What’s new in March 2018
Health coaching poster
Quick link to a poster describing the Impact Analysis by the University of Winchester of a Health Coach Training initiative of the NHS Thames Valley and Wessex Leadership Academy
Journal articles area!
Women with altitude—exploring the influence of female presence and leadership on boards of directors
Ellwood, SM and Garcia-Lacalle, J (2018) Public Money and Management, Vol 38, issue 1, p73-78
Link to PDF
Published – 2 Jan 2018
Abstract Excerpt “This article reports on a study examining the influence of women on the boards of directors of National Health Service Foundation Trusts (FTs) in England in the light of a recent UK government inquiry into women in senior positions. A high female presence among executive and non-executive directorships did not result in significant differences either in financial return or service quality. However, female Chairs or Chief Executives resulted in significant reductions in negative social outcomes, such as lower clinical negligence costs, without harming financial management. The findings have important implications for gender diversity and gender targets on the boards of directors in business and other sectors.”
Impressions of action and critical action learning: Exploring the leadership development of senior doctors in an English healthcare organisation
McCray, J; Warwick, R and Palmer, A
International Journal of Training and Development, 2018, Vol 22 (Issue 1), pp. 69-85.
Excerpt from full text “An external evaluation of the programme was commissioned by the NHS trust and undertaken by an NHS management consultancy group (Arup Consulting). The evaluation shows strengths in the programme, especially the use of learning sets, but highlights that more evidence of their benefits are needed. As curious researchers and practice facilitators in workforce development programmes we want to look further at the nature of benefits and contribution of the sets, what is significant for the commissioning organization in the NHS setting of the study, and to offer further insights by highlighting the learning of both the participants and ourselves. Here we explore the influence of one cycle of learning set experience from two perspectives. First, from the self-reports of nine doctors in clinical leadership roles. Second from a researcher perspective as we set out our research design, methodology and data analysis process. In presenting the programme participants’ experience of the learning set experience and our research process and perceptions of the findings, we provide a critical exploration of the use of AL and CAL in the complex and unpredictable context of the NHS.”
Return on investment in healthcare leadership development programs
Leadership in Health Services 2018 Feb 5;31(1):77-97. Epub ahead of print
Design/methodology/approach The authors performed a scoping review using the Arksey and O’Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail.
Employee reactions to talent management: Assumptions versus evidence
Journal of Organizational Behavior, Vol 39, issue 2, Feb 2018, p199-213
De Boeck, G, Meyers, MC and Dries, N
Two assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non-empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non-talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects.
Links to tables : these are free access
Supplementary Table 1 – Systematic Analysis of Non-Empirical Studies on Employee Reactions to TM – 22 papers, authors, findings etc.
Supplementary Table 2 – Systematic Analysis of Empirical Studies on Employee Reactions to TM- 21 papers, authurs, findings, etc
Linking Nurses’ Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment
Boamah S.
Can J Nurs Res. 2018 Mar;50(1):9-19
A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada.
Reducing intentions to resist future change: Combined effects of commitment-based HR practices and ethical leadership, : Research Note
Jan / Feb 2018, Human Resource Management, Vol 57, issue 1, Pages 249–261
Neves P et al
Excerpt from full text: “Two recent exceptions demonstrate the importance of incorporating ethical leadership in change management research. Babalola et al. (2014) showed that an increase in the frequency of change only leads to higher turnover intentions when leaders are seen as not behaving ethically. When leaders behave in the best interest of their subordinates and avoid harming them (i.e., they are ethical), employees feel more secure and wish to reciprocate the treatment received by demonstrating their loyalty to the organization of which these leaders are agents. The authors of the second study indicated that ethical leadership becomes particularly important for in‐role and extra‐role performance during change processes, demonstrating that the relevance of ethical behavior becomes particularly important in times of organizational turmoil (Sharif & Scandura, 2014).”
What’s happening in professional organisations?
From the Centre for Pharmacy Postgraduate Education
Leading for change – leadership and management for hospital pharmacy professionals
Programme handbook, published Feb 2018
The programme is in response to the ongoing feedback from our hospital
visits to support hospital pharmacy professionals to undertake more leadership roles in medicines optimisation. As the NHS persistently faces challenges to deliver optimal patient care, we recognise that pharmacists and pharmacy technicians need support with providing clinical leadership across healthcare organisations.
What’s happening in networks?
Health & Care Women Leaders Network
Tweet chat: Imposter syndrome – the enemy within
Are some people or groups more affected than others?; explore and discuss whether imposter syndrome has affected you, your work, and your career progression.
When: 28 / 3 / 2018 8pm – 28 / 3 / 2018 9pm
Place-based leadership for Health and Well-being in the West Midlands – a development network
See flyer here
What’s research is happening in UK Universities?
University of Nottingham -Nottingham University Business School, Centre for Health Innovation, Leadership and Learning (CHILL)
HeLPA – Healthcare Leadership with Political Astuteness: understanding the acquisition, use and contribution of leadership with ‘political astuteness’ in the implementation of major health system change, developing lessons for service leaders, educators and recruiters
The purpose of this study is to investigate the acquisition, use and contribution of ‘political astuteness’ by service leaders and other change agents in the implementation of strategic health system change, with the aim of informing the co-production of materials and resources for the recruitment, training, and development of existing and future leaders.
Project aims :To understand the perceptions, experiences and reported practices of service leaders, and other change agents, about their acquisition and use of PA in the implementation of health system change, taking into account differences in professional background, age, gender, ethnicity, geo-political context, and change context.
Project highlights and abstract
- The study will produce ‘state of the art’ conceptual understanding of political astuteness in different service contexts, and ‘cutting edge’ empirical understanding of the contribution of political astuteness to the implementation of major system change in healthcare services.
- The findings will inform the co-production and piloting of new learning and recruitment materials, to be developed and tested in conjunction with existing NHS leadership development providers.
- The new learning and recruitment materials, including workbook, online resources and self assessment tools, will be made available to all NHS leadership development providers for further refinement and integration into existing training programmes.
- The study will produce both formative and summative learning to national and regional service leaders engaged in the formulation and implementation of STPs, including an analysis of the specific barriers and drivers to change within the informal political environment, and the contribution of leaders’ political astutness in distinct and common change arenas.
University of Birmingham- Health Services Management Centre
Multi-Professional Learning Model: the future of clinical leadership training in the UK? – Tuesday 6th February 2018
EGA graduate Ali Raza reflects on the way in which clinical and non-clinical disciplines could be brought together in multi-disciplinary leadership learning.
Responses to Francis: changes in board leadership and governance in acute hospitals in England since 2013
Reflections on The 21st Century Public Servant Leadership Programme for Aspiring Directors
Weir, Belinda , University of Birmingham
Excerpt “It is early in the programme for Cohort 1, with two further cohorts to start in 2018 and 2019 respectively, and a good time to reflect on progress so far. What are we learning about how to deliver a successful programme that doesn’t simply offer a content focus on collaboration and whole system working, but actively seeks to model such an approach in its design and development?”
“Unsurprisingly perhaps, our learning mirrors the lessons which are emerging from other leadership collaborations across the public sector. Leaders coming together to produce collectively a new service, new ways of working in care partnerships or a new leadership development programme are likely to experience many of the same challenges, since at heart, the focus is on how we build effective working relationships that deliver high quality and fast. 3 key lessons have emerged from our reflections.”
University of Ulster
New book by Deirdre Heenan and Derek Birrell who are Professors of Social Policy at the University of Ulster, UK.
The Integration of Health and Social Care in the UK
published by Palgrave, 12th Feb 2018
see pages 87, 89, 129-30, 149-50 and 163-6 on leadership
Events- March 2018 and April 2018
https://emergingleaders.hsj.co.uk/
Even if you can’t attend its interesting to see who is speaking and presenting!
The HSJ ‘s take on what the Summit provides – the summit provides a unique opportunity for leaders to develop their skill set in the following.
- The need for future-proof leadership skills
- Questions about career development in a changing healthcare system
- Leadership experience and an interest in board level leadership
- Attendance requires delegates to think beyond roles and organisations towards system-wide collaborative leadership and supports attendees with skills to manage teams through ambiguity and to develop place-based sustainable health and care.
April 2018 programme -draft
September 2018 programme – still being finalised but the programme will be at this link
November 2018 programme – still being finalised but the programe will be at this link
Faculty of Medical Leadership and Management – Innovation in Leadership, April 2018
Programme here
Chief Nursing Officer for England’s Summit – March 2018
Again, interesting to see who is speaking on leadership:
Resilient leadership in uncertain times,
and Nursing, midwifery and care leadership in Accountable Care Systems
Resilient leadership in uncertain times
Focus on support following Manchester arena bombing
Professor Cheryl Lenney, Group Chief Nurse, Manchester University NHS Foundation Trust.
Sara Barnes, Deputy Managing Director Mental Health & Specialist services, Pennine Care NHS Foundation Trust.
Professor Paul French, Associate Director, Greater Manchester Mental Health NHS Foundation Trust.
Nursing, midwifery and care leadership in Accountable Care Systems
Buckinghamshire Accountable Care System
Louise Patten, Accountable Officer, Aylesbury Vale and Chiltern CCGs.
Carolyn Morrice, Chief Nurse, Buckinghamshire Healthcare NHS Trust.
Other NHS Leadership Academies
Magazine from NHS North West Leadership Academy Winter 2017/2018
Leadership within / for STPs
‘Some STPs will succeed but many will fail’, says peer
February 2018, speaker at a Westminster Health Forum event and written about in Health Leader magazine.
Regulatory
Gender pay gap narratives – there is a recommendation for organisations and companies to upload a “narrative” for their data. This is interesting as it is a place for organisations to explain what they are going to do, going forward, regarding closing the gap .
The deadline ( 4th April 2018 ) is mandatory : public sector organisations with 250 employees or more have to publish their gender pay gap data. NHS Employers – gender pay gap reporting – see link here
Interestingly the Financial Times reported in January 2018 on organisations uploading data and then subsequently changing it, on the government portal . One of these was the Department of Health.
The gender pay gap – how to calculate it, explain it and eradicate it
Faragher, J
People Management, 25th January 2018.
Faragher cites Kimmin who poses the question of what can be achieved between April 2018 and March 2019, the 12 months before the next reporting cycle. 3 areas are mentioned :
“1) How you support individual women to gain the technical and political skills to progress into more senior roles
2) Training line managers to help them navigate this process, as managers can often be the biggest bottleneck
3) The whole organisation’s processes that might be stopping women’s progress”