosted the eighth Equality Diversity and Human Rights Week, which ran from 13-17 May 2019. This was a national platform for organisations to highlight their work to create a fairer, more inclusive NHS for patients and staff.
Detailed below is the full list of themes, activities and resources that we promoted throughout the week. This was to encourage organisations to share their own activities and events and photographs. These can still be found using the #EQW2019 hashtag.

Equality Mainstreaming Report
Golden Jubilee Foundation , 2019

Inclusive Clinical Practice and Policy for Muslim Nursing Students
Journal of Transcultural Nursing  March 2019

 

 

May 2019 – over 20 new items on healthcare leadership

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

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

Excerpt from NHS England website announcement

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

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

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

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

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

Read the latest issue online of Healthcare Leader :

 

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

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

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

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

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

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

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

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

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

Reports

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

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

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

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

Journal articles

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

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

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

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

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

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

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

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

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

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

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

December 2018 – new reports, books and journal articles

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

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

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

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

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

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

Excerpt “Key messages

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

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

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

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

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

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

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

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

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

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

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

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

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

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

New books

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

Cover for Transformational Leadership for the Helping Professions

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

Cover for Leadership with Impact

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

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

Discovering Leadership

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

journal articles

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

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

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

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

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

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

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

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

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

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

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

 

September 2018 – news and resources

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

Conference reports

Academi Wales: See Summer School 2018 in action

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

Full keynote session videos

e-magazine

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

Case studies

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

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

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

Reports

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

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

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

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

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

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

Books 

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

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

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

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

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

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

 Learning resources from the RCN and Harvard Business Review 

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

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

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

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

News

 Council of Deans of Health student leadership programme

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

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

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

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

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

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

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

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

Journal articles

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Talent management

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

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

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

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

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

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

Windrush 70th Anniversary Commemorative Magazine 2018

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

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

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

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

Director of Nursing and Midwifery Talent Scheme
Scheme information

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

Mentoring and Coaching

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

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

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

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

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

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

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

Journal articles about Mentoring and Coaching

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Leadership

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

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

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

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

 

 

June 2018 – new resources

Generation x Generation Y and Generation Z, Leadership, Talent Management, Team building, Transformational research, Workforce planning, , , , , ,

New tool to help workforce leadership planning 

Aimed at divisional teams, workforce planning leads, stakeholders as well as Boards, a new operational workforce planning self-assessment tool (made available via NHS Improvement’s Provider Bulletin of May 9th 2018) – quick link 

This tool aims to help in carrying out an organisational assessment against 6 key indicators: leadership, technology, information, method and governance, engagement and integration, and strategy. Includes guidance on supporting evidence, policies and resources

Leadership and creativity in public services: An interview with Lord Michael Bichard, Chair of the National Audit Office
Bolden R and O’Regan, N
Excerpt from abstract “A champion of place-based approaches to public services, where citizens are actively involved in service design, delivery and appraisal, Bichard advocates the need for inclusive and supportive leadership that enables the emergence of the kinds of creativity required to respond to the financial challenges facing the public sector. Bichard’s ideas resonate with recent research on creative leadership and provide a practical illustration of place-based and systems leadership in the public sector and beyond.”

 Journal articles

Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review
International Journal of Nursing Studies
Available online 3 May 2018
A team of Canadian nursing researchers have completed a systematic review.
Excerpt from abstract : “Results : A total of 43,994 titles and abstracts were screened resulting in 129 included studies. Using content analysis, 121 outcomes were grouped into six categories: 1) staff satisfaction with job factors, 2) staff relationships with work, 3) staff health & wellbeing, 4) relations among staff, 5) organizational environment factors and 6) productivity & effectiveness. Our analysis illuminated patterns between relational and task focused leadership styles and their outcomes for nurses and nursing work environments. For example, 52 studies reported that relational leadership styles were associated with higher nurse job satisfaction, whereas 16 studies found that task-focused leadership styles were associated with lower nurse job satisfaction. Similar trends were found for each category of outcomes.”

Daily transformational leadership and employee job crafting: The role of promotion focus
European Management Journal , articles in press 2018 / open access

A Leadership Taxonomy for Clinical Dietetics Practice
Journal of the Academy of Nutrition and Dietetics
Article in press, 2018

Self-control Puts Character into Action: Examining How Leader Character Strengths and Ethical Leadership Relate to Leader Outcomes
Journal of Business Ethics (2018) p1-17
Excerpt from abstrct : “Findings provide initial support for leader character as a mechanism triggering positive outcomes such that only when [US Air force ] officers reported a high level of self-control did their honesty/humility, empathy, and moral courage manifest in ethical leadership, associated with higher levels of psychological flourishing and in-role performance.”
The authors “discuss the implications of these results for future theory development, research, and practice.”

Leadership and generations at work: A critical review
The Leadership Quarterly , Vol 29 (2018) p44-57

Are Formal Leaders the Only Ones Benefitting From Leadership Training? A Shared Leadership Perspective
Journal of Leadership & Organizational Studies
First Published May 11, 2018
Excerpt from abstract “Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders’ transformational leadership were related to employee well-being, while informal leaders’ increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.”

Examining the Indirect Effects of Perceived Organizational Support for Teamwork Training on Acute Health Care Team Productivity and Innovation: The Role of Shared Objectives
Group and Organization Management, April 2018
The sample comprised 143 acute hospital teams made up of 1,356 participants from 13 NHS organizations across England.
Excerpt from abstract “Our study supports the notion that through processes such as socialization and exposure to the same leaders and organizational policies, team members are able to develop a collective representation regarding the extent to which their organization supports teamwork training, thus enabling team members to assign shared meaning to the degree to which they are supported and developed as a team.”

Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being
Journal of Leadership & Organizational Studies 
First Published March 20, 2018
Excerpt from abstract : “….empowering leadership was positively associated with organization-based self-esteem and meaningful work. Organization-based self-esteem led to greater organizational citizenship behaviors and fewer deviant behaviors. Perceptions of meaningful work resulted in lower levels of emotional exhaustion and higher levels of life satisfaction. Together, these findings highlight the important roles of the two psychological states explaining why empowering leadership contributes to employees’ favorable work behaviors and psychological well-being.”

Clinical leadership training: an evaluation of the Welsh Fellowship programme
Leadership in Health Services; Bradford Vol. 31, Iss. 2,  (2018): 226-237.
Open access article from Online Research @ Cardiff
Phillips, S,  Bullock, A.
Excerpt from abstract : “Focused on the participants (n = 8), the authors explored expectations of the programme, reactions to academic components (provided by Academi Wales) and learning from workplace projects and other opportunities. The authors adopted a qualitative approach, collecting data from four focus groups, 20 individual face-to-face or telephone interviews with fellows and project supervisors and observation of Academi Wales training days.”
Link to Academi Wales here 

Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review
International Journal of Nursing Studies, vol 83, p34-64

Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance
European Journal of Work and Organizational Psychology;  Vol. 27, Iss. 3,  (Jun 2018): 297-309.
Authors find in a study of a manufacturing organisation that “some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.” (173 followers and their 31 leaders )
Need explanation of core self evaluation ? Wikipedia What is core self evaluation?  

Nurse Manager Learning Agility and Observed Leadership Ability: A Case Study
Nursing Economics; Pitman Vol. 36, Iss. 2,  (Mar/Apr 2018): 74-82.
Excerpt from executive summary:
* Learning agility (LA) is a concept that has been used to predict potential for leadership in several fields, but has not been explored in a nursing population.
* This pilot study and organization case example provide a baseline for how LA can be used in nursing to identify areas for development, performance improvement, and predict success in a leadership role.
* LA can be used as a vehicle for talent management or as a conceptual grounding for leadership development programs
Want more about Learning Agility ?- See free online Lynda.com module on The importance of learning agility

The social construction of leadership studies : representations of rigour and relevance in textbooks
Leadership, Vol 14, issue 2
Carroll B, Firth J, Ford J and Taylor S
An exploration of “the construction of meaning around rigour and relevance in four leadership studies textbooks – the two most globally popular leadership textbooks and two recent additions to the field – to explore how these ideas are represented. We read the four texts narratively for structure, purpose, style, and application. We further embed the
analysis by considering the cultural positioning of the textbook-as-genre within
leadership studies as a field more generally”

 Improving staff retention
NHS Improvement
Posted 4th May 2018
A collection of resources which includes : retention improvement guides, government policy documents, and case studies on trust initiatives to improve retention. These have been chosen to help promote best practice and share learning.
This repository will be updated regularly to help promote known best practice and share learning.
Example case study :  Staff retention: using staff insight to retain staff – Greater Manchester Mental Health NHS Foundation Trust
See also  Supporting employees’ mid-life career needs, NHS Employers, Posted 22nd March 2018 and  Fuller Working Lives A Partnership Approach (Dept for Work and Pensions, published Feb 2018 )

Critically Appraised Topic (CAT) Generational differences
Centre for Evidence Based Management, 2017
Although only focused on meta-analyses,  this CAT is an interesting contribution to the study of generational differences in the workplace.
Excerpt from CEBMa webpage “Employees from different generation groups are said not to have the same work ethics, or expectations and values about organizations, or goals and aspirations in their working life. However, is this assumption supported by scientific evidence? To find out, Atrain, a global HR Management consulting firm based in Germany, approached CEBMa to conduct a CAT in order to understand what is known in the scientific literature about generational differences.”

The Chief Scientific Officer’s WISE Fellowship Programme for NHS England
The Chief Scientific Officer’s WISE Fellowship is a unique opportunity for mid-career female healthcare scientists to gain invaluable leadership experience – It is currently open (for  applications for 2018-2019) to female healthcare scientists working in any discipline in any NHS England trust whether in a formal training programme or not,  and it compliments the Modernising Scientific Pathway and equivalence pathways.
Meet the WISE mentors and the WISE Young Women’s Board
See also Blog post by Jo Horne who is a current Fellow

Effective performance, development and career conversations at work
IES Perspectives on HR 2018, April 2018
Direct link to PDF here  and the press release
Excerpt from webpage “This paper, the first in the IES Perspectives on HR 2018 series, takes a critical look at the widespread exhortation that managers should have more frequent and more effective conversations with employees about their performance, skills and learning, potential and career development. HR is rightly telling managers to have more ‘conversations’ with their staff, but in this context, what makes an effective conversation? Authored by IES principal associate, Wendy Hirsh, the paper identifies what effective conversations achieve before outlining how they are conducted and offering practitioners six routes to more effective conversations. The paper offers the view that effective performance, development and career conversations, are a gateway to an organisational culture that has a stronger and more continuous focus on improving performance, enhancing skills and helping employees make the most of their potential.”

Wendy Hirsh and Elaine Tyler’s slides from IES HR workshop ‘Talent management: strategies, practices and challenges‘, 15 February 2018, London. (IES members only)

See also recent Institute of Employment Studies report on talent management
Talent management: Learning across sectors – July 2017
And
New research to identify employer practice that enables career progression for disadvantaged workers – Feb 2018

New England Journal of Medicine (NEJM) Catalyst web resources :
Survey Snapshot: Good Leadership Requires Organizational Alignment –
Insight Report May 3rd 2018
About NEJM Catalyst here
Further insights into Leadership on the NEJM Catalyst web page 

ScienceforWork.com is an organisation that looks at the evidence and presents it in blog format, team members profiles here
Organisation remit: High quality information published in peer reviewed journals is hard to find and to read, and too often doesn’t provide quick tips for your practice. However, if the best scientists in the world studied the problem you are trying to fix before you, wouldn’t you like to know what they discovered? Identification and selection of the evidence they consider most relevant. Critcal evaluation of its trustworthiness summarized findings and implications for practice .
Effective team communication? Focus on quality!
Ignoring bad leadership may be risky business — here’s why
Does Diversity Training Work? Time for an Evidence-Based Answer

The impact of corporate leadership programs: A grounded theory study of the impact of diversity leadership programs on the advancement of African Americans in healthcare
Dissertation – available full text anywhere ????

Toolkits for team bulding

Team toolkit – NHS Employers
How to plan a teambuilding event – University of Glasgow
Team building tool – World Health Organisation
Team building toolkit – University of California
Team building 1, Team building 2 and Team building 3 – Nursing Times
Team building exercises and activities – Mindtools

Citizen leadership

Citizen Led Healthcare – Learning from the Millom experience: An NHS North West Leadership Academy Project
Howarth J, Davis D, Worsley-Cox K, Brumby J, Fleming R
International Journal of Integrated Care . 2017; 17 ( 5 ) :A469 (conference abstract)

Inside the ‘new NHS’: where are the citizens? 6/20/2017
British Politics and Policy at LSE, blog post by Bob Hudson 

A Revolution from Within: Transforming Health and Care in Wales
The Parliamentary Review of Health and Social Care in Wales , 2018

Why leadership is everyone’s act of citizenship
Blog post on World Economic Forum

Principles and Standards of Citizen Leadership,
By the Changing Lives User and Carer Forum
including What is Citizen Leadership? A Report by the User and Carer Panel of the 21st Century Social Work Review, old as published in 2008 but a useful overview from a UK perspective.

The Use of a Citizen Leader Model for Teaching Strategic Leadership
Again quite old but introduces Citizen Leader Model

Smart Cities: Towards a New Citizenship Regime? A Discourse Analysis of the British Smart City Standard
Journal of urban technology
2017, Vol 24 issue 4

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

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

WELCOME TO OUR POST FOR APRIL 2018

JOURNAL ARTICLES 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

………..interesting BLOG POSTS

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

REPORTS

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

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

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

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

BOOKS

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

 

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

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

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

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

What can we glean about workforce planning and leadership?

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

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

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

Dream Placement

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

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

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

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

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

TALENT MANAGEMENT 

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

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

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

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

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

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

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

Other news

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

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

Latest news – December 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Latest news – October 2017

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

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”.

Latest news – September 2017

Inclusive talent management, Leadership, Talent Management, Uncategorized, , , , , , , , ,

REPORTS 

Leading large scale change: a practical guide
A guide to leading large scale change through complex health and social care environments
Sustainable Improvement Team and the Horizons Team , NHS England, Sept 2017
A refresh and update of a previously published (2011) guide
Executive summary of above guide 

Getting into shape: Delivering a workforce for integrated care
Laycock K, Borrows M and Dobson B ,
Reform (Think Tank) , September 2017

Sustainability and transformation plans in London
The King’s Fund , published Sept 12th 2017
See also press release from Sadiq Khan on Sept 12th who is taking a key leadership role

Mapping the coverage of health and work topics in healthcare and business undergraduate and postgraduate degree courses in England
A report submitted by ICF Consulting Services Limited to Public Health England, July 2017
See Chapter 5 , Business programmes

Equally outstanding Equality and human rights – good practice resource
Care Quality Commission , published 13th September 2017

University of Birmingham Health Services Management Centre and The Health Foundation’s  latest research into partnerships in the NHS published August 2017
Partnering for Improvement: inter-organisational developments in the NHS
Press release from the Centre: Is together always better?

INFOGRAPHIC – infographic outlines the work of the National Engagement Service which supports leaders on workforce issues in the NHS
THOUGHT PIECES

Transformational leadership: what is it?
Investors in People, August 4th 2017 

Practising compassion in an uncompassionate health system
1st September 2017, Hearts in Healthcare
Youngson R

Leadership development is stuck in the dark ages
Management Today,  Published: 21 Aug 2017
Sparrow, J
“Today’s bosses need better help to deal with new technologies, working practices and generational shift”

Increasing Diversity and Inclusive Leadership Communities Within Occupational Therapy
Lopez, M; Wong, B.
OT Practice; Sep 11, 2017: 14-15.
See also Royal College of Occupational Therapy 2017 conference abstract : Exploring leadership development with occupational therapy students using feminist participatory action research by Davidson H of University of Salford, and poster: Leadership from the ashes: influencing change and promoting occupational therapy by Fordham S, Glassman B of CNWL NHS Foundation Trust

Korn Ferry Hay Group’s Leadership Live Simulation website  
and facility to download info sheets 

Korn Ferry Hay Group video pageDeveloping medical leadership talent

JOURNAL ARTICLES

Medical leaders or masters?-A systematic review of medical leadership in hospital settings
 PLoS One; 12.9 (Sep 2017)
Berghout M A,  Fabbricotti, I N, Buljac-Samardžić M, and Hilders, G J M

The need for strong clinical leaders – Transformational and transactional leadership as a framework for resident leadership training
PLoS One. 2017 Aug 25;12(8)
Saravo B, Netzel J, and Kiesewetter J.

How Knowledge Worker Teams Deal Effectively with Task Uncertainty: The Impact of Transformational Leadership and Group Development
Front Psychol. 2017 Aug 15;8
Leuteritz JP, Navarro J, Berger R

A systematic review of factors influencing knowledge management and the nurse leaders’ role
Journal of Nursing Management; Oxford25.6 (Sep 2017)
Lunden A et al 

The relational activation of resilience model: How leadership activates resilience in an organizational crisis
Journal of Contingencies and Crisis Management; Oxford (Sep 2017): 136-147
Teo, W L  et al

Outcomes of interventions for nurse leaders‘ wellbeing at work: a quantitative systematic review
J Adv Nurs. 2017 Aug 3
Häggman-Laitila A, and Romppanen J.

On the road to becoming a responsible leader: A simulation-based training approach for final year medical students
GMS J Med Educ. 2017 Aug 15;34(3)
Schmidt-Huber M, Netzel J, and Kiesewetter J

Are we nearly there yet? A study of the English National Health Service as professional bureaucracies
Journal of Health Organization and Management; Bradford31.4 (2017): 430-444.
Dickinson H, Snelling I,  Ham C, and  Spurgeon P C
Excerpt from abstract “Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.”

Leading together: Collaboration among senior healthcare executives
Mitra M, Dopson S, Brankin P , and Hoff T
British Journal of Healthcare Management 2017 23:1, 12-16 

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

BOOKS

The Oxford Handbook of Talent Management
Published: 21 September 2017 (Estimated)
Edited by David G Collings, Kamel Mellahi, and Wayne F. Cascio
Table of contents

 NEWSPAPER articles

What does good communication look like?
 Telegraph Connect,  Better business, Leadership
Card J, 30th August 2017 
Excerpt “Great leaders are often good communicators, but many overestimate their abilities, say these experts. “

WEBINARS

 Webinar – The Talent Delusion
Presented by Professor of Business Psychology at University College London, Dr. Tomas Chamorro-Premuzic
Watch the webinar to learn:
1) Why intuition is the number one enemy of talent management
2) The three universal ingredients of high potential candidates
3) Recognising the difference between confidence vs. competence

 Talent Quarterly – webinars
10 webinars on aspects of talent management and measuring potential