Tag Archives: Nursing leadership

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.

 

September 2019 – new resources on healthcare leadership

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Editorials from the Faculty of Medical Leadership and Management:

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

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

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

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

Journal articles

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

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

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

Reaching across the linguistic divide in management and leadership education.

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

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

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

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

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

 

Summertime August 2019 – views, news and articles

Leadership, Organisational development, Positive work culture, Quality Improvement, Tackling bullying, Workforce planning, , , , , , , , ,

News and blog posts

From Chief People Officer bulletin, 7 August 2019
A new NHS Leadership Compact
Andrew Foster, Chief Executive, Wrightington Wigan and Leigh NHS Foundation Trust
Excerpt from bulletin  “The Improving Leadership Culture workstream’s cross-system reference group, which includes expertise and experience from outside the NHS to test our thinking and expand our horizons, is providing invaluable guidance on a number of projects. The workstream is progressing leadership pathways and pipelines, a revision of our systems of regulation and oversight to support outstanding leadership, engagement with the system on the outcome of the Kark review, and a clear and aligned development and support offer for leaders and systems. Our cornerstone initiative is a new NHS Leadership Compact. This will be an agreement between board level leaders in provider organisations, commissioners and integrated care systems, and senior leaders — including regional directors in each of the national arm’s length bodies. It will include an expectation that these leaders create a similar compact to apply within their own teams and organisations. It will describe, on a single page, the agreement between senior leaders and be supported by a short document that describes the shared values, beliefs and behaviours that senior leaders agree are necessary to develop and sustain a compassionate, inclusive and positive leadership culture. We will be co-creating the Compact through an intensive period of engagement and iterative improvement between August and October 2019.”

NHS leaders and experts on building positive workforce cultures

Excerpt: “Henrietta Hughes, NHS national guardian, in an interview with Healthcare Manager highlighted a link between staff being able to speak up and an organisation’s CQC rating. She says, in trusts rated outstanding, managers are far more likely to encourage staff to speak up than in trusts rated inadequate.

In the interview, Henrietta mentioned the importance of freedom to speak up guardians working closely with managers and trade union representatives to identify issues within an organisation and escalate them, if required. Her call to leaders in the NHS was for them to be “genuinely interested in the views of all your staff, patients and carers. They’re bringing gifts of information that will help you fix and improve your systems.” ”

Excerpt: “In July 2019, Creating a culture of civility, compassion and respect was published. This report sets out the activity carried out by the SPF (Social Partnership Forum) and partner organisations since the launch of the call to action and SPF priorities for year three. These include:

  • continuing to encourage and support employers and trade unions to work in partnership to build positive workplace cultures
  • linking with NHS England and NHS Improvement in the initiatives they are progressing to tackle bullying in the NHS and make the NHS the best place to work
  • focusing on improving the experience at work for disabled, BAME and LGBT staff
  • addressing sexual harassment.

Why Leaders Shouldn’t Fear Changing Their Minds
Donald M. Berwick | Wednesday, July 17, 2019
Institute for Healthcare Improvement blog post

Do We Make QI Too Complicated?
By Karen Baldoza | Thursday, July 18, 2019
Institute for Healthcare Improvement blog post

Health Care Leaders and Their Boards: Partners in Culture Change
Sam Watson | Tuesday, July 16, 2019
Institute for Healthcare Improvement blog post

New Deputy Chief People Officer to help make the NHS the ‘best place to work’
NHS England and Improvement has appointed Professor Em Wilkinson-Brice as deputy chief people officer

Academi Wales Summer School 2019
Blog post from Jo Hicks, Academi Wales Director
Excerpt from email “Over 200 delegates from 72 organisations gathered in Lampeter from 24-28 June 2019 for the 14th annual All Wales Public Service Leadership Summer School 2019. Summer School is an intensive residential learning experience and brings together leaders and managers to address key issues on a specific leadership topic. This year’s theme was ‘The Leadership Challenge – from efficient to exemplary’ “

£20 million funding to help 10,000 young people into NHS careers
Gov.uk news release
23rd July 2019

Leaders in Wigan Council recognised that to give staff agency to act they had to change attitudes to risk by changing the culture of the organisation
See The King’s Fund blog ‘We will back you’: a positive approach to risk
And A citizen-led approach to health and care: Lessons from the Wigan Deal, 
Published 26th June 2019

IF YOU HAVE MISSED THIS YOU CAN CATCH-UP ON DEMAND (Just register on the right hand side )
Compassionate and inclusive leadership:
Creating supportive leadership cultures to deliver on the NHS long-term plan
Webinar The King’s Fund , May 2019
The NHS long-term plan sets out a national vision for leadership that is both compassionate and diverse. This free live online event will explore the evidence base and what practical and behavioural changes are required now and over the next ten years to achieve that cultural change.

You will hear from local, national and international leaders about the actions required at every level of the care systems to ensure positive cultures in which staff are supported to work at their very best.

My Improvement Journey: Naomi Burden
The Health Foundation , 11th July
Naomi Burden shares how she has found her tribe within Q and encourages fellow AHPs to join the newly created Allied Health Professions in QI Special Interest Group.
“I’ve been working with fellow AHP colleagues in Q to establish an AHPs in QI Special Interest Group for the Q community. The first Q tweet about the AHPs in QI SIG generated a great level of interest: not that far off 1,000 engagements. There’s clearly a big appetite amongst AHPs working together on QI. ”

Healthcare Leader
latest issue online
Leadership is about having a vision – interview with Saffron Cordrey, Deputy Chief Executive of NHS Providers.

Report

Workforce Race Equality Standard 2018/19 
Published: 2 August 2019
Excerpt from press release webpage :

“This year’s data shows progress in Indicators 2, 3 and 4:

  • the likelihood of white staff being appointed from shortlisting is the same as for BME staff
  • the data tells us there is no difference in the likelihood of a BME colleague entering a formal disciplinary process compared to a white colleague
  • this year’s data shows that there is no difference in the relative likelihood of white staff accessing non-mandatory learning compared to BME staff

We still have lots of work to do in other areas such as ensuring BME representation at senior levels and reducing the gap in bullying and harassment. We will be developing a robust action plan with the Race Equality Network and other colleagues to raise and accelerate our ambition in achieving a fair and inclusive workplace.”

 

Journal articles

Millennial managers: exploring the next generation of talent
Gerard N
Leadership in Health Services 2019 June 28, 32 (3): 364-386
Survey data were collected from 107 millennials pursuing bachelor degrees in healthcare management by using a modified version of the multidimensional work motivation scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and with various patient populations. Correlational analyses were conducted to examine the relationship between types of motivation and workplace preferences. Cross-cultural differences were also examined within this generational set. FINDINGS: Results indicate a significant positive relationship between intrinsic motivation and preferences for working on the payer side of the industry and within finance and IT functions. Findings also reveal a significant positive relationship between prosocial motivation and preferences for working with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of millennials suggests different upbringings, or alternatively, cultural relativity of the motivational constructs themselves.

Strategies to Recruit the Next Generation of Nursing Leadership Talent
Martin ER and Kallmeyer R
Journal of Nursing Administration 2018, 48 (7-8): 368-374
RESULTS: Respondents indicated 45% of the interventions have a moderate to high impact on their consideration for a position in administration. Statistical significance between generations was identified on 4 interventions related to work-life harmony. CONCLUSIONS: Fiscally conservative interventions exist to assist hospital administrators with succession planning among nurse managers. When recruiting Generations X and Y candidates, interventions supporting work-life harmony should be emphasized

Leadership styles’ influence on the quality of nursing care
Alloubani A et al
International Journal of Health Care Quality Assurance 2019 July 8, 32 (6): 1022-1033

Addressing Workforce Challenges in Healthcare Calls for Proactive Leadership
Parsons JE
Frontiers of Health Services Management 2019, 35 (4): 11-17

Turning the Titanic: physicians as both leaders and managers in healthcare reform
Grady CR and Hinings CRB
Leadership in Health Services 2019 June 28, 32 (3): 338-347

Leader’s integrity and employee silence in healthcare organizations
Erkutlu H and Chafra J
Leadership in Health Services 2019 June 28, 32 (3): 419-434
FINDINGS: The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. PRACTICAL IMPLICATIONS: The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence.

Developing effective nurse leadership skills
Denise Major, Deputy director of nursing, Salisbury NHS Foundation Trust, Salisbury, Wiltshire, England
Nursing Standard , Published online: 07 May 2019
Abstract : “Leadership is a role that nurses are expected to fulfil, regardless of their job title and experience. Nurses are required to lead and manage care as soon as they have completed their training. However, the development of leadership skills and the associated learning can be challenging, especially for less experienced nurses and those at the beginning of their careers. This article examines the importance of effective leadership for nurses, patients and healthcare organisations, and outlines some of the theories of leadership such as transformational leadership. It also details how nurses can develop their leadership skills, for example through self-awareness, critical reflection and role modelling.”

Gritty Leaders: The Impact of Grit on Positive Leadership Capacity
Psychol Rep. 2019 Aug;122(4):1449-1470
Schimschal SE and  Lomas T.

Workplace strategies to reduce pharmacy leadership burnout.
King E et al
Am J Health Syst Pharm. 2019 Jul 2;76(14):1007-1009

Embracing Diversity and Inclusion in Psychiatry Leadership.
Simonsen KA, and Shim RS.
Psychiatr Clin North Am. 2019 Sep;42(3):463-471

Advanced Leadership Training: Pursue an MBA or Other Advanced Degree?
Grigsby RK.
Psychiatr Clin North Am. 2019 Sep;42(3):439-446.

Books

Values-Based Leadership in Healthcare Congruent Leadership Explored
Stanley, D
Published June 2019
Sage Publications
“Stanley’s Values-Based Leadership in Healthcare proposes a bold new theory of leadership to help drive positive change in healthcare organisations. The theory of ‘Congruent Leadership’ is defined and presented through a series of corporate and clinical case studies and examples, which guide the reader through the possibilities for using their own values to inform best practice.”
Values-Based Leadership in Healthcare

Advanced Practice Nursing Leadership: A Global Perspective
Hassmiller, Susan, Pulcini, Joyce (Eds.)
Focuses on clinical, educational and policy leadership for APNs
Written by senior leaders and emerging or junior nurse leaders “in the spirit of mentoring and lifting up the next generation of APRN leaders.”

cover

Evidence-Based Leadership, Innovation and Entrepreneurship in Nursing and Healthcare: A Practical Guide to Success Paperback – 30 Nov 2019

by Tim Raderstorf (Editor), Bernadette Mazurek Melnyk (Editor)

June 2019 – news, commentaries, events, reports and articles

Diversity and Inclusion, Inclusive talent management, Leadership, Talent Management, Workforce planning, , , , , , , , , , ,

Chairs and non-executives in the NHS: The need for diverse leadershipChairs and non-executives in the NHS: The need for diverse leadership


NHS Confederation, 6th June 2019
Excerpt from NHS Confederation webpage “This report examines the arrangements for the recruitment and appointment of chairs and nonexecutives within the NHS (NHS non-executives include chairs and non-executives). As the report demonstrates, the progress and gains made in the early 2000s towards a more diverse board leadership in NHS trusts (including foundation trusts) has gone into reverse or made no progress. As a community of leaders, chairs and non-executive directors are often not representative of the communities they serve and the staff they govern.” See also article in Nursing Standard NHS becoming less diverse at board level, report reveals, by Kat Keogh, 08 June 2019

NHS Interim People Plan
June 3rd 2019
Excerpt from NHS Employers website :
Key actions for employers
Improve our leadership culture
Addressing how we need to develop and spread a positive inclusive person-centred leadership culture across the NHS, with a clear focus on improvement and advancing equality of opportunity.
Undertake system-wide engagement on a new NHS leadership compact that will          establish the cultural values and leadership behaviours NHS we expect from NHS leaders together with the support and development leaders should expect in return.
See also commentary by Valeria Fiore in Healthcare Leader,
NHS people plan: new ‘leadership compact’ to drive behaviour at the top, 4th June 2019
and
The NHS workforce plan is an off-the-scale fantasy, Cowper A, BMJ Observations, 6th June 2019

Investing in the power of nurse leadership – what will it take?
Nursing Now Campaign , further info on Nursing Now Campaign here
Publisher of report :  IntraHealth International, Nursing Now, Johnson & Johnson
June 2019
Excerpt from IntraHealth International press release web page: “This report draws from a review of existing literature, a survey of 2,537 nurses and nurse-midwives from 117 countries, and eight key informant interviews of nurse leaders to provide an in-depth analysis of the gender-related barriers to and facilitators of nurse leadership. The report derives from that analysis a set of recommendations for policymakers and implementers at the global, national, and institutional levels to accelerate strengthening nursing leadership and gender equality in the global nursing workforce.”
See also Nursing Standard article by Hackett K Banish idea of nursing as ‘women’s work’ to promote more female health leaders – report, 6th June 2019

Flexible working qualitative analysis
Organisations’ experiences of flexible working arrangements
March 2019
Nicks L , Burd H and Barnes J – The Behavioural Insights Team
Government Equalities Office
NHS Employers news post Report on flexible working experiences

Disability Summit Delegate Speakers Guide
NHS Employers
Biographies and information about the key speakers at this summit (April 30th 2019), from a range of different organisations and Trusts. Summary of the day here 

Ethnic minority staff and patients: a health service failure
A call for papers for a special theme issue of The BMJ Autumn 2019
Editorial BMJ 21st May 2019
Excerpt “This autumn The BMJ will publish a special issue to reflect the
working lives of doctors from ethnic minority backgrounds and
the healthcare experiences of ethnic minority patients. Why?
Because despite decades of evidence of disparities in health
outcomes related to ethnicity and differential attainment among
clinical staff, there has been little action. We want to highlight
discrimination and health inequalities related to race and
ethnicity, and we invite submissions on how to better
characterise the problems, air debate, and find solutions.”

Peer Support programme of bespoke support to local system leaders,  NHS Providers

Senior, experienced peers who work within the NHS and social care organisations or have very recent experience of leading and supporting local system working in their development offering support.
Cited in Kacey Cogle , http://www.nationalhealthexecutive.com/The-Scalpels-Daily-Blog/system-working-in-an-uncertain-world-
May 2019

Two learning disability nurses accepted onto esteemed London leadership course
Excerpt from Fab NHS stuff “Two Cumbrian learning disability nurses have been selected out of hundreds of applicants to undertake a prestigious leadership course in London. Fully funded by health education England Becca Reid and Kirsty Rudd are two of only 40 nurses from across the UK to be offered a place on the Florence Nightingale Foundation’s very first leadership programme for Learning Disability nurses.”
May 25th 2019

Untapped potential: Investing in health and care data analytics
The Health Foundation, May 2019
Quote from page 21 ” Organisations with a well-developed analytical
workforce also tend to have strong leaders who are influential within the organisation,
whether these are chief analysts or in Chief Information Officer roles, and in some cases
they may be strong clinical professionals. The implication is that enhancing the profile
of good-quality analytics within an organisation must involve recognising the current
generation of leaders as well as investing in the next generation. A key skill is to spot
opportunities for analysis that other senior staff don’t see, and manage expectations around requests for analysis.”

Leadership Survey:Organizational Culture Is the Key to Better Health Care
NEJM Catalyst,  Insights Report, April 2019

Commentaries

David Oliver: Why aren’t more doctors NHS chief executives?
BMJ : British Medical Journal (Online); Vol. 365,  (Apr 9, 2019)

NHS boards are too often ‘another country’
University of Manchester, Alliance Manchester Business School, May 7th 2019
Professor Naomi Chambers discusses the observations and findings of a study in which a cohort of senior healthcare scientists on a leadership programme examined 43 NHS board meetings in England and Wales  in late 2018.

See also report
We still need to talk about boards, NHS Providers , May 2019
Updated briefing  setting out rationale for board leadership now and in the future

and John Coutt’s blog Why talk about boards ?, here 

The role of health in place-based leadership
NHS Confederation
Dr Phil Richardson, 15th May 2019

Talking leadership: Ben Fuchs on ‘advantage blindness’
The King’s Fund
May 24th 2019 

Lessons in leadership with Layla McCay
Healthcare Leader, 3rd June 2019
Layla McCay, director of international relations at the NHS Confederation, talks to deputy editor, Angela Sharda, about her take on leadership and mentoring.

Events

NHS Confederation and The King’s Fund breakfast debate: NHS leadership and culture
13th June , 8.30-9.45am – free event

Excerpt “With many of the longest-serving leaders having stepped down, a new generation of NHS leaders is coming through. Following on from our recent stakeholder breakfast on how to tackle the workforce crisis, this event will discuss what they will need to do differently to steer the NHS through a period of considerable change, addressing questions including:

  • How and why does NHS leadership culture need to change?
  • How do the challenges faced by the next generation of NHS leaders differ from those of their predecessors?
  • What can the workforce implementation plan do to promote a more diverse and inclusive culture in the NHS?”

“The breakfast event is being coordinated with the launch of a new NHS Confederation report on the experience of first-time NHS chief executives….”

Why systems and system leaders will inherit the NHS of the future
Free evening lecture on Thurs June 27th  5.00-6.30pm in Birmingham by Professor Sir Chris Ham
Centre for Health and Social Care Leadership, University of Birmingham

The role of senior leaders in supporting workforce disability
When: 26 / 6 / 2019 10.30am – 26 / 6 / 2019 11.30am
NHS Employers online webinar

Journal articles

‘You can give them wings to fly’: a qualitative study on values-based leadership in health care
BMC Med Ethics. 2019 May 27;20(1)

Emergence of informal clinical leadership as a catalyst for improving patient care quality and job satisfaction
Journal of advanced nursing Vol. 75, Iss. 5,  (May 2019): 1000-1009.

Adapting Leadership Perceptions Across Tasks: Micro-Origins of Informal Leadership Transitions
Small Group Research;  Vol. 50, Iss. 2,  (Apr 2019): 227-265

Intentional interprofessional leadership in maternal and child health
Leadership in health services  Vol. 32, Iss. 2,  (May 7, 2019): 212-225

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward
Work and Stress; Vol. 33, Iss. 2,  (Apr/Jun 2019): 107-118.
Part of Special Issue :  Leading well: Leadership and employee safety and wellbeing
Guest editors: Karina M. Nielsen and Toon W. Taris

Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership
Journal of Business Ethics: Journal of Business Ethics ,  (Apr 2019): 1-21.

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature
Journal of Business Ethics ,  Vol. 156, Iss. 4,  (Jun 2019): 903-917.

Navigating the Pathway to Leader Emergence in Self-Managed Work Groups Over Time: Should I Self-Promote and Try to Emerge Initially as a Leader?
Sex Roles;  Vol. 80, Iss. 7-8,  (Apr 2019): 489-502

Leadership in 21st century military healthcare: what did clinical psychologists ever do for us?
Journal of the Royal Army Medical Corps; Vol. 165, Iss. 2,  (Apr 2019)

Using Interpersonal Leadership Skills to Maximize Perioperative Team Member Engagement
AORN J. 2019 Jun;109(6):783-785

Gender Differences in How Leaders Determine Succession Potential: The Role of Interpersonal Fit With Followers
Front Psychol. 2019 May 3;10:752

Anticipating Disruptive Innovations With Foresight Leadership
Nurs Adm Q. 2019 May 13

Diversity and Inclusion

What happened during Equality, Diversity and Human Rights Week 2019
Excerpt from website :
NHS Employers hosted the eighth Equality Diversity and Human Rights Week, which ran from 13-17 May 2019. This was a national platform for organisations to highlight their work to create a fairer, more inclusive NHS for patients and staff.
Detailed below is the full list of themes, activities and resources that we promoted throughout the week. This was to encourage organisations to share their own activities and events and photographs. These can still be found using the #EQW2019 hashtag.

Equality Mainstreaming Report
Golden Jubilee Foundation , 2019

Inclusive Clinical Practice and Policy for Muslim Nursing Students
Journal of Transcultural Nursing  March 2019

 

 

May 2019 – over 20 new items on healthcare leadership

Change, Leadership, Leadership training evaluation, Staff engagement, Talent Management, Workforce planning, , , , , , , , , , , ,

NHS England funds £2million to boost system-wide leadership development
8th May 2019

Excerpt from NHS England website announcement

“NHS England has funded a £2million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.

The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.

Their results have shown the importance of equipping individuals with the right skills necessary to drive change and identify new ways of working and collaborating with health, social care and third sector organisations.

The funding will support systems to develop locally tailored programmes, investing in both newly established and experienced leaders to increase their system leadership capability.

They can do this in a number of ways including: growing a cadre of system leaders who are delivering integrated care at the coal face, building a pipeline of future leaders through mechanisms such as talent management, getting more people into leadership learning courses at all levels in a system, and creating networks of people with interests in leadership development who can inspire others, share learning with peers and problem solve.”

Read the latest issue online of Healthcare Leader :

 

What happens when you make nursing a more attractive profession?
The Health Foundation, 30th April 2019
Excerpt “Professor Linda Aiken is Director of the Centre for Health Outcomes and Policy Research, and Senior Fellow of the Leonard Davis Institute of Health Economics at the University of Pennsylvania.
She spoke at a recent Health Foundation event about how the US has tackled its nursing shortage over the last few decades, allowing nurses to provide the highest quality care while delivering better nurse satisfaction and retention. Her pioneering research has created an evidence base showing the importance of improving nurse work environments. We caught up with her to find out more.”

Read the comprehensive guide for improving staff retention, which has been updated for April 2019: Improving Staff Retention: A Guide For Employers

Nuturing talent in your team ? How to support staff who are high achieving?
NHS Employers’s popular people performance management toolkit has been refreshed to include links to new guidance and resources.

 Workforce Stress and the Supportive Organisation – A framework for improvement through reflection, curiosity and change 
Health Education England, 4th April 2019
Excerpt “encourages employers to take a closer look at the systems they currently  have in place for managing staff wellbeing,  it challenges them to give greater consideration to the impact  workforce stress has on staff and look at the role they can play in providing better support to staff who may need It. ”  ” It also talks about the impact of leadership, capacity and capability on workforce mental wellbeing and what employers need to consider.”
See also CIPD Health and Wellbeing at Work 19th report, also published in April 2019

Do We Have the Three Types of People Needed for Scale and Spread in the NHS?
NHS Horizons, Ketley, D
8th May 2019

Developing the mindset of a successful leader
In HPMA’s April 2019 Newsletter  (Healthcare People Management Association)

HEAT (healthcare education and training) Awards
Although nominations for the HEAT Awards are now closed, the shortlist will be announced on 20 May and all the shortlisted nominees and their nominators will be invited to an awards event held on 18 July in London.
Watch out for  Leadership awards

  • Inspirational Leader of the Year
  • Emerging Leader of the Year
  • System Transformation Champion of the Year  (open to individuals and teams)

Today’s provider chief executive: Impact of the Aspiring Chief Executive Programme
April 2019
“An independent study by the Institute of Employment Studies (IES) of the impact of first two cohorts of the national Aspiring Chief Executive Programme .”
“An evaluation of the NHS Leadership Academy’s Aspiring chief executive programme has highlighted themes around what makes an effective CEO and highlights tensions in the context in which they lead.”

Reports

Creating a culture of excellence How healthcare leaders can build and sustain continuous improvement
KPMG
April 2019

Acas publishes guidance on workplace neurodiversity
April 1st 2019, the ACAS webpage with the guidance is here 
Excerpt ” Acas has published guidance to help employers learn about neurodiversity and to suggest changes that can be made in the workplace to better support neurodivergent staff. Neurodiversity refers to the way an individual’s brain works and interprets information. It looks at the fact that people think differently and have different interests and motivations.A “neurotypical” person is someone whose brain functions in the way society expects. A “neurodivergent” person is someone whose brain functions, learns and processes information differently. Examples of neurodivergence include autism, attention deficit disorders and dyslexia.

The Acas guidance emphasises that people think differently and that some individuals are naturally better at some tasks and poorer at others and, as the Acas guide points out, employers need to accommodate this difference in practical ways – ways that don’t patronise or disparage individuals.”

Kindness, emotions and human relationships: The blind spot in public policy
Julia Unwin, Carnegie Fellow
Published in November 2018, so coming a bit late to the Knowledge Hub.
Cited in Can integrated care systems change how we work in the NHS?, Healthcare Leader, 29th April 2019.

Journal articles

Priorities and challenges for health leadership and workforce management globally: a rapid review
Figueroa CA , Harrison R, Chauhan A and Meyer L
BMC Health Services Research 2019 19:239 -OPEN ACCESS
24 April 2019
Excerpt from abstract : “Health systems are complex and continually changing across a variety of contexts and health service levels. The capacities needed by health managers and leaders to respond to current and emerging issues are not yet well understood. Studies to date have been country-specific and have not integrated different international and multi-level insights. This review examines the current and emerging challenges for health leadership and workforce management in diverse contexts and health systems at three structural levels, from the overarching macro (international, national) context to the meso context of organisations through to the micro context of individual healthcare managers.”

Leadership perspective on the implementation of guidelines on healthcare-associated infections
Hegarty J, et al. BMJ Leader 2019;0:1–9. – OPEN ACCESS
Excerpt from abstract : “d Leadership is a key component for infection prevention and control and plays an important role in the implementation of guidelines on healthcareassociated infections. A body of literature exists on healthcare workers’ perspectives on implementing these types of guidelines; however, there is a paucity of data on the leadership perspectives on implementation. This study aims to contribute to the evidence base of leadership perspectives”

Healthcare portraiture and unconscious bias
BMJ Views and Reviews, BMJ 2019;365:l1668, 12th April 2019
Authors: Karthik Sivashanker, Harvard Medical School fellow in quality and patient safety,   Kathryn Rexrode, chief,   Nawal Nour, chief diversity and inclusion officer for faculty, trainees, and students,  Allen Kachalia, senior vice president, patient safety and quality.

Women, healthcare leadership and societal culture: a qualitative study
Journal of Healthcare Leadership, published April 2019 – OPEN ACCESS
Kalaitzi S et al
A study of women health care leaders’ challenges in Greece and Malta. See also
Exploring Women Healthcare Leaders’ Perceptions on Barriers to Leadership in Greek Context
Frontiers in Public Health, 09 April 2019

Developing culturally competent and compassionate healthcare leaders: A European model 
Journal of Nursing Education and Practice, 2019, Vol. 9, No. 7 – OPEN ACCESS
Excerpt from abstract: “Methods: The development of this model is part of the IENE 4 EU funded project with participating countries: United Kingdom [Middlesex University, London], Spain, Cyprus, Romania, Italy, Denmark, Turkey. Its development is based on a) a needs assessment survey among healthcare leaders in the partner countries (N = 199), b) two round Delphi study with 14 experts and c) a focus group with healthcare leaders after the development of the model.
Results: The components of this model include the basic principles, values and skills that a health care leader should have as a role model and a coach of his/her staff in delivering compassionate and culturally competent care. This model was further used within the IENE 4 project, as a tool for creating learning tools, aiming to improve the quality of care within a cultural framework. Fourteen such learning tools were developed and piloted in all partner countries”
See also Output 1 of the IENE4: Report on integrative literature reviews on: -Universal components of compassion. -Measuring culturally competent compassion.
-Learning Culturally Competent Compassion in theory and practice.

Why men might be the answer to the staff shortfall
Nursing In Practice, Launder M, 1st May 2019
Excerpt from full text: “The NMC found that just 11.4% of registered UK nurses in 2017/18 were men – barely improving on the 2007/2008 figure of 10.69%. The gender divide gets wider in general practice with men making up just 2.1% of practice nurses, according to NHS Digital data (see graph, page 22). The Universities and Colleges Admission Service, which administers the university application process, reported a slight increase in applications from men to study nursing this year, from 3,400 to 3,620. But that is a drop in the ocean compared with an overall decrease of 39.22% from 2010 to 2019. ” Article also looks at potential dangers of masculinising nursing.
Article cites  research by Professor Heather Whitford at the University of Dundee who  studied the under-representation of men on pre-registration nursing courses in Scotland in 2018. See final report of that research here 

Can shared leadership enhance clinical team management? A systematic review
Leadership in Health Services, Volume 32 Issue 2, May 2019 , pp. 309 – 335
Aufegger L et al

Successful work cultures: recommendations for leaders in healthcare
Leadership in Health Services, Volume 32 Issue 2, May 2019, pp. 296 – 308
Vazquez, CE

Devolving healthcare services redesign to local clinical leaders: does it work in practice?
Storey J ,  Holti R,  Hartley J,  Marshall M
Journal of Health Organization and Management 2019 March 28, 33 (2): 188-203
Article presents the findings arising from a three year research project.

Putting service back into health care through servant leadership
Cottey L (Academic Clinical Fellow Emergency Medicine, University Hospitals Plymouth NHS Trust) and  McKimm J (Professor of Medical Education and Director of Strategic Educational Development,Swansea University Medical School)
British Journal of Hospital Medicine 2019 April 2, 80 (4): 220-224
“Abstract: Servant leadership theory is little reported on in NHS leadership development strategies despite clear alignment with the core values underpinning health care for all. This article reviews the key concepts of servant leadership and suggests that it should be viewed as a core leadership style for those working in health-care organizations.”

Compassionate leadership in palliative and end-of-life care: a focus group study
Hewison A, Sawbridge Y, Tooley L
Leadership in Health Services 2019 May 7, 32 (2): 264-279
The auhors are from School of Nursing, University of Birmingham , Birmingham, UK, College of Social Sciences, University of Birmingham and West Midlands Clinical Networks and Clinical Senate, NHS England, Birmingham, UK.
Excerpt from abstract : ” DESIGN/METHODOLOGY/APPROACH: Four focus groups involving staff from a range of healthcare organisations including hospitals, hospices and community teams were conducted to access the accounts of staff leading palliative and end-of-life care. The data were analysed thematically. FINDINGS: The themes that emerged from the data included: the importance of leadership as role modelling and nurturing; how stories were used to explain approaches to leading end-of-life care; the nature of leadership as challenging existing practice; and a requirement for leaders to manage boundaries effectively. Rich and detailed examples of leadership in action were shared.”

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

 

January 2019 – news and resources for the New Year

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

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

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

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

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

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

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

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

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

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

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

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

Reverse mentoring – what is it?

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

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

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

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

KPMG launches reverse mentoring scheme
KPMG, June 8, 2018

Journal articles

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

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

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

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

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

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

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

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

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

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

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

September 2018 – news and resources

Change, Leadership, Staff engagement, Talent Management, Team building, , , , , , , , , , , , , , ,

Conference reports

Academi Wales: See Summer School 2018 in action

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

Full keynote session videos

e-magazine

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

Case studies

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

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

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

Reports

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

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

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

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

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

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

Books 

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

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

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

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

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

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

 Learning resources from the RCN and Harvard Business Review 

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

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

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

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

News

 Council of Deans of Health student leadership programme

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

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

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

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

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

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

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

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

Journal articles

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

July 2018 – a summer selection of research on mentoring, coaching and talent

Change, Coaching, Competency standards, Facilitation, Generation x Generation Y and Generation Z, Inclusive talent management, Leadership, Mentoring, Organisational development, Talent Management, , , , ,

Talent management

Why do some job adverts put women off applying?
Interesting article by David Silverberg, Technology of Business reporter  on the BBC  Business website

Developing nursing leadership talent – views from the NHS nursing leadership for South East England. 
Journal of Nursing Management.  (2018)  (In Press)
Cabral A,  Oram C and Allum S

Managing talent in the NHS: supporting all staff to fulfil their potential
Martin Hancock, May 2018
Excerpt “The NHS Leadership Academy is setting out to deliver a change to the way talent management is approached and practiced within the NHS in England. The foundations have been laid through the creation of the national improvement and leadership development framework Developing People: Improving Care (DP:IC) – Martin Hancock discusses what’s happened since it was published, and what needs to happen next.”

Martin Hancock also says there is “preparatory work to establish an NHS high potential scheme and to understand what infrastructure, data and technology needs we will have in order to deliver an effective approach to talent management.”

“For those embarking on their NHS leadership journey, we’re also doubling the size of the next NHS Graduate Management Training Scheme intake to help build a pipeline of future talent.”  See also https://www.leadershipacademy.nhs.uk/news/7th-most-popular-graduate-employer/

Start Well: Stay Well – a model to support new starters
Case study of Cambridge University Hospitals NHS Foundation Trust, presented by NHS Improvement and NHS Employers 
“My immediate team are very supportive and the senior leadership have shown an interest in me and my views.”

Windrush 70th Anniversary Commemorative Magazine 2018

Chesterfield Royal Hospital NHS Foundation Trust (Chesterfield Royal) in using new models of care to overcome workforce supply challenges
Using band 4 roles to build a team
08 / 06 / 2018

How can the NHS become a millennial friendly employer?
“With the NHS facing serious recruitment and retention problems, The BMJ hosted a round table at the Nuffield health policy summit asking how the NHS can do more to attract, enthuse, and hold onto young doctors. Gareth Iacobucci reports.”

Development of an England-wide nursing director talent pipeline
Wigens, L
Nursing Management: January 2018 – Volume 49 – Issue 1 – p 51–53 (Open Access)

Sadiq Khan launches ‘Our Time’ female talent development scheme, 15th May 2018 The scheme – Our Time: Supporting Future Leaders – aims to pair high-potential women with senior staff “champions”, both male and female, who will help them gain access to the experience, contacts and professional networks often needed to progress into leadership positions.It will go beyond traditional female talent development schemes, which Khan believed had not addressed the imbalance of power, and will provide a more structured approach towards career progression.

Director of Nursing and Midwifery Talent Scheme
Scheme information

Disability confident employers    – employers that have signed up  
04/06/2018
Many NHS Trusts  have signed up

Mentoring and Coaching

The state of play in European coaching and mentoring (Nov 2017)
This report provides an overview of the main findings from the 2017 European Coaching and Mentoring Research Project, undertaken by Jonathan Passmore and Hazel Brown, in partnership with the EMCC and the wider European coaching and mentoring industry.

Country report from above
The state of play in coaching in the United Kingdom
This report provides an overview of the UK results from The State of Play in European Coaching & Mentoring (2017) research project.

Facilitating learning in practice – Free learning from Open University   
Are you interested in mentorship or looking to develop your mentorship skills? In particular, are you involved in nurse mentorship? If so, then this free 8-week course is for you. The course explores the principles and best practices underpinning mentorship. The authors draw on their experience in nursing to help you develop your knowledge, understanding and skills of mentorship practice that can be applied to many workplace environments. For practising nurses, this course also contributes towards The Open University’s Nursing and Midwifery Council (NMC) approved Mentorship programme

Royal College of General Practitioners Innovators Mentorship Programme
Applications close: noon 30 July 2018, FAQs, Benefits

Royal College of Paediatrics and Child Health
Mentoring support – mainly an endorsement programme of non RCPCH programmes

Oxford Brookes University Coaching and Mentoring Society (OBCAMS) 
“Brings together researchers and practitioners of coaching and mentoring in order to explore evidence based practice and areas of interest to the field. OBCAMS meets monthly throughout the academic year. It provides collaboration and networking opportunities for academics and professionals from a wide spectrum of coaching and mentoring interest. We introduce a range of coaching and mentoring topics in an informal setting and stimulate lively discussions and debates. The society has approximately 80 members, comprising academics, students and practitioners from across the region.”

NHS Virtual Mentoring programme for 2018
Opportunity to train as an Organisational Development Virtual Mentor
Closed for applications for 2018, keep checking back for future application dates

Journal articles about Mentoring and Coaching

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?
The Leadership Quarterly
Volume 29, Issue 1, February 2018, Pages 70-88
The authors say that this is “the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date.” The two authors are from the Saïd Business School, University of Oxford, UK

“Leading Better Care”: An evaluation of an accelerated coaching intervention for clinical nursing leadership development

Journal of Nursing Management , early view article
116 senior clinical nurse leaders in Scotland attended one face‐to‐face induction day and received a total of 3 hours of one‐to‐one telephone coaching and two virtual peer group facilitated sessions. Evaluation used primarily qualitative descriptive methods with iterative review of emerging themes.

Capability mapping indicated self‐leadership development as the most frequently cited need. Improvements in self‐confidence, capacity for reflection and bringing whole self into the work were reported to deliver enhancement in team and service performance.

Co‐active coaching supported deep analysis by individuals. Focus on self, rather than behaviours provoked reflection on perspectives, mindsets, beliefs and approaches which can lead to more sustainable behaviour and support service change.

Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate
Van Vianen, A E M,  Rosenauer D,  Homan A C et al
Human Resource Management;  Vol. 57, Iss. 2, (Mar/Apr 2018): 583-599
Excerpt “This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees’ promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee’s mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.”

Supporting nurse mentor development: An exploration of developmental constellations in nursing mentorship practice
Nurse Education in Practice, January 2018, Volume 28, Pages 66–75
Excerpt “Focus of research on newly qualified mentors and their significant supporters in mentorship learning  . Semi-structured interviews were held with three registered nurses, working in two NHS Trusts (referred to as ‘Nightingale’ and ‘Seacole’ NHS Trusts for anonymity) who had completed their mentorship preparation studies within the last 18 months. As part of the interviews, participants were asked to create hand-drawn ‘spider’ diagrams, with the mentor participant at the centre of the diagram and lines radiating out to connect with those individuals thought by the participant to be significant in their mentorship learning. The resulting star shape influenced the decision to name them constellations. The constellations were annotated with comments from participants to denote relative strength of the relationship and the attributes contributing to the relationship. The constellations presented here are based on what was drawn during the interview, augmented with what was said.”

Reducing negative affect and increasing rapport improve interracial mentorship outcomes
Leitner, JB; Ayduk, Ö et al
PLoS One; Vol. 13, Iss. 4,  (Apr 2018)
Excerpts “Results revealed that increased self-disclosure decreased negative affect and increased rapport for both mentees and mentors” and  “Findings suggest that affect and rapport are key features in facilitating positive outcomes in interracial mentoring relationships.”

Developing cultural intelligence: learning together with reciprocal mentoring
Desai S, Rao S A and Shah, J S
Human Resource Management International Digest; Vol. 26, Iss. 3, 2018
Excerpt from abstract : ” The concept presented in the paper can help organizations use their own existing resources to develop cultural intelligence company-wide, rather than choosing third-party interventions/training.”

Mentoring in Nursing: An Integrative Review of Commentaries, Editorials, and Perspectives Papers
Lin, J et al
Nurse Educator: January/February 2018 – Volume 43 – Issue 1 – p E1–E5

Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives 
Thesis by Tynes, VW, , Walden University

The pivotal role of mentoring and coaching in health services
6/06/2018
David Clutterbuck is Visiting professor, Sheffield Hallam & Oxford Brookes Universities; external examiner, Ashridge coaching MBA
https://www.davidclutterbuckpartnership.com/blogs/
cites 2018, Managers can’t be great coaches all by themselves, Harvard Business Review, May-June 2018, 22-24

Coaching and mentoring as conversations about context
post by David Clutterbuck
Excerpt ” The internal context is about raising the client’s awareness of their own thinking processes, their values, aspirations, belief systems, strengths and weaknesses — and a host of other things that define who they are and their potential to become and to achieve. The external context is about how they interact with other people and the wider world – for example, who or what influences them and who or what they influence..”

Medicins sans Frontieres 
……is the first health sector organisation to achieve gold standard in the International Standards for Mentoring and Coaching Programmes

European Mentoring and Coaching Council (EMCC)
Research agenda 
Currently EMCC International Research is focused on the following main topics.
Mentoring.  Decoding the success factors and best practices of mentoring in the contemporary workplace, with focus on the effects of generational differences and the impact of new technologies. Within this area EMCC is interested in developing a review of current mentoring practices, and comparative studies too.
The coaching process.  Taking a deeper look at the specific interactions of the coaching process, and exploring the depths and different aspects of the workings of the coaching relationships. Within this area EMCC is interested in developing studies that shed light on the working mechanisms of coaching interventions or classes of coaching interventions. Besides furthering the theoretical understanding, EMCC aims to develop effective practices, theory and evidence based coaching intervention strategies.
The coaching context.  Understanding and interpreting coaching within a wider context. Examples may include the perspective of the coachee, the organizational context, or the effects of the individual differences in coaches themselves. Within this area EMCC is interested in developing a clearer understanding of the boundaries of the coaching relationship, the effect of the external factors, and through these a set of best practices to manage them in parallel with the coaching relationship itself.

International Journal of Mentoring and Coaching
Access to https://www.emccouncil.org/journal/journal_library/
Is published by Emerald Insight
Current issue Table of Contents https://www.emeraldinsight.com/toc/ijmce/7/2

Leadership

“Service integration through medical leadership in England’s NHS”,
Journal of Integrated Care, Vol. 26 Issue: 1, 2018 pp.77-86
Iliffe S and Manthorpe J (2018)
Excerpt: This paper is an exploration of “the current interest in leadership within the National Health Service (NHS), especially within medicine, as a solution to the slow rate of integration of health and social care services.”

see also  Integrated care: organisations, partnerships and systems
House of Commons Health and Social Care Committee
Seventh Report of Session 2017–19 Report.
“understanding of these changes has been hampered by poor communication”

Bridging the gap: using ‘Paired Learning’ to improve clinician/management understanding
BMJ Leader Published Online First: 24 April 2018.
Monaghan H, Swenson C, Kerins J, et al
Excerpt: ‘Bridging the gap’ between managers and clinicians, with a relational paired learning (PL) approach, has been run in NHS Lothian for 4 years (three cohorts) to positively impact the organisation and its leadership’

Building motivation to participate in a quality improvement collaborative in NHS hospital trusts in Southeast England: a qualitative participatory evaluation
April 7, 2018. BMJOpen (Open Access )
Excerpt “The evaluation has revealed facilitators and barriers to motivation categorised under two main themes: (1) inherent motivation and (2) factors that influence motivation, interorganisational and intraorganisational features as well as external factors. Facilitators included collaborative ‘champions,’ individuals who drove the quality improvement agenda at a local level, raising awareness and inspiring colleagues. The collaborative itself acted as a facilitator, promoting shared learning as well as building motivation for participation. A key barrier was the lack of board engagement in the participating National Health Service organisations which may have affected motivation among front-line staff.”