Tag Archives: Mindfulness

February 2020 – further new resources

Uncategorized, , , , , , , , ,

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

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

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

The findings also reveal:

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

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

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

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

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

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

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

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

Journal articles

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

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

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

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

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

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

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

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

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

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

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

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

Feb 2020 – the month opens with the Parker Review

Diversity and Inclusion, Leadership, NHS Workforce Plan, , , , ,

Feb 2020 – the month opens with the Parker Review

Ethnic Diversity Enriching Business Leadership
An update report from The Parker Review
Sir John Parker
The Parker Review Committee
5 February 2020

Read on for more resources and news on leadership:

The matron’s handbook: For aspiring and experienced matrons.
NHS Improvement;2020.
https://improvement.nhs.uk/resources/matrons-handbook/
“This handbook is a practical guide for those who aspire to be a matron, those who are already in post, and for organisations that want to support this important role. It can be used to prepare ward, department and service leaders for the matron’s role, and to support newly appointed matrons.”
Freely available online

Championing leadership development in healthcare
Nature Career Feature  – Published: 
Nature Biotechnology volume 38, pages110–111(2020

The Nightingale Challenge
“…the Nightingale Challenge asks every health employer around the world to provide leadership and development training for a group of young nurses and midwives during 2020 the Year of the Nurse and the Midwife.”

Further links on The Nightingale Challenge
Northern Ireland – https://www.health-ni.gov.uk/nightingale-challenge
Nursing Times – “More than 60 UK healthcare organisations have accepted a global challenge that is intended to boost leadership and development training opportunities for younger nurses and midwives”- https://www.nursingtimes.net/news/education/nightingale-challenge-employers-get-behind-nurse-leadership-scheme-07-01-2020/
Global -” More than 20,000 nurses and midwives have enrolled in Nightingale Challenge programmes around the world, meaning that the overall target set for the initiative has been achieved”- https://www.nursingtimes.net/news/education/target-reached-for-global-nurse-leadership-scheme-13-01-2020/

Lancet article – https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(19)32794-1/fulltext

Why practice nurses’ struggle to navigate their way to top positions is a leadership labyrinth
Launder, M 
Healthcare Leader,
4th Feb 2020
Excerpt “….could ….new schemes – run by bodies such as the Queen’s Nursing Institute (QNI) and NHS England – really be enough to see more [primary care] nurses in senior positions?”
Excerpt ” The leadership programmes have been introduced against a stark backdrop. In 2016, research from the QNI found that just 1.6% of practice nurses are nurse partners. And since July last year, while the formation of 1,259 primary care networks (PCN) provided a golden opportunity for practice nurses to step into leadership positions, it led to just 19 nurses filling the role of clinical director, which is the named, accountable leader responsible for delivering the strategy of each PCN. A golden opportunity  However, when the clinical director role was first announced, there was confusion over who was eligible to become one. The British Medical Association initially said that clinical directors would be chosen from among the GPs of the network. But in March last year, NHS England director of primary care, Dr Nikita Kanani, said that PCNs can be led by any clinician. Nurses still seemed hesitant to apply for the role. Creating leadership positions that practice nurses can apply for – and ensuring they know they can – is just the first step towards tackling a deep-rooted problem. Dr Crystal Oldman, chief executive of the QNI, says she doesn’t think the ‘tiny’ number of nurse clinical directors is ‘deliberate’ or ‘intentional’. Instead, she points to two factors: a lack of nurses already in leadership roles such as locality leads, who can move across to become clinical directors, and a lack of confidence to say, ‘Yes, I can do this.’ ” “There are also fewer obvious steps in the career ladder than other nursing areas. Compared to secondary care, practice nurses have no ‘clarity of pathway equivalent to an associate director of nursing or a director of nursing’. Lead practice nurses are also likely to be managing smaller teams than in secondary care.” See also Clare Blackwell’s article in Practice Nursing,  Becoming a lead nurse in a primary care network, published online 8th Jan 2020

Embedding Values-Led Leadership in a Progressive NHS Trust
Pybus, Helen
OE Cam
January 15, 2020
A write up by the consultancy organisation OE Cam on its work with Solent NHS Trust  Excerpt ”   OE Cam co-designed the project with Solent’s HR & leadership teams with the aim of improving the impact of leadership across the organisation.  The programme included workshops with the Board and an integrated development process for senior leaders focussing on embedding values-led leadership.  Working with around 40 senior leaders, we established what the values really meant in practice to develop a new behavioural framework. “Leading with HEART” Development Centres were designed to be a learning-based approach to enhance values-led leadership.  In total, 100 leaders took part in the programme across three cohorts (2016 – 2019).  The core development activity took place over three months with a much longer wraparound of activity for approximately a year, which created a seamless learning journey.  The Development Centre itself included a series of business simulations (designed specifically for the context) followed by ‘hot’ feedback, coaching and completion of diagnostic tools that explored motives, drivers, emotional intelligence and personal resilience.  The methodologies allowed us to explore leadership mindset alongside behaviours.  The design incorporated key predictors of leadership development including facilitation, visible support from managers before, during & after the events, experimentation, reflection, discussion and experience.”

CIPD Applied Research Conference
Dublin City University Business School, 22-23 January 2020
The CIPD Applied Research Conference (ARC) is an annual meeting place for academic
researchers and practitioners working in people management, employment policy and related fields. It holds a unique place in bringing together these two communities to hear about cutting edge research in HR and discuss how it can be applied in practice. ARC is an interdisciplinary conference that covers a wide range of aspects of people management, employment, learning and development and organisational development. In all research papers presented, we set out to discuss the practical application of insights to organisational life and labour markets. This conference proceedings contains the accepted submissions for the ARC 2020 research posters and papers. The papers are grouped into 15 thematic streams and are presented in the order in which they appear in the programme.
ARC 2020 was hosted by the Dublin City University Business School, 22-23 January. The
programme detail is available here. For more information on ARC, visit www.cipd.co.uk/arc
CIPD = Chartered Institute of Personel and Development

Journal articles

Learning to lead: A scoping review of undergraduate nurse education
Journal of Nursing Management, 7th Jan 2020
Scammell, JME et al
Excerpt from abstract  ”  The review highlighted some agreement about the knowledge, skills and behaviours to be addressed in leadership education. What varied more was the pedagogical methods used to deliver this, the extent of its integration throughout the programme and the nature of collaborative academic‐practice working to ensure good quality clinical supervision. Implications for nursing management-(1) students must be exposed to positive leadership practices during clinical placements to facilitate theory‐practice integration. (2) Bullying negatively impacts on students’ self‐efficacy whereas positive role modelling from registered nurses supports development of leadership competence. (3) Leadership theory and competence should be introduced early and revisited throughout the programme.”

Reflections on a decade of authentic leadership research in health care
Wong CA, Walsh EJ.
J Nurs Manag. 2020 Jan;28(1):1-3.

Preparedness of medical students and junior doctors for their role as clinical leaders: A systematic review.
Barnes T, Yu TW, Webster CS.
Med Teach. 2020 Jan;42(1):79-85

Effectiveness and feasibility of a mindful leadership course for medical specialists: a pilot study
BMC Med Educ. 2020 Feb 4;20(1):34.

Another study from the Netherlands:

Nurse practitioners’ perceptions of their ability to enact leadership in hospital care.
van Kraaij J, van Oostveen C, Vermeulen H, Heinen M, Huis A, Adriaansen M, Peters J.
J Clin Nurs. 2020 Feb;29(3-4):447-458.

Workforce: leaders urge NHS to publish delayed plan as soon as possible.
Iacobucci G.
BMJ. 2020 Feb 4;368:m464.

Three ways to become a perioperative nurse leader regardless of your title.
Mills M.
AORN J. 2020 Feb;111(2):P16-P17

Leading diversity: Towards a theory of functional leadership in diverse teams.
Homan AC, Gündemir S, Buengeler C, van Kleef GA.
J Appl Psychol. 2020 Jan 23

The Chief Registrar role in the UK: leadership capacity and development of hybrid leaders.
Snelling I, Exworthy M, Ghezelayagh S.
J Health Organ Manag. 2020 Jan 23;
Evaluation of the first cohort of the Royal College of Physicians’ (RCP) Chief Registrar programme in 2016/7.

Impact of leadership development workshops in facilitating team-based practice transformation.
Willgerodt MA, Abu-Rish Blakeney E, Summerside N, Vogel MT, Liner DA, Zierler B.
J Interprof Care. 2020 Jan-Feb;34(1):76-86.

 

March 2019 – check out what’s new on healthcare leadership this month

Leadership, Mentoring, Organisational development, Patient perspective, Staff engagement, Talent Management, Transformational research, Wellbeing, Workforce planning, , , , , , , , , , , ,

Richard Murray: ‘leadership is such a rare commodity – you need to nurture and support it’
Healthcare Leader, 13 February 2019
Excerpt from webpage “Deputy editor of Healthcare Leader magazine Angela Sharda talks to Richard Murray, chief executive of The King’s Fund about the long term plan, leadership, his hopes for the health sector and how the workforce crisis can be addressed.”

Compassion: your greatest leadership contribution?
The King’s Fund blog
Suzie Bailey, 25th Feb 2019

Amy C Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, will deliver a keynote at The King’s Fund  Annual (9th)  Leadership and Management Summit on 10 July 2019
Chapter 1 of her latest book “The Fearless Organization” , published in November 2018 free from Wiley here

Allied Health Professionals’ Careers Resource
Excerpt from website “This careers resource for AHPs identifies eight core areas that you could consider to develop your career, all whilst continuing your clinical practice. We’ve included insight from AHPs working within these areas, with voices from across all 14 allied health professions – plus useful information and links to resources to demonstrate the art of the possible for your career development”
The resource includes Managerial/Leadership – click on the circle in the blue planet picture  and then click on “Launch”

‘Is it necessary for all nurses to be mentors?’
Editorial by Jenni Middleton, Nursing Times , 20th March 2019
Plus 53 comments

The Kark review: what it means for leadership in the NHS
Hiba Mahamadi
Healthcare Leader, 8 February 2019
Excerpt from Healthcare Leader website “Carried out by Tom Kark QC, the review has suggested a number of changes designed to make the test more effective in ensuring that those in senior leadership positions in the NHS are qualified and equipped for the posts they hold.”

Support for care and health leaders
Local Government Association , February 2019
Various events and useful websites

Regional Talent Boards: Balancing a national approach to talent with regional priorities
Health Service Journal , 18th February
Hancock, Martin (Director of talent management at the NHS Leadership Academy)
The article sets out the core principles behind the Regional Talent Boards and what has been achieved so far, particularly in the Midlands Region and the East Region.

Derbyshire Patient Leadership Programme Safety & Improvement
FREE patient leadership programme for those patient leaders involved in patient safety, quality improvement and NHS data.
Outline of a new programme for 30 people in Derbyshire, over 4 days, 2 days in April and one day in July and October 2019

New Chief People Officer to help build the NHS workforce of the future
NHS England, March 1st 2019
Excerpt: “NHS Improvement and NHS England have appointed Prerana Issar to the role of Chief People Officer. The new position is part of the NHS Executive Group and will play a leading role in ensuring that NHS in England has enough people, with the right skills and experience to deliver the improvements for patients set out in the Long Term Plan.” “Prerana brings a wealth of expertise in leadership development and strategic talent management, as well as diversity and inclusion. She is a passionate and committed advocate for diversity at all levels and all jobs, and applies this lens to people-related decisions, policies and processes.”

Training routes into the NHS – Routes to support your traditional talent pipelines and workforce supply
NHS Employers Infographic , 14th Feb 2019

NHS Assembly
NHS England, March 1st 2019
Excerpt “The Assembly will be formed of around fifty individuals, drawn from national and frontline clinical leaders, patient leaders, staff representatives, health and care system leaders and voluntary, community and social enterprise sector leaders, who will bring their experience, knowledge and links to wider networks to inform discussion and debate on the NHS’ work and priorities.”
“Following a nationally-advertised recruitment process, Dr Clare Gerada has been appointed as clinical chair, and Professor Sir Chris Ham as non-clinical chair, of the NHS Assembly.”
“Building on the collaborative approach to developing the NHS Long Term Plan, published on 7 January, the Assembly will bring together a range of individuals from across the health and care sectors at regular intervals to advise the Boards of NHS England and NHS Improvement on implementation of the improvements it outlined.”

NHS Staff and Learners’ Mental Wellbeing Final Report
February 2019
Arising from the Commission on the mental wellbeing of NHS staff and learners. The Commission was led by Sir Keith Pearson, former Chair of Health Education England, and by Professor Simon Gregory, Director and Dean of Education and Quality, Midlands and East, as Programme Clinical Director.
……..short of time? executive summary here

Developing People Improving Care: short guides
NHS Improvement has “broken down the conditions of Developing People Improving Care into five short guides. Each guide explains how different organisations have put the conditions into action, to help you develop your own solutions.”

Contribute to the NHS Long Term Plan leadership development workstream
Faculty of Medical Leadership and Management, February 22nd 2019 

Exploit e-staff record to improve workforce planning, NHS Improvement tells physio leaders
Chartered Society of Physiotherapy
Seven steps in the guide, published by NHS Improvement on 19 February 2019

Bottom up working for effective place-based leadership
Blog by Kate Ardern, Director of Public Health at Wigan Council
NHS Confederation webpage, 7th March 2019
Kate explains what is being done in Wigan

Journal articles

Psychological Detachment from Work during Nonwork Time and Employee Well-Being: The Role of Leader’s Detachment
Sonnentag S and Schiffner C
Spanish Journal of Psychology 2019 March 1, 22: E3

Assessing Behavioral Styles Among Nurse Managers: Implications for Leading Effective Teams
Keogh TJ, Robinson JC, and Parnell JM
Hospital Topics 2019 February 4, : p1-7

The impact of informal leader nurses on patient satisfaction
Douglas Lawton T et al
J Nurs Manag. 2019 Jan;27(1):103-108

A Survey of Nurse Leaders to Explore the Relationship Between Grit and Measures of Success and Well-being
Seguin C.
J Nurs Adm. 2019 Feb 5

What’s in a Word? Qualitative and Quantitative Analysis of Leadership Language in Anesthesiology Resident Feedback
Arkin N et al
Journal of Graduate Medical Education 2019, 11 (1): 44-52

Transformative agency and tensions in knowledge management-A qualitative interview study for nurse leaders

Lunden A et al 
J Clin Nurs. 2019 Mar;28(5-6):969-979

Where philosophy meets culture: exploring how coaches conceptualise their roles
Watling CJ and LaDonna KA
Medical Education 2019 January 23rd 2019

Mindfulness in organizations (part 1): a critical literature review. 
Passmore, J.
Industrial & Commerical Training (2019) .Vol. 51 Issue: 2, pp.104-113

Mindfulness in organizations (part 2): a practitioners’ guide to applying mindfulness based approaches in leadership development, workplace wellbeing and coaching.
Industrial and Commercial Training. ISSN 0019-7858 (IN PRESS)

Existential leadership coaching in a medical partnership
Spencer ED and Albertyn R
Leadership in Health Services 2019 January 24, 32 (1): 69-82

Mastering Your Distinctive Strengths as an Introverted Nurse Leader
Wisser KZ and Massey RL
Nursing Administration Quarterly 2019, 43 (2): 123-129

New books

Leadership in Healthcare Delivering Organisational Transformation and Operational Excellence
Springer,  published 2 February 2019
Turner P
Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK.
Excerpt from website:

  • “Includes three essential characteristics of leaders and leadership that can be used for further research or adapted practice
  • Features leadership competencies from ‘best practice’ health organizations around the world
  • Acknowledges alternative views of leadership and the importance of follower engagement”

New Leadership For Today's Health Care Professionals by Louis G. Rubino and Salvador J. Esparza

New Leadership for Today’s Health Care Professionals: Concepts and Cases 
2nd Edition
published 5 Dec 2018
Chapter 1 (A call for new leadership in health care ) and chapter 2 (Developing healthcare Leaders) free – click on Sample Materials tab

 

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

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

WELCOME TO OUR POST FOR APRIL 2018

JOURNAL ARTICLES 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

………..interesting BLOG POSTS

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

REPORTS

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

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

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

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

BOOKS

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

 

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

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

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

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

What can we glean about workforce planning and leadership?

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

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

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

Dream Placement

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

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

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

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

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

TALENT MANAGEMENT 

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

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

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

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

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

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

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

Other news

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

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

Latest news – October 2017

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

Leadership and generations at work: A critical review
The Leadership Quarterly; Oct 2017
Rudolph C W, Rauvola R S, Zacher H

Redefining Leadership for a Digital Age
Corporate author: IMD Switzerland
The research found that “leadership effectiveness in disruptive environments shared many of the same characteristics as leadership in more stable environments, with a few notable exceptions”. The report focuses on these exceptions – hyperawareness, evidence based decision making , but moving quickly, often valuing speed over perfection.

Leadership attribution – IEDP Developing Leaders website 
Roddy Millar comments on research by Robin Martin, Professor of Organizational Psychology at Alliance Manchester Business School, and Terry Hodgetts, Director of the Centre for Executive Development at Aston Business School on the attitudes of followers, the possibility of leaders’ unconscious bias and how it impacts leadership ability.

The need for strong clinical leaders – transformational and transactional leadership as a framework for resident leadership training
PLoS One Vol 12, Issue 8 (Aug 2017)
Saravo B, Netzel J, and Kiesewetter J
The three authors from Bavaria, Germany,  point out that doctors in training “do not hold formal authority and their leadership roles are not clearly defined, a distinct approach in framing the concept of leadership is needed.” The research reports on a 4 week leadership modular training course for postgraduate year 1-4 doctors (just two-and-a-half hour sessions once a week after clinical duties, with  a half-hour one-on-one feedback session between modules two and three) .  Results : “evidence that both distinct leadership components laid forth in the model are applicable for displaying significant increases in residents’ leadership performance. For example, at the end of the training, residents were able to show appreciation for good efforts (transformational leadership skills) and make clear who is responsible for specific tasks (transactional leadership skills). Interestingly, residents scored higher in self-assessed transactional leadership at baseline than in transformational leadership. They did change significantly in both leadership components, yet remained higher mean scores for transactional leadership also after training was completed. We believe this reflects the unique requirements of the clinical setting where fostering and sustaining patient safety is among the highest of priorities. In their everyday clinical practice, residents might feel more obliged to intervene and exert active control in order to prevent medical errors, thus exhibiting more transactional leadership behaviors.”” It is remarkable that a substantial gain in both leadership components was demonstrated by video coding of simulations from an external evaluator perspective and by subjective data, as well. The increase in leadership skills from two different, independent perspectives supports the applicability of the leadership model for graduate medical education.”

The Mindful Leader: Research Findings
Ashridge Executive Education
Ashridge, Berkhamsted, Hertfordshire, HP4 1NS
Complete a short form to enable download of full text of report.
See also article in Harvard Business Review: Mindfulness Works but Only If You Work at It

Safety Culture and High-Risk Environments : A Leadership Perspective
Caldwell, C L, 2017
CRC Press .
Not written in context of healthcare but in context of environmental health and safety but may have some resonance in healthcare settings. The author includes some tools for leaders in the book which can be used to evaluate and improve organizational safety culture and resilience in the context of leadership.

Midlands and East Executive Talent (MEET) pool
https://improvement.nhs.uk/resources/midlands-and-east-executive-talent-pool/
Candidate guide is here
Guide for NHS Trusts is here
The pool  provides financial and organisational benefits by reducing reliance on expensive interim staff, enhances the leadership capability of the region and contributes to a strong talent pipeline – something chief executives told us they wanted to see, provides a source of talent that can be tapped into when relevant opportunities arise, and helps to assure leadership quality into the future

Demystifying the leadership kaleidoscope into an integrated view
The Journal of Management Development;  Vol 36 Issue7 (2017): 859-876.
Marathe G, Balasubramanian G, and Singhal M

Measuring leader behaviour: evidence for a “big five” model of leadership
 Leadership & Organization Development Journal;  Vol 38.1 (2017): 126-144.
Langford P H, Dougall C B, Parkes, L P
The study used Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology.

Organizational diversity learning framework: going beyond diversity training programs
Personnel Review vol 46 Issue 6 (2017): 1120-1141. (Link to author manuscript)
Fujimoto Y and  Härtel C E J
See Table I for overview of literature and major differences between diversity training and organizational diversity learning approach

Psychiatric Management, Administration, and Leadership: a Continuum or Distinct Concepts?
Psychiatr Q. 2017 Oct 6
Saeed SA et al
Terms often used interchangeably or as discrete or overlapping points on a continuum, the authors “recommend that administrative psychiatrists integrate all three in their everyday work. The authors suggest the distinctions among these concepts should inform training and identify core competencies related to these distinctions. Mentoring should focus on the practical integration of the concepts of management, administration, and leadership in administrative psychiatry.

Diabetes UK Clinical Champions initiative
Healthcare professionals stepping into voluntary leadership roles, regardless of position/conventional hierarchy or personal gain.

Healthcare Leadership outside the NHS – Tim Crocker-Buque
Blog post
Dr Crocker-Buque writes “healthcare professionals find it difficult to access meaningful leadership experiences during training. The NHS, particularly secondary care services, remains extremely hierarchical and it can take many years for junior staff to be afforded opportunities to take up leadership positions with responsibilities for other staff, organisational strategy, or financial accountability. However, outside the NHS a wide range of leadership opportunities exist where there can be a great synergy in applying the knowledge and experience gained from your healthcare experience in a different context. One of these is being a Trustee for a registered charity”. This post explains Dr Crocker-Buque  time as Trustee for Step Forward, which provides counselling, support, mental and sexual health services to young people aged 11-24 in the London Borough of Tower Hamlets.

Corporate learning and leadership development programmes – Pulse attitudinal survey 2017
Complete a short form to active report download
This is the report of an attitudinal survey commissioned by Financial Times and the  IE Business School Corporate Learning Alliance.
Excerpt: “Although organisations have attempted to measure the impact of executive education and leadership development, they don’t always succeed, despite this being a priority when choosing the right learning programmes for their organisations. Interestingly, when looking at the impact of executive education and leadership development on the organisation generally, [very] senior leaders tend to take a healthier view on success than other members of the organisation.”
“Senior managers, who are often the ones engaging in programmes, are least satisfied to date”.  Conclusion “The learning and development industry needs to help organisations find valid and reliable measurement and evaluation techniques. It’s clear from the 2017 results that organisations haven’t cracked the evaluation code, despite an overwhelming desire to link current and past programmes to business results including employee engagement , customer satisfaction , revenue, profit and margins, and employee satisfaction .

 Developing leaders emagazine – latest issue
http://www.iedp.com/articles/developing-leaders-emagazine-issue-27/

Medical leadership, a systematic narrative review: do hospitals and healthcare organisations perform better when led by doctors?
open access article
The lead author is based at  Macquarie University, Sydney, New South Wales, Australia. A useful analysis of the literature including UK studies and commentary , but the authors found ” insufficient studies meeting inclusion criteria to enable our research question to be robustly answered, hence the decision to craft a narrative review. ” Also “risk of bias was evident across studies due to the majority of studies employing self-reported measures and an absence of information concerning ethics approval, funding or conflicts of interests in some studies.”.

How do consumer leaders co-create value in mental health organisations?
Australian Health Review  Vol41 Issue 5 (Oct 2017): 505-510.
Scholz B,  Bocking J, and Happell B
Although Australian, research suggests “consumers remain disempowered within mental health services”. Also the “extent to which service organisations have included consumer leaders varies, but research suggests that this inclusion can be tokenistic or that organisations choose to work with consumers who are less likely to challenge the status quo.” Suggestions are “having consumers on boards, having consumers on recruitment panels and providing leadership training for consumers”.

Latest news – January 2017

Change, Coaching, Leadership, Organisational development, Staff engagement, Talent Management, , , , , , , , , , , , , , , ,

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 leadershiptick
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), 761–794.
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 Ethics, April 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 – Summer 2016

Coaching, Leadership, Organisational development, Patient perspective, Talent Management, Transformational research, Uncategorized, , , , , , , , ,

Sustainability and Transformation Plans (STPs) explainedtick
The King’s Fund, 24th August 2016
Content: What are STPs, What do they mean for the NHS?, Will they deliver benefits for local populations? Where next?
In addition (excerpt)
“The King’s Fund is also carrying out research to track the development of STPs in four parts of the country. Its purpose is to understand how STPs are being developed and what lessons can be learnt for local areas and national policy-makers”. The “research will focus primarily on how STPs are being developed – in other words, the process of developing them – rather than on the detail and content of the plans themselves.”

Building Future Leaderstick
Institute for Healthcare Management
July 2016
Results of a snapshot survey of students on healthcare management and leadership courses in the UK.
Key findings (excerpt):
“The key findings were: a) Aspiration to top-level positions remains high among heath and care management and leadership trainees. Aspiration is highest among those on formal NHS leadership pathways, and female and BAME managers are just as or more likely to aspire to senior positions than their white male counterparts. b) A desire to implement change is the biggest motivation for the overwhelming majority of aspiring health and care leaders. However, a significant minority do not feel they will actually be empowered to do so. c) The biggest deterrent factor for those who do not aspire to top-level positions, and the greatest barrier perceived by those who do, is the unrealistic demands placed on health and care service delivery with currently available resources. d) High turnover and vacancy rates for senior positions are not in themselves significant deterrent factors for future health and care leaders. e) Few trainee managers see a clear career pathway to the top level. This is a particular area of concern for experienced managers who have a great deal to offer, but did not get onto formal NHS leadership pathways on the ground floor. f) Half of trainee managers say health and care leadership does not reflect the diversity of the workforce, and only 15% believe it is as easy for BAME managers to reach senior positions as it is for their white counterparts. g) Aspiring health and care leaders believe they need to develop greater political skills in order to provide effective leadership in the current climate, but are lacking in confidence that they will receive the necessary training in this area”.

Talking leadership: Sarah Massie on developing compassionate leadership through mindfulnesstick
The King’s Fund blog post, 26th July 2016

First and foremost, physicians: the clinical versus leadership identities of physician leaderspound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 711-728,
Quinn, J F; Perelli, Sheri
Excerpt from PubMed abstract  “Phenomenological interviews were performed with 25 physicians at three organizational levels with physicians affiliated or employed by four hospitals within one health care organization in the USA between August and September 2010”

Women physicians as healthcare leaders: a qualitative study.pound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 648-665
Roth, V et al
A cost/benefit analysis of women taking leadership roles in healthcare

Leadership – how can we prepare for the unexpected?tick
Vyas, N
The Huffington Post, 23rd August 2016
A look at how mindfulness can be used by leaders to remain resilient in times of volatility, uncertainty, complexity and ambiguity.

Book: Mindful Leadership: A Guide for the Health Care Professions (Table of contents and sample chapter) tick
Johns, C (Christopher Johns is Professor of Nursing, University of Bedfordshire and Visiting Professor, Christ Church, Canterbury University, UK.)
Palgrave Macmillan
Book review in RCNi by Helen Barlow 

Mindful Leadership

Catch talented leaders early, says chief nurse119710687050730804piotr_halas_padlock.svg.hi
Nursing standard (Royal College of Nursing ), Jun 2016, vol. 30,
no. 43, p. 13
Commentary on gender imbalance at senior nurse level by Chief Nurse as found by report by job agency Ranstad Care(June 2016)
Assessing the lack of senior opportunities for women in nursing tick

A scoping review to understand “leadership” in interprofessional education and practicepound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(408-415),
Brewer, M et al
Excerpt from PubMed abstract “This review indicates the need for a more critical examination of interprofessional leadership and the capabilities required to lead the changes required in both education and practice settings”

The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teamspound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(416-422),
Dimas, I et al
A study undertaken in Portugal which found “leader coaching and peer coaching have a positive effect on the level of team members’ satisfaction with the team”

Leveraging a faculty fellowship programme to develop leaders in interprofessional educationpound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(520-522),
Robins, L et al
At an academic institution in the USA, a faculty fellowship scheme was set up and participants found that they “valued participating in a longitudinal programme where they could learn about and practice teaching and leadership skills”.

Shining the light on the dark side of medical leadership – a qualitative study in Australia119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services , Jul 2016, vol. 29, no. 3, p. 313-330
Loh E et al
Excercpt from PubMed abstract : “Findings: Medical leaders had four key beliefs about the “dark side” as perceived through the eyes of their own past clinical experience and/or their clinical colleagues. These four beliefs or dimensions of the negative perception colloquially known as “the dark side” are the belief that they lack both managerial and clinical credibility, they have confused identities, they may be in conflict with clinicians, their clinical colleagues lack insight into the complexities of medical leadership and, as a result, doctors are actively discouraged from making the transition from clinical practice to medical leadership roles in the first place.”

The Nye Bevan Programme Evaluation Summarytick
The NHS Leadership Academy has  recently received an evaluation paper for the Nye Bevan programme, carried out by the Institute of Employment Studies in August 2016. As part of this it looked at the impact of the programme and featured a number of rich and informative case studies. As the paper is 177 pages in length, our communications team have pulled out key aspects into a manageable summary paper. An early version of this has been shared with LDP comms colleagues, with a final version to be sent out shortly.

Evaluation of the Mary Seacole leadership development programmetick
Report by OPM for the NHS Leadership Academy, September 2015 looking at what types of individuals took part in the programme and why?;  to what extent did the programme impact on the personal development of the participants?; to what extent did the programme enable the participants to implement improvement in their workplace? ; to what extent did the programme have a lasting impact on both the participants and their organisations?  and conclusion and recommendations.  NB Additional report of 6 personal stories of doing the development programme on request from Samia Fazil at the NHS Thames Valley and Wessex Leadership Academy : email Samia.Fazil@tvwleadershipacademy.nhs.uk 

Lessons in Leadership for Improvement: Kaiser Permanente’s Improvement Journey Over 10 Years.tick
Cambridge, Massachusetts
Available as free download from Institute for Healthcare Improvement; April 2016. (ihi.org registration required)

Accenture 2016 Consumer Survey on Patient Engagementtick
Excerpt from Infographic “Accenture commissioned a seven-country survey of 7,840 consumers ages 18+ to assess their attitudes toward health, the healthcare system, electronic health records, healthcare technology and their healthcare providers’ electronic capabilities. The online survey included consumers across seven countries: Australia (1013), Brazil (1006), England (1009), Norway (800), Saudi Arabia (852), Singapore (935) and the United States (2225)”

Interested in reading articles on unconscious bias ?  Click here ” Resources on unconscious bias ”  for a list of articles on this topic
The list is inclusive of links to PubMed abstracts which will further tell you if the full text is “open access”, or whether you need to contact your local health library for their assistance in obtaining the full text for you.

The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement
J Nurs Adm. 2016 Aug 3pound-sign
Manning J
Survey of 441 staff nurses working in 3 acute care hospitals.
Excerpt from PubMed abstract:  RESULTS:Transactional and transformational leadership styles in nurse managers positively influenced staff nurse workengagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.CONCLUSIONS:Nurse managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizationaloutcomes.

Current awareness update on mentoring (July 2016) tick
Taunton and Somerset NHS Foundation Trust  and Somerset Partnership, Library Services (Musgrove Park)

Report on the Buurtzorg Model of Health and Social Caretick
Health and Social Care Academy, 2016
A Dutch model of delivering care in the community which relies on administrative staff and nurse-coaches rather than managers.

Assessing potentialtick
A report published by Corporate Research Forum, March 2016 but recently made available.
Authors Chamorro-Premuzic T (Professor of Business Psychology, University College London and CEO of Hogan Assessments) and Pillans G (Research Director of Corporate Research Forum)
See also Executive Summary
and report from a meeting where the report was presented by the authors and discussed:
Assessing potential – from academic theories to practical realities, Meeting held at Plaisterers’ Hall, London, 09/03/2016