Tag Archives: leadership and undergraduate medicine

First Knowledge Hub post of 2018 on new leadership resources

Welcome to our first Knowledge Hub post of 2018 on leadership resources

The post this month is divided into journal articles, inclusion and talent management, think tanks, learning resources area, practical tools area and parliamentary reports .

Text emboldened in red is linked to the abstract/summary or full text or a webpage, but we have also provided a link if you click on the symbol.

The symbols explained-
A link to the full text that is free for you to use.
These are indicated by the symbol   
For the links with the   symbol such as those PubMed links then your NHS Athens account may be able to provide the article full text.
For resources with the symbol please contact your local Health Care Library and see if they have it in stock or are able to order it for you .

Best wishes to all readers of the Knowledge Hub for their 2018,  from the Bodleian Health Care Libraries team.

To find your nearest Health Care Library in the UK  and in Republic of Ireland there is a searchable database  here

Journal articles area!

How should medical schools prepare medical students for leading the NHS?
Br J Hosp Med (London). 2018 Jan 2; Vol 79(Issue 1):44-46
Kazzazi F, Bartlett J, Finnerty E.

How should health leaders approach morally contentious policy issues?  
Healthcare Management Forum. 2018 Jan;31(1):29-31
Kekewich M, Landry J, and Roth V

StrengthsFinder® signature themes of talent in pharmacy residents at four midwestern pharmacy schools   
Curr Pharm Teach Learn. 2018 Jan – Feb; Vol 10(Issue 1):61-65.
See blog post here for a description of the StrengthsFinder tool
Quotation /Excerpt from blog by Sophie Francis of Langley Group   : “Clifton StrengthsFinder 2.0® is used extensively in global organisations, especially in the United States. Developed in 2001 by researchers at Gallup, the tool arose from empirical interviews in workplaces and academia that pinpointed recurring patterns of thought, feeling and behaviour (talents) associated with success. Marcus Buckingham and Donald Clifton saw strengths as the result of natural talents refined by knowledge and skill, defining them as “the ability to produce consistent, near-perfect performance in an activity”. Their tool reflects this focus on high performance. StrengthsFinder 2.0 measures 34 strengths across talent themes to reveal a brief set of strengths (top 5) that are applicable in a work context. While the tool arises from research, it is not peer reviewed or used in empirical studies. Practitioner certification is required. StandOut is a more recent and basic tool, which draws on the Gallup data and contemporary concepts of strength clusters. Buckingham developed it for easy use by individuals and teams at different levels of an organisation.”

Leadership development programs for health care middle managers: An exploration of the top management team member perspective
Health Care Manage Rev. 2018 Jan/Mar;43(1):79-89
Whaley A and  Gillis WE
Excerpt from PubMed abstract – Findings and Practice Implications
FINDINGS:
We identified four types of development programs used in the selected hospitals: (a) ongoing series, (b) curriculum-based, (c) management orientation, and (d) mentoring. Challenges existed in aligning the need for the program with program content. Communication occurred both through direct messaging regarding policies and procedures and through hidden signals. TMT [Top Management Team]members referenced other programs for guidance but were not always clear about what it is they wanted the programs to accomplish. Finally, there was limited program outcome measurement.
PRACTICE IMPLICATIONS:
Our small sample indicates that specific, structured, and comprehensive programs perform best. The better programs were always trying to improve but that most needed better accountability of tracking outcomes. In setting up a program, a collaborative approach among TMT members to establish what the needs are and how to measure outcomes worked well. Successful programs also tied in their leadership development with overall employee development.

Hypocritical flip-flop, or courageous evolution? When leaders change their moral minds
J Pers Soc Psychol. 2017 Nov;113(5):730-752
Kreps TA, Laurin K and Merritt AC

Doing what we can, but knowing our place: Being an ally to promote consumer leadership in mental health
Int J Ment Health Nurs. 2018 Feb;27(1):440-447   
Excerptsfrom PubMed abstract: “non-consumers who support consumer partnerships and leadership (known as ‘allies’) have an important role to play in facilitating and supporting consumers in leadership roles. Allies currently have more potential to influence resource allocation, and might be viewed more credibly by their peers than consumer leaders themselves.” “In the present study, we address the importance of allies for the consumer movement. It proposes some ‘rules of engagement’ to ensure that allies do not intentionally or otherwise encroach on consumer knowledge and expertise, so that they maintain the important position of supporting consumers and facilitating the valuing and use of consumer knowledge, expertise, and ultimately, leadership.”

How is success achieved by individuals innovating for patient safety and quality in the NHS?
BMC Health Serv Res. 2017; 17: 640.   
Laura Sheard, Cath Jackson, and Rebecca Lawton
Excerpts from full text : “The concept of leadership was part of our original focus and one of the a priori research questions. The topic guide contained several questions about leadership and participants answered these questions to varying degrees. However, when analysing the dataset we did not get the impression that leadership per se was a point of interest to these participants. In fact, leadership was rarely spontaneously mentioned and answers to the topic guide questions about leadership were sometimes perfunctory.”
”  It is interesting that none of our participants explicitly spoke about distributed leadership as an approach they take. Yet, in describing how they approached the task of delivering the innovation, this is the style of leadership most participants implicitly adopted in order to connect people and teams, sometimes in challenging situations or environments.”
“When investigating ‘what works’ at the level of individual, we found that the main factors were around: personal determination, the ability to connect people and teams, the ways in which innovators were able to use organisational culture to their advantage and their ability to use evidence to influence others. It is important to acknowledge that determination, focus, persistence were important personal characteristics as were skills in challenging the status quo. Innovators were able to connect sometimes disparate teams and people, being the broker between them in negotiating collaborative working. Some participants were able to use the culture of their organisation and the current patient safety agenda to their advantage (others found organisational culture stifling and this is discussed ). Gathering robust data to demonstrate that their innovation had a positive impact was seen as essential to its progression.”

Inclusion and talent management area

Enabling Black and Minority Ethnic (BME) Nurse and Midwife Progression into Senior Leadership Positions
December 2017 by Paul Reeves (NHS Improvement) and Dr. Habib Naqvi (NHS England)
This report sets out the findings following an appreciative enquiry into improving the representation of Black and Minority Ethnic (BME) nurses and midwives across the higher ‘agenda for change’ pay bands. It summarises the learning from the enquiry and engagement work and includes examples of best practice approaches (see identifification of what the best performing trusts in the Workforce Race Equality Standard (WRES) area were doing) and a number of suggested actions to support improvement.   

What is this appreciative enquiry?
An appreciative enquiry (or inquiry) is described on this website as “Appreciative Inquiry (AI) is a change management approach that focuses on identifying what is working well, analyzing why it is working well and then doing more of it.”

The appreciative enquiry was undertaken in three parts:
 Literature review and review of the WRES data – NB The references are on page 18-22 of the report with many full text links
 Meetings with senior BME nurse leaders from NHS England, NHS
improvement, the RCN, and a number of provider sites
 Semi structured interviews with executives from six provider
organisations who performed well in the WRES

NHS Trust is the first to sign UNISON’s new apprenticeships charter
Southport & Ormskirk Hospital NHS Trust has become the first organisation in the country to sign up to UNISON’s apprenticeship charter.    
December 2017
The full text of the charter is here  

Think tanks area!

Making sense of accountable care
The King’s Fund , post by Chris Ham on Jan 18th 2018     
an
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comments here https://www.kingsfund.org.uk/publications/making-sense-accountable-care#comments-top

Learning resources area!

Free full text journal articles from Sage Publications , on coaching and mentoring:
an online resource to support this book – Coaching and Mentoring: Theory and Practice
Select SAGE journal articles           are available to give you more insight into each of the book’s chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
This book is in its Third Edition (published November 2017)  and is authored by

  • Bob Garvey – Managing Partner, The Lio Partnership, a coaching and mentoring consultancy in the UK
  • Paul Stokes – Sheffield Hallam University, UK
  • David Megginson – Sheffield Hallam University, UK

  Free access to whole of chapter 3 – Creating a Coaching and Mentoring Culture

Waters Foundation
The Waters Foundation’s vision is to deliver academic and lifetime benefits to students through the effective application of systems thinking concepts, habits and tools in classroom instruction. Systems thinking is frequently mentioned in the wider literature about leadership development.
There is a host of free resources on their website    
Waters Foundation’s own Research findings
Other research findings 
Searchable database containing a variety of resources across subject areas and levels 
specific articles : eg “Seeing Below the Surface: Systems Thinking”, Yates J and Davidson A

Revised and updated edition of this book is now available and has a chapter on inclusion : 


Enhancing Adult Motivation to Learn: A Comprehensive Guide for Teaching All Adults

See Chapter 6  – Establishing Inclusion among Adult Learners

Practical tools area

Retaining your clinical staff: a practical improvement resource
      NHS Improvement, Dec 2017

This improvement resource with several mentions of the actions and role of leadership outlines key steps to improving retention of clinical staff. We have distilled advice from interviews with trust HR directors, directors of nursing and medical directors.
Do we know why our staff leave and why our staff stay?
What mechanisms do we have to engage and empower staff to drive forward their ideas?
How can we be sure that all our staff are aware of and can benefit from our retention initiatives?
This resource was developed in response to trusts’ requests for examples of best practice around improving retention through interviews with trust HR directors, directors of nursing and medical directors. It showcases proven approaches to improving staff retention with NHS organisations and builds on the same retention themes explored by NHS Employers in  and extends this support with more examples of the innovative approaches being trialled in trusts.

Parliamentary reports   

Accountable Care Organisations, published on Jan 9th 2018, authored by Alex Bate
A Commons Library briefing paper looks at the introduction of Accountable Care Organisations (ACOs) in the NHS in England, the development of the ACO policy, and comment on its potential impact.

Latest news – December 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Latest news – 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 – July 2016

What is the role of leadership in the NHS?tick
Guardian Newspaper Healthcare Network
Sarah Johnson, Friday 8th July

NHS England  2015/2016 Annual Report tick

New journal – BMJ Leader tick
This is a new, international, peer-reviewed publication, co-owned by BMJ and Faculty of Medical Leadership and Management, It is due to be launched later this year as a quarterly subscription-based journal focused on healthcare leadership.

Room at the toptick
Learning Disability Practice. 2016, Vol 19, issue 5, page 3.
Blair J
Comment in Nursing Standard  vol. 30, no. 45, p. 66 (July 6, 2016)
New leadership model for learning disability nursing

Physician leadership in e-health? A systematic literature reviewpound-sign
Leadership in health services (Bradford, England), July 2016, vol. 29, no. 3, p. 331-347
Keijser, W et al
Main findings of the study was that  six domains for further Physician leadership in e-health were outlined: resources, task processes, socio-emotional processes, leadership in virtual teams, virtual physician-patient relationship and change management. The authors showed that this topic is underrepresented in the health literature, particularly with regard to its socio-technical dynamics.

Leadership training for undergraduate medical students (part of CanMEDS 2015)pound-sign
Leadership in health services (Bradford, England), July 2016, vol. 29, no. 3, p. 348-351
Maddalena, V
Authors elaborate on Canadian example where a university has incorporated a eight-module, fully online Physician Leadership Certificate for their undergraduate medical education program.
Further articles relating to physician leadership in Canada published in July 2016 are below:
Collaborating internationally on physician leadership education: first steps.
Leadership in health services , July 2016, vol. 29, no. 3, p. 220-230
Collaborating internationally on physician leadership development: why now?
Leadership in health services , July 2016, vol. 29, no. 3, p. 231-239
Can complexity science inform physician leadership development?
Leadership in health services , July 2016, vol. 29, no. 3, p. 251-263
In their own words: describing Canadian physician leadership
Leadership in health services , July 2016, vol. 29, no. 3, p. 264-281
Developing Canadian physician: the quest for leadership effectiveness
Leadership in health services , July 2016,  vol. 29, no. 3, p. 282-299

Medical Students Who Pursue a Joint MD/MBA Degree: Who Are They and Where Are They Heading?pound-sign
Evalation and the Health Professions. 2016 (e-publication ahead of print) 
Krupat E et al
Excerpt from PubMed abstract : “Contrary to the concerns that such programs may draw students away from medicine, the vast majority embraced careers involving extensive postgraduate medical training, with long-term plans that leveraged their new perspectives and skills to improve health care delivery.”

The gendered realities and talent management imperatives of women physicians
Health care management review, July – Sept 2016,  vol. 41, no. 3, p. 189-199pound-sign
Hoff, T  and Scott, S
Article is narrative review of literature 2006 -2014 and three issues were identified: satisfaction, role challenges, and tradeoffs with women physicians in the US describing high level of satisfaction with their careers yet also experiencing gender based inequities, role challenges and lack of work life balance. This led the authors to discuss talent management strategies aimed specifically at women doctors.

Grassroots trainees have the desire to lead tick
BMJ Careers, 2nd July 2016
Khan M
Author argues it is time to capitalise on the leadership potential that was shown by trainees during the recent contract dispute, by providing opportunities, funding and networks that move beyond formal NHS leadership schemes that train just a few.

RCGP appoints 29 GP ‘ambassadors’ to advance Forward Viewtick
Pulse, 11th July 2016

Patients as partners: building collaborative relationships among professionals, patients, carers and communitiestick
The King’s Fund, July 2016
Seale, B
Excerpt from website- “This guide stems from an evolving body of the Fund’s work focused on exploring and supporting shared leadership. This work is reinforced by a growing consensus that health services, agencies, patients and communities need to work together more – and differently.” See also comments 

Impact of transformational leadership on nurse work outcomespound-sign
J Adv Nurs. 2016 Jun 27 (epub ahead of print)
Brewer CS et al
Survey of 1037 nurses looking at the  relationship between transformational leadership and intent to stay, organizational commitment and job satisfaction. Findings indicated that whilst transformational leadership did not positively correlate with intent to stay and job satisfaction it did positively correlate with organisational commitment which in turn (with job satisfaction, mentor support, promotional opportunities and age) encouraged intent to stay. Factors negatively correlated with intent to stay were ethnicity, non-local job opportunities and work settings.