Tag Archives: diversity

February 2020 – further new resources

Uncategorized, , , , , , , , ,

What can NHS leaders learn from a crisis?
Blog by Steve Gulati, Director of Elizabeth Garrett Anderson Programme
School of Social Policy, University of Birmingham
Posted on University of Birmingham, Birmingham blogs

An unnecessary divide: the impact of pensions taxation on NHS trust leaders
28 January 2020
NHS Providers press release

Excerpt: Nine in ten respondents to the survey said that they and their organisation were concerned that differential arrangements for different staff groups – for example offering a solution to senior doctors and nurses but not managers – would also create divisions and harm culture and morale.

The findings also reveal:

  • Over a third (37%) of board-level directors said fewer staff in their trust are seeking or accepting promotions, while 60% said clinicians are now less willing to take on leadership roles.
  • Nearly 70% of clinical executives have turned down or would consider turning down promotions into roles required for the effective running of services or taking on additional leadership responsibilities.
  • There was a near-unanimous view (97%) that senior non-clinical staff should be eligible for any pension contribution flexibilities implemented by the government.
  • Almost as many (95%) felt that flexibilities should be available to all NHS staff.

Leaders from 188 trusts (84% of the total) took part in the survey.

Leadership to facilitate change
A section within UCLPartners resource below: …”how leadership can help, encourage and facilitate change, assisting the implementation of non face-to-face (Nf2f) clinics.”

“A free online guide from UCLPartners to setting up non-face-to-face clinics for NHS managers and clinicians has launched today.

Non face-to-face clinics (also known as virtual clinics) can help reduce unnecessary outpatient visits, saving time and money for patients and the health service. The NHS aims to avoid up to a third of the number of face-to-face outpatient visits over five years, removing the need for up to 30 million outpatient appointments each year.

However, there is little practical guidance on how to develop this approach.

The new how-to guide, developed by UCLPartners in collaboration with NHS clinicians, managers and patients, provides a comprehensive guide to setting up non-face-to-face clinics, including how to develop a project plan and business case. It is free to use, delivered through both text and videos, and can be accessed via our website.”

Skills for Care : Recruiting graduates
“Applications for organisations to host a graduate and develop future leaders in health and social care are now open until Monday 6 April 2020”. “The programme fast-tracks ambitious graduates towards leadership roles in the health and social care sector, providing organisations access to a talented pipeline of graduates…”Interested? Please complete our application form before Monday 6 April 2020

Journal articles

Do quality management systems influence clinical safety culture and leadership? A study in 32 Australian hospitals
Robyn Clay-Williams, Natalie Taylor, Hsuen P Ting, Gaston Arnolda, Teresa Winata, Jeffrey Braithwaite
International Journal for Quality in Health Care 2020 February 6, 32 (Supplement_1): 60-66

Stroke Inpatient Rehabilitation Team Conferences: Leadership and Structure Improve Patient Outcomes (Article in press) 
David S Kushner, Dale C Strasser
Journal of Stroke and Cerebrovascular Diseases: the Official Journal of National Stroke Association 2020 February 6, : 104622

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective
Michelle C C Lee, Alyssa Y L Ding
PsyCh Journal 2020 February 5

Are we preparing for collaboration, advocacy and leadership? Targeted multi-site analysis of collaborative intrinsic roles implementation in medical undergraduate curricula (Open access) 
Jan Griewatz, Amir Yousef, Miriam Rothdiener, Maria Lammerding-Koeppel
BMC Medical Education 2020 February 4, 20 (1): 35

Leading diversity: Towards a theory of functional leadership in diverse teams
Astrid C Homan, Seval Gündemir, Claudia Buengeler, Gerben A van Kleef
Journal of Applied Psychology 2020 January 23

The bright and dark sides of employee mindfulness: Leadership style and employee well-being
Megan M Walsh, Kara A Arnold
Stress and Health: Journal of the International Society for the Investigation of Stress 2020 January 20

Strategies for Nursing Leaders on Recruiting and Retaining a Diverse Workforce
Mika Sunago
Creative Nursing 2020 February 1, 26 (1): 17-22

Women’s leadership in academic medicine: a systematic review of extent, condition and interventions (Open Access) 
Lulu Alwazzan, Samiah S Al-Angari
BMJ Open 2020 January 15, 10 (1): e032232

Evaluation of iLead, a Generic Implementation Leadership Intervention: Mixed-Method Preintervention-Postintervention Design (Open Access) 
BMJ Open, 2020 Jan 12
Richter, A et al

Leadership and organizational performance: Is it essential in healthcare systems improvement? A review of literature. (Open Access) 
Al-Habib NMI.
Saudi J Anaesth 2020

The authority of courage and compassion: Healthcare policy leadership in addressing the kidney disease public health epidemic. (Open Access) 
Maddux FW.
Semin Dial 2020.

Testing a theory of strategic implementation leadership, implementation climate, and clinicians’ use of evidence-based practice: a 5-year panel analysis (Open Access) 
Williams NJ, et al.
Implement Sci 2020.

September 2019 – new resources on healthcare leadership

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Editorials from the Faculty of Medical Leadership and Management:

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

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

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

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

Journal articles

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

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

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

Reaching across the linguistic divide in management and leadership education.

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

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

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

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

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

 

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

 

 

January 2019 – news and resources for the New Year

Digital leadership, Leadership, Mentoring, Workforce planning, , , , , , , , ,

Long-term plan highlights workforce issues 
NHS Employers
7th Jan 2019
Leadership and talent management
Excerpt ” The plan outlines a new approach to leadership development, offering more support particularly to those undertaking the most challenging roles and including a new ‘leadership code’ and an improved ‘leadership pipeline’.  ”
There will be a workforce implementation plan, to be developed by NHS Improvement working with stakeholders, later in 2019
Are we a step closer to a workforce strategy?
link Royal College of Physicians President Professor Andrew Goddard discusses what we’ve learned from the new NHS Long Term Plan, and how to create a sustainable workforce. 9th January 2019 

Coaching NHS leaders to build energy for change
Rosanna Hunt, NHS Horizons
6th Dec 2018

Digital leadership,
Chapter 1 in
Maternity DMA Report: Digital Maturity Assessment of Maternity Services in England 2018

Why a culture change at Worcestershire Acute Hospitals NHS Trust is benefiting patients
People Management , 13th December 2018.
Jeffery, R

Talking leadership: learning to lead as an NHS consultant
The King’s Fund
Blog post 27.11.18
Dr Kin Yee Shiu is a consultant in nephrology and acute/general medicine at the Royal Free London NHS Foundation Trust, where she is also clinical lead for chronic kidney disease and renal outpatients. Dr Shiu took part in our Leadership for consultants programme in 2017. Here, she talks about her experience of the programme and the challenge of leading change as a consultant.

Greta McLachlan: How to navigate the NHS towards good leadership?
BMJ Opinion
Dec 17th 2018

Cumbria Leadership and Improvement Collaborative (CLIC) 
Learning from the Millom experience.
Excerpt from website: “There’s a lot that can be learned from Millom. The successful outcomes are testament to the dynamism and collaboration of all the key stakeholders, enormous amounts of goodwill between all parties, and willingness to actively listen and communicate openly. Also a determination to overcome the challenges faced by the NHS, and sheer grit and strength of character of all those involved. Above all, thanks to the support of the NHS NWLA, the lessons from Millom have been rigorously studied and used to develop a new framework for systems leadership for the whole region.”
NWLA case study ‘supporting the system’ – millom case study’ PDF

Council of Deans of Health Student Leadership Programme Awards
Excerpt “The Student Leadership Programme celebrated the achievements of its #150Leaders at an awards ceremony on 6 December at the Royal College of Physicians. In front of an audience of students, Council of Deans of Health members, mentors from the programme and stakeholders from the sector, awards were presented in eight categories.”
See also “Leadership Resources” under Course Resources   https://councilofdeans.org.uk/studentleadership/course-resources/leadership-development-resources/ 

Opening the door to change
December 2018, Care Quality Commission
Sections on leadership
PATIENT SAFETY AND THE CHALLENGES FOR NHS TRUSTS – leadership and governance
EDUCATION AND TRAINING FOR STAFF ON SAFETY SYSTEMS AND PROCESSES  – Leadership in Patient Safety Education

Equally outstanding : Equality and human rights – good practice resource
e-learning resource 
Care Quality Commission, November 2018
See also Good Practice Resource here
Excerpt “There is growing evidence that equality and human rights for people using services and staff needs to play a central role in improving the quality of care. And we are finding that some of the best providers are doing this successfully – even in times of constraint.”  Various case studies are presented .

How do you get from diversity to inclusion? Ask these 4 questions about your meetings
Chugh, D   Nov 8, 2018
Ideas.Ted.Com
Question #1: Who speaks at meetings?
Question #2: Who sits next to whom?
Question #3: Who is listened to?
Question #4: Who gets the credit?
Chugh is social psychologist at the NYU Stern School of Business.

Reverse mentoring – what is it?

https://platform.twitter.com/widgets.js

Ten Top Tips for Mentoring and Reverse Mentoring
NHS Horizons , 5th Dec 2018

Sixty seconds on . . . reverse mentoring
BMJ , 20 November 2018)

How reverse mentoring is helping to improve diversity in businesses
Virgin.com , 10th Sept 2018

KPMG launches reverse mentoring scheme
KPMG, June 8, 2018

Journal articles

When will we see more diverse nursing leadership?
Yvonne Coghill
British Journal of Nursing 2019 January 10, 28 (1): 62-63

Leadership development should be a lifelong seminar
Homa P (NHS Leadership Academy chair)
Health Service Journal,  8thJan 2019

Boxed in by your inbox: implications of daily e-mail demands for managers
J Appl Psychol. 2019 Jan;104(1):19-33
Rosen CC et al

Newly-graduated nurses’ experiences of a trainee programme regarding the introduction process and leadership in a hospital setting – a qualitative interview study
Gellerstedt L et al
Journal of Clinical Nursing 2018 December 15

Mobilising evidence to improve nursing practice: A qualitative study of leadership roles and processes in four countries
Harvey G et al
International Journal of Nursing Studies 2018 November 27, 90: 21-30
Excerpt: “Settings: Data collection was undertaken in acute care and primary/community health care settings in Australia, Canada, England and Sweden. Participants : 55 individuals representing different levels of the nursing leadership structure (executive to frontline), roles (managers and facilitators), sectors (acute and primary/community) and countries.

 Understanding organisational culture for healthcare quality improvement
Russell Mannion and Huw Davies
BMJ 2018;363:k4907  (Open Access)
Cites the importance of leadership

Developing allied health leaders to enhance person-centred healthcare
Patricia Bradd, Joanne Travaglia, Andrew Hayen
Journal of Health Organization and Management 2018 October 8, 32 (7): 908-932

Using the flipped classroom to apply survival skills for new clinical leaders
Zwerneman K, Tolentino LR, Pilcher J.
Nurs Manage. 2019 Jan;50(1):28-34

Men’s Fear of Mentoring in the #MeToo Era – What’s at Stake for Academic Medicine?
Soklaridis S et al
New England Journal of Medicine 2018 October 3

What initiatives do healthcare leaders agree are needed for healthcare system improvement? Results of a modified-Delphi study
Barson S et al
J Health Organ Manag. 2018 Nov 19;32(8):1002-1012

An evaluation of a ‘BE NICE Champion’ program: A bullying intervention program for registered nurses
Keller R, Allie T and Levine R
Journal of Nursing Management 2019 January 7

December 2018 – new reports, books and journal articles

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

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

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

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

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

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

Excerpt “Key messages

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

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

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

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

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

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

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

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

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

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

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

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

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

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

New books

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

Cover for Transformational Leadership for the Helping Professions

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

Cover for Leadership with Impact

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

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

Discovering Leadership

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

journal articles

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

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

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

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

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

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

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

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

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

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

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

 

October 2018 – leadership articles in scholarly journals, and reports

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

Open access articles

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

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

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

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

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

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

   Reports – all freely available

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

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

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

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

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

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

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

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

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

TED Talks

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

Blogs , opinion pieces

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

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

 Journal articles from PubMed

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

May 2018 – help with your leadership journey

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

LEADERSHIP AND MANAGEMENT LEARNING CENTRE from EBSCO

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

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

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

Evaluation reports

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

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

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

Journal articles

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

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

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

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

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

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

Scotland and Australia

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

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

Know-how and books

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

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

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

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

 

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

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

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

Leadership and retention

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

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

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

NETWORKS

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

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

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

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

Systems leadership and change

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

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

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

Art/design and leadership

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

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

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

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

Designed Leadership (Book) – July 2017

Art-based Methods in Management Education (thesis) 

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

 

 

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 – November 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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