Tag Archives: Interviews with leaders

September 2018 – news and resources

Conference reports

Academi Wales: See Summer School 2018 in action

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

Full keynote session videos

e-magazine

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

Case studies

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

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

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

Reports

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

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

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

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

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

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

Books 

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

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

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

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

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

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

 Learning resources from the RCN and Harvard Business Review 

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

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

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

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

News

 Council of Deans of Health student leadership programme

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

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

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

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

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

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

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

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

Journal articles

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Latest news – June 2017

Improving employee wellbeing through leadership development
Karanika-Murray M ,  Hasson H ,  Von Thiele Schwarz U, and Richter A
Book chapter – Chapter 23 in The Routledge Companion to Wellbeing at Work (2017), edited by  Cooper, C L , 50th Anniversary Professor of Organizational Psychology and Health at the University of Manchester, UK. He is President of the CIPD, President of the British Academy of Management, and President of RELATE. In 2015 he was number one on HR Magazine’s “Most Influential HR Thinkers” list.

Practising clinical leadership
Book chapter – Chapter 8, by Storey, J and Holti, R in
The Routledge companion to leadership (2016)
Storey J, Hartley J, Dennis JL, Hart P’t, and Ulrich D
John Storey is Professor of Human Resource Management at The Open University, UK.

Exploring senior nurses’ understanding of compassionate leadership in the community
British journal of community nursing; Feb 2017; vol. 22 (no. 2); p. 77-87
Ali, S and Terry, L
Excerpt from abstract: “Little is known regarding how compassionate leadership is perceived in community health care organisations. The aim was to understand how leaders and senior staff within a Community NHS Trust perceive compassionate leadership and its importance. This qualitative study employed semi-structured, audio-recorded interviews analysed using interpretative phenomenological analysis. Purposive sampling was used to recruit nursing leaders (n=11) within one Community NHS Trust.”

Regulation among leaders for service improvement
British Journal of Healthcare Management 2017 23:5, 214-219
Singh N and Stanage F
Excerpt from abstract: “In this commentary, the authors argue that, to protect patients, it should become necessary for policy and strategic decision-makers in healthcare to adhere to the same mandatory regulatory standards that healthcare professionals do.”

 Changing together: brokering constructive conversations
Johnston L and Wilson G 
Published by the Social Care Institute for Excellence , May 2017
Excerpt : There were four strands of work that contributed to this report:
A rapid evidence scan, undertaken by ICF. Key research questions included:  What ‘wicked issues’ does the Five Year Forward View present for local health and care economies?  What is meant by a ‘constructive conversation’, how might it be defined?  What attempts have been made to involve the public in constructive conversations in health and other sectors?  Why have health economy transformation projects failed to facilitate constructive conversations in the past? Where have they been successful and why? The review looked at published evidence and literature, including readily accessible grey literature; quantitative and qualitative empirical studies; systematic reviews and meta-analyses; and evidence-based reviews/commentaries and a brief survey of theoretical and conceptual literature was undertaken to help address the first two research questions. The other work strands were a workshop, conversations with senior leaders , and action research with three case study sites (Mid-Nottinghamshire, Dudley and Camden and Islington).

Reward and threat in the adolescent brain: implications for leadership development
Leadership & Organization Development Journal; Vol 38 Issue 4 (2017): 530-548.
Riddell, PM
Click on Text – Accepted Version , and also see University of Reading’s End User Agreement before downloading.

Excerpt from abstract:  A literature review was conducted to find adolescent research that investigated decision making and risk taking. The data obtained were integrated and implications for leadership were drawn from an analysis of the resulting theoretical framework.
The Baby Boomer generation who currently hold many of the leadership positions in organisations are coming close to requirement. They will have to be replaced by members of Generation X and the Millennial Generation resulting in potentially younger leaders. In addition, flatter organisational structures that are currently being implemented in many organisations will require leadership at many more levels. Thus, we need to be able to develop leadership skills in a more diverse and younger section of society. Understanding how the brain develops can help us to design appropriate leadership experiences and training for this upcoming generation of young leaders.

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation
The Leadership Quarterly, Vol 28, Issue 1, Feb 2017, pages 245-260
Anderson HJ, Baur JE, Griffith JA and Buckley MR

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

Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes
The Leadership Quarterly, 2017, 28 (1). pp. 86-103
Batistic, S., Cerne, M. and Vogel, B.

The Influence of Sexual Orientation and Gender on Perceptions of Successful Leadership Characteristics
Chapter in book: Sexual Orientation and Transgender Issues in Organizations:Global Perspectives on LGBT Workforce Diversity, edited by Kollen, T (2016)
Published by Springer – potential readership being researchers , diversity managers, line managers,  human resource managers,  and other staff within organisations.

The Crucible simulation : behavioral simulation improves clinical leadership skills and understanding of complex health policy change
Health Care Management Review . ISSN 0361-6274 (In Press), 2017
Cohen D,  Vlaev, I, McMahon L et al

High reliability organisations : making care safer through reliability and resilience
Sujan, Mark-Alexander (2017)
In: Baillie, L. and Maxwell, E., (eds.) Improving Healthcare: A Handbook for Practitioners. Abingdon, Oxon: Routledge, pp. 101-114.
Book aimed at frontline staff, as well as Quality Improvement leaders and students Editor(s) Bio: Lesley Baillie is Florence Nightingale Foundation Chair of Clinical Nursing Practice in the School of Health and Social Care at London South Bank University. Elaine Maxwell is Associate Professor in Leadership at London South Bank University.

Enabling the flow of compassionate care : a grounded theory study
BMC Health Services Research, 2017, Vol 17 (Issue 1).
Tierney, S, Seers, K, Tutton, E at al

Take it to the top: imagined interactions with leaders elevates organizational identification
The Leadership Quarterly, Vol. Early online, 25.01.2017. (Available freely after 25th July 2018)
Meleady, R and Crisp R J

In learning mode? The role of mindsets in derailing and enabling experiential leadership development
The Leadership Quarterly, June 2017 , Author manuscript
Heslin PA and Keating LA
See also the most cited articles from The Leadership Quarterly

Encouraging disabled leaders in higher education: recognising hidden talents
Stimulus Paper from the Leadership Foundation for Higher Education, March 2017
Martin, N (Professor), London South Bank University
The author gives draws from the limited available literature (full list of references is given), and  based on this and insights from the study participants, concludes; “Disabled leaders tend not to be visible despite often possessing characteristics and the skills associated with effective leadership. Further, the study reveals numerous examples of disabled leaders sensitively adapting to circumstances and team dynamics and expressing a degree of cynicism about the idea of charismatic leadership. However, without strategic level commitment to eradicating barriers and sustaining change, the status quo will remain. Disabled people work effectively within well organised, supportive environments where they feel valued and have some control. Inclusive practices and universal design reduce the requirement for individualised adjustments and benefit everyone. A number of suggestions for action are identified, including strategic responses, inclusive design and reasonable adjustment responses, a focus on leadership recruitment and development, and developing peer support, mentoring, networking and equalities-focussed leadership training”.

Human Side of Collaborative Partnerships: A Microfoundational Perspective
Group and Organization Management, 2017, Vol 42  Issue 2, pp. 151
Liu, Y; Sarala, RM; Xing, Y; Cooper, CL.
Excerpt from abstract: This article has three general objectives. First, we show that collaborative partnerships have been a long-standing issue in management and organization studies and provide an overview of the puzzles that informed and motivated this special issue. Second, we highlight the key insights and contributions of the articles included in this special issue by reviewing their theoretical underpinnings, methodological approaches, and findings. Finally, we outline a future research agenda on the human side of collaborative partnerships that can help advance management and organization studies.

Researching health and social care devolution: learning for Greater Manchester. Interim findings
Lorne C, Coleman A,  McDonald  R et al , published by University of Manchester working closely with the Greater Manchester Health and Social Care Partnership
(GMHSCP), published 6th March 2017
Information about system leadership and shared leadership.

Darkening skies? Insitute of Employment Studies (IES) Perspectives on HR 2017
Link to PDF
Excerpt from webpage: IES’s team of researchers and consultants have pulled together existing research and their own insights and experiences from working with organisations to offer their reflections on how leaders and HR practitioners can successfully navigate the imminent challenges.

Perspectives on effective coaching by those who have been coached
International Journal of Training and Development,  Vol. 21, Iss. 1, March 2017
Carter A, Blackman A, Hicks B, et al

Talent management: responding to uncertainty
Hirsh, W.  Institute of Employment Studies Principal Associate contributes to the Perspectives on HR 2017 series of essay, this one recently published. Hirsh has also authored Effective talent and succession management: A framework for thinking about your own approach Hirsh W (2015), HR Network Paper 103, Institute for Employment Studies,  which offers the practitioner two elements of support on just two pages.

Mindfulness in organisations : Case studies of organisational practice
HR Network Paper 127 | Institute for Employment Studies | Nov 2016
Carter A, Tobias J, and Spiegelhalter K  

For Knowledge Hub readers in HEE London and the South East – New Virtual Faculty Collection, designed to support the work of all clinical teachers, trainers and supervisors
Part of the new e-learning for Healthcare – Educator Hub
http://www.faculty.londondeanery.ac.uk/library-information-services/accessing-the-collection-1
Includes access to Harvard Business Review with several articles on leadership this month – neurodiversity, onboarding and the talent “curse”.

Latest news – April 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

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

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

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

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

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

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

 

Latest news – March 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

TWO REPORTS from YOUTH HEALTH PARLIAMENT

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

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

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

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

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

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

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

Latest news – February 2017

What does leadership mean to you?
NHS Confederation  asked leaders across NHS Wales what leadership meant to them.
Posted  31 / 1 / 2017

The Sir Peter Carr Award: inspiring the next generation of NHS leaders
The Sir Peter Carr Award is a £30,000 award which will be made to a clinician and manager partnership (£15,000 each) to invest in their professional development over a year to support the delivery of a shared improvement objective.
Applications are open until 14 March 2017
Pod cast by Jim Mackey Chief Executive, NHS Improvement on Sir Peter Carr 

Lessons in leadership from women clinical commissioners – Practical guidance to support the next generation of women clinical leaders
Published in December 2016 by NHS Clinical Commissioners , the independent collective voice of clinical commissioning groups.

Updated guides for hospice boards and trustees
Jean Hindmarsh, Projects Director at Hospice UK , explains the need for new guides.
Published 9th February 2017

New research into barriers:
From Peter Lees blog post , (Peter Lees is the chief executive and medical director of the UK intercollegiate Faculty of Medical Leadership and Management (FMLM))
Excerpt: “FMLM has agreed to report on the barriers facing aspiring medical leaders and we will be working with the regulators (GMC, the National Midwifery Council and the Health and Care Professions Council) to explore potential regulatory issues. We report back at the end of March 2017 so watch this space”.

The role of the medical director in the NHS
Published January 2017 by The Good Governance Institute
Excerpt from abstract ” With the increasing significance that has been attributed to clinical leadership over recent years, the role of the Medical Director is widely seen as more important than ever. Despite this, there appears to be a lack of clarity about the role, and also significant barriers to its uptake, most pertinently the issue of career progression and succession planning.
This paper explores:

  • background to the role: definition, importance, perception and the route to becoming a medical director
  • responsibilities of the Medical Director
  • what makes an effective medical director?
  • accountabilities and reporting lines and the wider team
  • training for the role and career progression
  • barriers and challenges”

Author(s): Divia Mattoo, Programme Delivery Officer, GGI, Laura Tantum, Knowledge Management Analyst, GGI

Quality improvement: learning from innovations in the vanguards
The King’s Fund blog post by Prof Don Berwick, 26th January 2017
Reflections on what leaders in Morecambe Bay, Lancaster Royal Infirmary, Leeds, Erewash, Wakefield and Sutton are currently doing in new care model sites. See also Prof Don Berwick’s webcast (released 20 Jan 2017- allow one hour for webcast, registration required) .  Scroll down for comments to Prof Don Berwick’s November 2016 post.

Interview with Dr Des Breen, Medical Director; South Yorkshire, Mid Yorkshire & North Derbyshire Working Together Programme (one of the vanguards)
Post on the Academy of Fab NHS Stuff website, 20 January 2017
Excerpt “There is a definite sense of collaboration amongst the Chief Execs, Chairs and Medical Directors. Also each Clinical project has good clinical representation from across the partner Trusts and this has crucially allowed us to engage clinicians in the development of services. I won’t pretend it hasn’t been challenging at times however most people understand the need for change and exploration of different models of delivery.”
and
Interview with Rachel Yates, Director, National Orthopaedic Alliance (NOA) vanguard
Post on the Academy of Fab NHS Stuff website, 19 January 2017
Excerpt “We have not yet fully developed our model but it is clear that to bring about this kind of change you must take everyone with you – providers, users and internal NHS staff. Everyone involved requires clarity around what you are trying to achieve, what you need to get there and who you need to keep informed – and moreover involved in the decision-making processes – along the way. Good and innovative communication is the key to success.”

Reflections on leadership from outside of healthcare

Shakespeare’s mind for the future – a modern day tale
Excerpts “A look at what Shakespeare says about leadership and its relevance to the leadership challenges of today”. Section 1 “reflects on the three leadership styles that Shakespeare develops in his plays and their relevance to today’s leaders, using insights from research conducted by Heidrick & Struggles”.
Published by Heidrick and Struggles, a leadership consultancy, in 2015 but relevant for reading in 2017 too.

The little book of managing change
Training and Development Agency for Schools
Interesting sections on leadership and problem solving using fishbone analysis.

Rapid school improvement
Report by McAleavy T, Riggall A and Fitzpatrick R
Education Development Trust, 2016 (Education Development Trust is a large educational organisation providing education services for public benefit in the UK and internationally).
Report looks at the role of leadership in “an unusually interesting group of schools in England: those in which a dramatic improvement in school quality (as measured by national school inspectors) had taken place in a short period of time. We were particularly interested in examining what school leaders did, and what took place in these schools, during such rapid ‘turnarounds’”, “the study highlights the complexities of school leadership during adversity, and the often-tough personal experiences of those who undertake the difficult role of leading change in an under-performing school.”

Leading Through Uncertainty A view from Hospitality CEOs
Excerpt “Leading through Uncertainty” is Heidrick & Struggles’ first survey of Chief Executive Officers of Britain’s leading hospitality companies in association with the British Hospitality Association. The report is based on individual conversations with CEOs which, with a few exceptions, were conducted in person”. “The spectrum of organisations encompasses:- hotel , restaurants, pub sector, sporting & recreational activities, and catering. The report includes crucial themes that are front of mind for today’s CEOs in the Hospitality sector. Issues range from business confidence, leadership and talent management”. Published in 2015.

The CEO Report Embracing the Paradoxes of Leadership and the Power of Doubt
Report by Heidrick and Struggles in association with University of Oxford’s Said Business School, published ?2015
“The CEO Report is based on rich, individual conversations with more than 150 CEOs from   a broad range of industries and sectors: consumer 30%, finance 19%, industrial 25%, life science 4%, professional services 12%, and technology 10%. Women CEOs made up 8% of the sample. ” Each interview lasted an average of 55 minutes and, with few exceptions, was conducted face-to-face. All interviews were anonymized prior to analysis by researchers at Saïd Business School, University of Oxford”.
Authors ; Saïd Business School Professor Tim Morris, Dr. Andrew White, Dr. Michael Smets, Dr. Amanda Moss Cowan, Dr. Andromachi Athanasopoulou, Dr. Ted Malloch, Lyn Martin, Emily Owen, Dr. Bryn Harris, and Alison McQuater
Heidrick and Struggles: Valerie Germain, Dr. Karen West, Dave Tullett, Patience Berry, Tom Fleming, and a global team of H&S search, leadership, and culture-shaping consultants who interviewed alongside our core research team.

Institute for Healthcare Improvement (IHI) Open School Online Course
Introduction to Health Care Leadership
From this course you can – “learn that leadership isn’t a position of authority — it’s an action. You’ll learn how to persuade different types of people and build enough unity to move forward. Finally, you’ll learn some strategies for sustaining your leadership journey over time.”
This course was updated and retitled on August 15 2016. Its previous title was L 101: Becoming a Leader in Health Care

Diversity Action Plan – Department of Health, Non-executive appointments
Sections on engagement with senior sponsors within DH and Chairs, engagement with DH Ministers, search strategy for candidates, advertising strategy, application process, working with others, monitoring and re-appointments.

Closing the gender leadership gap: a multi-centre cross-country comparison of women in management and leadership in academic health centres in the European Union
Kuhlmann et al
Human Resources for Health (2017) 15:2
Case study of four large European centres: Charité – Universitätsmedizin Berlin (Germany), Karolinska Institutet (Sweden), Medizinische Universität Wien (Austria), and Oxford Academic Health Science Centre (United Kingdom).

Dual leadership in a hospital practice
Thude, B R et al
Leadership in Health Services; Vol 30 issue 1 (2017): 101-112.
Analysis of  three different dual leadership pairs at a Danish hospital.

Escaping the healthcare leadership cul-de-sac
Leadership in Health Services; Vol 30 issue 1 (2017): 76-91
Edmonstone, J D
Excerpt from abstract : “[it is] proposee that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers.” “Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based.”

From staff nurse to nurse consultant: Clinical leadership part 9: succession planning
British Journal of Nursing,  (Dec 8, 2016-Jan 11, 2017): 1272.
Fowler, J
See also
Clinical leadership part 8 From staff nurse to nurse consultant: Clinical leadership part 8: vision
Clinical leadership part 7 From staff nurse to nurse consultant: Clinical leadership part 7: leadership and stress
Clinical leadership part 6 From staff nurse to nurse consultant: Clinical leadership part 6: leadership and mentoring
C
linical leadership part 5 From staff nurse to nurse consultant: Clinical leadership part 5: senior leadership
Clinical leadership part 4  From staff nurse to nurse consultant: Clinical leadership part 4: leading from the front
Clinical leadership part 3  From staff nurse to nurse consultant: Clinical leadership part 3: developing your leadership style
Clinical leadership part 2  From staff nurse to nurse consultant: Clinical leadership part 2: leadership styles
Clinical leadership part 1 From staff nurse to nurse consultant: Clinical leadership part 1: leadership or management?

Nursing competency standards in primary health care: an integrative review
Journal of Clinical Nursing, 2016, 25, 1193–1205
Halcomb E et al
Excerpt from abstract: “Competency standards are important tools for communicating the role of nurses to consumers and other health professionals, as well as defining this role for employers, policy makers and educators. Understanding the content of competency standards internationally is an important step to understanding this growing workforce”.

Transformational leadership in nursing: a concept analysis
Journal of Advanced Nursing , 2016, Vol 72( Issue 11), 2644–2653
Fischer S A
Excerpt from abstract : “Implications for nursing. This report proposes a new operational definition for transformational leadership and identifies model cases and defining attributes that are specific to the nursing context. The influence of transformational leadership on organizational culture and patient outcomes is evident. Of particular interest is the finding that transformational leadership can be defined as a set of teachable competencies. However, the mechanism by which transformational leadership influences patient outcomes remains unclear”

New books:

Leadership Team Coaching, Developing Collective Transformational Leadership
KoganPage
by Peter Hawkins
Peter Hawkins is Professor of Leadership at Henley Business School and  Visiting Professor in executive coaching at Oxford Brookes University and in leadership and change at the University of Bath.
Available to pre-order from 3rd March 2017, published 3rd June 2017

Leadership Team Coaching

The Leader’s Guide to Lateral Thinking Skills
Kogan Page
by Paul Sloane
Available to pre-order from 3rd June 2017, Published: 3rd September 2017

The Leader's Guide to Lateral Thinking Skills

Leadership and Management in Healthcare 3rd edition, by
Neil Gopee – Coventry University
Jo Galloway – Executive Nurse, Quality and Patient Safety, NHS Redditch and Bromsgrove & Wyre Forest Clinical Commissioning Group
Published March 2017

Leadership and Management in Healthcare

Latest news – January 2017

Aspirational characteristics for effective leadership of improvement teams119710687050730804piotr_halas_padlock.svg.hi
Pediatric Radiology  Vol 47 issue 1 (Jan 2017): 17-21
Donnelly, L F
Excerpt from abstract: “eight aspirational characteristics are discussed. These are: 1) Be a good listener, 2) Effectively communicate around an accountability cycle, 3) Stress simplicity: Prioritization and pace, 4) Expend energy to optimize people development, 5) Lead with optimism, 6) Create a culture of wellness and sustainability, 7) Have a progressive attitude toward failure and 8) Project humility over arrogance.”

Talent management practice effectiveness: investigating employee perspective
Employee Relations 39.1 (2017): 19-33.
119710687050730804piotr_halas_padlock.svg.hi
Khoreva V,  Vaiman V, and Van Zalk M
This study was that was restricted to high potential employees ( n=439) in a number of Finnish multi-national corporations  (n=11) . Employees were asked about the effectiveness of the TM practices which were defined in brief as : assignments that expand high potential employee’s capacity to lead and which result in individuals’ needs being met,  superior performance and positive attitudes . The authors focus on the psychological contract fulfilment between employer and employee and say that this is enhanced in female employees. 

Swimming together or sinking alone
Health, care and the art of systems leadership
tick
Vize, R for Institute of Healthcare Management (released 16th January 2017)

Report bImage result for Swimming together or sinking alone: health, care and the art of systems leadershipased on “interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process” and ” analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success”

 

 

Inclusive Leadership in the NHS (Podcast)
Number 5 in the list of podcasts tick
Exploration of  the theoretical side of inclusive leadership with leading experts Dan Robertson, Joan Saddler and Michelle Tuckey.
NHS Employers , 20th January 2017

2017: a new year for leadershiptick
Stephen Hart, National Director for Leadership Development< NHS Leadership Academy
Blog post 11th January 2017

Hart

Looking forward , looking backtick
Karen Dumain,
National Programme Lead, Organisational Development, NHS Leadership AcademyKaren Dumain
Blog post 23rd December 2016

Team dynamics, clinical work satisfaction, and patient care coordination between primary care providers: A mixed methods studypound-sign
Health care management review, Jan 2017, vol. 42, no. 1, p. 28-41
Song, H et al
A quantitative and qualitative study of 18 primary care practices in USA . Authors differentiated between resident physicians and attending clinicians , which may not easily translate to UK situation.  Excerpt from abstract – “Practice implications: Improving primary care team dynamics could improve clinical work satisfaction among Primary Care Providers (PCPs) and patient care coordination between PCPs. In addition to improving outcomes that directly concern health care providers, efforts to improve aspects of team dynamics may also help resolve critical challenges in workforce planning in primary care.”

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionalspound-sign
Education for primary care, published online 30th December 2016
Power A et al
Excerpt from abstract: A questionnaire on previous leadership course attendance and future intentions was distributed to community pharmacists, general dental practitioners, general practitioners, practice nurses, practice managers and optometrists. Analysis comprised descriptive statistics for closed questions and management of textual data. Results: Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred.

The resilient leader – Online webinar, 8 Februarytick
Join Faculty of Medical Leadership and Management (FMLM) Scotland and the Medical Student Group for a webinar on resilience and leadership .
The webinar will be hosted by two of the FMLM Scotland regional team: Dr. Iain Wallace, Medical Director NHS Lanarkshire,and Dr. Gemma Sullivan, Neonatal trainee, NHS Lothian.

Leaders come in all shapes and sizes (Podcast)tick
NHS Employers  12 / 01 / 2017
Excerpt from webpage “In this podcast, Doctor Elaine Maxwell, associate professor of leadership at London’s Southbank University and non-executive director of Basildon and Thurrock University Hospitals, talks networks – why they are important and what she gains from being a member of the HSJ Women Leaders Network”.

THREE REFS FROM OUTSIDE THE HEALTH SECTOR: 

Beyond personality: exploring the role of motivations, self-evaluations and values in leadership emergence within an organizational settingtick
EWOP in Practice, European Work and Organizational Psychology in Practice, 2016, issue 8 p32-49
Some UK research by Charlotte Axon & Anna Topakas of the Institute of Work Psychology, Sheffield University Management School, UK
Sample population : Managers in an Insurance company

Art, craft or science : how we think about military leadershiptick
Blog post by  December 29, 2016,
Modern War Institute

 Learning the Marriott Waytick 
Faculty of Medical Leadership and Management blog post,
Thornton D, 25/11/16
Medical Education Online
Deiorio, N M et al
The authors reviewed existing education and non-education coaching literature in the context of individualized education in doctors’ training , drew up definitions for academic coaching in medical education; in the future these definitions of the concept and constructs of coaching can be linked to learner and learning outcomes of outstanding doctors.

New book! The SAGE Handbook of Coaching
Edited bypound-sign
Tatiana Bachkirova – Oxford Brookes University
Gordon Spence – Sydney Business School
David Drake – Centre for Narrative Coaching and Leadership

The SAGE Handbook of Coaching
 Hardback only at the moment , enquire at your local healthcare library for how to obtain a loan copy .  The 20 page introduction by the editors is free at this linktick

Leading Excellence in Leeds Our Talent and Leadership Plan 2015 – 2020
Update – November 2016tick
The Leeds Teaching hospitals NHS Trust – Dean Royles, Director of Human Resources and Organisational Development, has shared his organisation’s plan on the web.

Leaders’ reactions to employee creativity, an achievement goal approachtick
Original thesis by Dutch researcher Sijbom, R which has led to several articles in academic journals –  2016  Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2016). Leaders’ achievement goals and their integrative management of creative ideas voiced by subordinates or superiors.European Journal of Social Psychology. [PDF] and 2015 Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2015). How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’ voice of creative ideas. European Journal of Work and Organizational Psychology, 24(2), 279-296.
Affiliation University of Groningen, SOM research school.

The evolution and devolution of 360° feedback tick
Industrial and Organizational Psychology: Perspectives on Science and Practice,
(2016) Vol 9 (issue 4), 761794.
Bracken , D W,  Rose D S, and Church A H
The authors cover: 
Short History of the Evolution of 360° Feedback; definition of 360º feedback; why a review is needed; what is going well; what is wrong with it ; how to facilitate evolution and circumvent devolution of 360° feedback?
and comment
Holding Leaders Accountable During the 360° Feedback Process
Industrial and Organizational Psychology , Vol 9 Issue 4 (Dec 2016): 811-813
Young, S F, Gentry, WA, and  Braddy, P W

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision qualitytick
European Journal of  Work and Organizational Psychology Vol 25 Issue 6 (Dec 2016): 773-789
Meyer, B et al
The authors set their research firmly in the context of team work which makes this an interesting paper. Two micro level behaviours are identified :  question asking and behavioural mimicry. The research was conducted by using student participants in teams in a laboratory setting, working on a task requiring decision making ; question asking was measured through behavioural coding and mimicry measured with motion sensors.

Speaking up behaviours (safety voices) of healthcare workers: A metasynthesis of qualitative research studiespound-sign
International Journal of  Nursing  Studies. 2016 Dec ; Vol 64: pages 42-51
Morrow KJ, Gustavson AM, Jones J.
11 studies were examined by the authors though they did not find any UK study to include in the metasynthesis,  so the research conclusions may not reflect cultural norms prevalent  in the UK. Nevertheless the authors state that “safety voice behaviors” can and should be proactively emphasized by healthcare organizations, and role modeled by leaders.
For an English study  – Giving voice to quality and safety matters at board level: A qualitative study of the experiences of executive nurses working in England and Wales,
Int J Nurs Stud. 2016 Jul;59:169-76 (Open Access) tick
Jones A, Lankshear A, and Kelly D.

and

Supporting nursing, midwifery and allied health professional students to raise concerns with the quality of care : A systematic literature review
University of Bedfordshire/Council of Deans of Health, 2016tick

THINKING ABOUT compassion and mindfulness at work? here are a few articles on the topic

Opinion: It’s vital to communicate with compassiontick
CIPD People Management, Jan 2017, blog post by Chahel, K

Breaking Bias
NeuroLeadership Journal, Volume 5, May 2014
Lieberman M D,  Rock D and Cox C L

The Role of Leadership in Creating Virtuous and Compassionate Organizations: Narratives of Benevolent Leadership in an Anatolian Tigertick
Journal of Business EthicsApril 2013, Volume 113, Issue 4, pp 663–678

 Mindfulness: What Is It? Where Does It Come From?tick
Siegel RD , Germer, C K and Olendzki, A
From Didonna, F. (Ed.) (2008). Clinical Handbook of Mindfulness. New York: Springer.

Care and compassion through an organizational lens: opening up new possibilities
Academy of Management Review 2012, Vol. 37, No. 4, 503–523.
tick
Rynes SL , Bartunek, JM , Dutton JE and Margolis, JD

Self-Compassion: What it is, what it does, and how it relates to mindfulnesstick
From Robinson M , Meier B and Ostafin B (Eds.) (2015) Mindfulness and Self-Regulation.
New York: Springer

Spirituality and Intergroup Harmony: Meditation and Racial Prejudicetick
Mindfulness (2014) 5:139–144
Hunsinger M , Livingston R and Isbell L

Latest News – November 2016

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Questions for organisations

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

Questions for system leaders

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

Reflections on leadershiptick

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

Mind the Gap”

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

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

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

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

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

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

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

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

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

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

 

Latest news – June 2016

Supportive Leadership & Management Behaviour Trainingtick
NHS Employers Evaluation Report 02  (Published June 2016)
This report is a summary of all the evaluation data collected to date on the Supportive Leadership & Management Behaviour training course.

Leadership in the NHS – thoughts of a newcomertick
New Director of Leadership and Organisational Development at The King’s Fund, Marcus Powell, shares his thoughts  (June 15th 2016) 

The chief executive’s tale Views from the front line of the NHS
The King’s Fund and NHS Providers (May 2016)tick
Timmins, N
Keeping to conversational tone, 12 different interviews with recently departed or soon to depart NHS Chief Executives covering both good and difficult aspects of the job. Common themes addressed in overview section. Blog post on this report by Chris Ham, Chief Executive of The King’s Fund. Blog post on this report by Marcus Powell, Director of Leadership and Organisational Development, The King’s Fund.

Talent acquisition using Linkedintick
Blog post on NHS Employers website about using Linkedin social media site for recruitment of managers and corporate roles by NHS Trusts.
Friel JP (May 2016)

Reshaping the workforce to deliver the care patients needtick
Nuffield Trust Research Report,
Imison C, Castle-Clarke S and Watson R in association with NHS Employers
May 2016
Report discusses the need to invest in the current workforce by developing extended roles and advanced roles of non-medical staff. The authors do not see much scope for Physician Associates however. Chapter 9 covers lessons for local leaders on reshaping the workforce and Chapter 10 covers recommendations for boards. The authors also examine the risks of reshaping the NHS workforce  stating that “there is evidence that without careful role and service redesign, new and extended roles can: – increase demand – supplement rather than substitute for other staff – cost rather than save – threaten the quality of care – fragment care”.

Health changing conversations: clinicians’ experience of health coaching in the East of England119710687050730804piotr_halas_padlock.svg.hi
Future Hospital Journal 2016 Vol 3, No 2: 147–51
Newman P and McDowell, A
Article provides overview of the evidence to date for health coaching (275 studies mainly from the US), and presents the work on communication skills and behaviour change techniques inherent in health coaching in the East of England. The authors state “while many interventions focus on creating expert patients, health coaching helps ‘activate clinicians’ and service providers within the mainstream of care provision in order to create a culture that is receptive to informed, empowered patients”.

Researchers Affirm Long-term Value of Health Coachingtick
American Academy of Family Physicians, June 2016 news
Commentary by Porter, S on Sharma AE et al What Happens After Health Coaching? Observational Study 1 Year Following a Randomized Controlled Trial
Ann Fam Med, May/June 2016,vol. 14 no. 3, 200-207

Systems Leadership for Beginners: what it is, how it works, and why it helps
Sorkin, D (May 2016) tick
An “Insight” piece on the Systems Leadership Hub website
About the Systems Leadership Hub
The Systems Leadership hub is part of a national systems leadership programme in England backed by, amongst others, the NHS, the Department Health, the Local Government Association, Public Health England. the Leadership Centre and the Social Care Institute for Excellence.

Barriers and enablers to advanced practitioners’ ability to enact their leadership role: A scoping review119710687050730804piotr_halas_padlock.svg.hi
Int J Nurs Stud. 2016 Aug;60:24-45
Elliott N et al
Report of a literature review (electronic databases and hand-searching of two leadership journals) identifying 34 studies. 11 enablers of leadership role and 13 barriers to leadership role were found in the literature – of these the majority were found to be related to organisational level factors (such as structural support and mentoring for the role, size of clinical case-load and opportunity to particpate in strategic decision making.). The other factors related to job level such as personal attributes and individual values.

Distributed leadership in health care teams: Constellation role distribution and leadership practicespound-sign
Health Care Manage Rev. 2016 Jul-Sep;41(3):200-12.
Chreim S and MacNaughton K
Article reports on a qualitative study of 4 teams, 44 interviews with team members and 18 team meeting observations. Findings included ambiguity within teams where there was leadership role overlaps and gaps, and contextual factors influence teams’ needs for tight or loose leadership. Authors suggest role mapping exercises and open discussions and recognition of the fact that spreading formal leadership responsibilities informally among individuals may not help.

Developing Mentoring Competency: Does a One Session Training Workshop Have Impact?pound-sign
Acad Psychiatry. 2016 Jun;40(3):429-33
Lau, C et al
Evaluation of a single, half-day of evidence-based mentor training, abstract available on PubMed