Tag Archives: Patient voice

Latest news – May 2017

Leading across the health and care system Lessons from experience
The King’s Fund
May 2017
This briefing was written by a team comprising Sally Hulks, Nicola Walsh, Marcus Powell, Chris Ham and Hugh Alderwick
Excerpt: “This paper offers those who are leading new systems of care some practical ways in which to work together to address the challenges they face. It draws on our work on the development of new care models (Collins 2016), sustainability and transformation plans (Ham et al 2017; Alderwick et al 2016), and accountable care organisations (ACOs) (Addicott et al 2015). It also informed by our work on the experience of people who have occupied system leadership roles (Fillingham and Weir 2014; Timmins 2015).”

Caring to change : How compassionate leadership can stimulate innovation in health care
West M, Eckert R, Collins B and Chowla R
The King’s Fund
May 2017
Excerpt from page 2 of full text: “The evidence of the links between psychological safety, supportiveness, positivity, empathy, leadership (in aggregate compassionate leadership) and innovation is deep and convincing. In this paper, we therefore present a challenge to the prevailing perspective in economics about the factors influencing innovation, which is based on a somewhat simplistic view of human motivation, far less relevant to the NHS than it is to (at least some) private sector organisations.” See also  Worline MC, Dutton JE (2017). Awakening compassion at work: the quiet power that elevates people and organizations. New York City, NY: McGraw-Hill Education.

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals.
Power A, Allbutt H,  Munro L, Macleod M,  Kennedy S et al
Education for Primary Care; May 2017; vol. 28 (no. 3); p. 159-164
Excerpt from abstract: Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred. Time and financial pressures to undertake courses were common barriers for professionals.

Partnering to develop a talent pipeline for emerging health leaders in operations research
Ng A, Henshaw C and Carter M.
Healthcare Management Forum; May 2017; vol. 30 (no. 3); p. 146-150

Leadership quality: a factor important for social capital in healthcare organizations
Journal of Health Organization and Management, April 2017, 31(2), pp. 175-191.
Stromgren M et al

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy.
Booth L, Henwood S and Miller PK
Radiography; May 2017; vol. 23 (no. 2); p. 125-129
Excerpt from abstract;  Results: It is evidenced that many of the ways in which participants describe their own leadership practice, particularly in the intra-team domain, is consistent with the precepts of the Transformational Leadership Model. For example, they highlight how they have asserted positive influence and encouraged collective action and decision-making. However, the experiential focus of the analysis reveals that in specific examples of practice,the transformational approach was not always seen as the most useful route to a productive outcome given constrictions on time and other resources within real professional environments. More ‘direct’ managerial approaches were sometimes deemed necessary, and at others leadership was reduced to simply ‘solving other people’s problems’. It was also found that the manner in which participants evaluated their own success as leaders was a practical concern, based in part upon having satisfied ‘hard’ institutional goals, but also on the more personal business of having affirmatively ‘surprised’ oneself, or a general sense of feeling trusted by colleagues.

Missed the conference?
See the powerpoint presentations for the opening session, breakouts and closing plenary from The King’s Fund Seventh annual leadership and management summit, London, 9th May 2017
Summit theme was collaboration: working across boundaries

Future needs for nursing talent in Scandinavian countries: a systematic review protocol (requires registration with Lippincott NursingCenter for free access to article) 
Jakobsen R K and  Herholdt-Lomholdt S M
JBI database of systematic reviews and implementation reports; Apr 2017; vol. 15 (no. 4); p. 882-888

 Equality Diversity and Human Rights Week 2017 – interactive map
interactive map of events that took place during the week.

Career Cartography: From Stories to Science and Scholarship
Journal of Nursing Scholarship, May 2017 , Vol 49(3), pp. 336-346.
Wilson D,  Rosemberg M-A, Visovatti MN, Munro-Kramer M, and Feetham S
Excerpts from full text; 1) Career cartography, also known as career planning, career mapping, or legacy mapping, refers to creating a visual depiction of long-term career goals and the steps or processes necessary to meet those goals (Messmer, 2003). 2) According to Feetham and Doering (2015 – see below ), the career cartography process is composed of four major components. They include a destination statement, identification of the policy context of a career, and a career map.

Pointers to additional  resources on career mapping and leadership
– Career cartography: A conceptualization of career development to advance health and policy (Feetham and Doering)
– Career mapping: Developing nurse leaders, reinvigorating careers
Career Mapping for Professional Development and Succession Planning (Journal for Nurses in Professional Development, Volume 33, Issue 1, 1 January 2017, Pages 25-32)

Book : Blind spot: hidden biases of good people  http://www.goodreads.com/book/show/13131582-blindspot

The King’s Fund webinar on Accountable Care Organisations – coming up on 23/05/2017
https://www.kingsfund.org.uk/events/how-run-successful-accountable-care-organisation-aco

Nursing Leadership and Research on Patient Outcomes: Moving the Profession Forward toward Better Understanding of Our Nursing Work  (Editorial)
Applied Nursing Research,  Volume 34, 1 April 2017, Page 70
Fitzpatrick, J J

The Doctor who medical leadership series – Toolkit and Report 
Korn Ferry and Hay Group
The Doctor who toolkit – episode 4 : opportunities for development , episode 3 : grow your talent, episode 2:  Understand the gap, and episode 1: strategic orientation.
NB Registration required on the Korn Ferry and Hay Group website in order to download the Toolkit and Report

HSJ Women Leaders Network: The new vision of NHS leadership
When: June 13th 2017 2-30-5.30, followed by networking drinks reception 5.30pm – 7.30pm.
This free event is for female leaders working across health and care. 

The state of leadership education in US medical schools: results of a national survey
Neeley SM, Clyne B, Resnick-Ault D.
Med Educ Online. 2017;22(1):

The use of case studies to drive bottom-up leadership in community-oriented integrated care and health promotion (COIC)
London Journal of Primary Care , 2017, Vol 9, issue 1, p 7-9
Sanfey, J

Partnering with parents in interprofessional leadership graduate education to promote family–professional partnerships
J Interprof Care. 2017 Mar 13:1-8
Margolis LH, Fahje Steber K, Rosenberg A, Palmer A, Rounds K, and Wells M.
Parents of children with special healthcare needs have participated alongside graduate students from five different profession-based training programmes in a structured interprofessional leadership programme – this is a report of how they fared. The five different professions were Neurodevelopment and Related Disabilities, Nutrition, Paediatric Dentistry, Public Health, and Social Work.

Consumers in mental health service leadership: A systematic review
Int J Ment Health Nurs. 2017 Feb;26(1):20-31
Scholz B, Gordon S, and Happell B
Excerpt: “36 articles included in the final review”. “The findings of the review highlight current understandings of organizational resources and structures in consumer-led organizations, determinants of leadership involvement, and how consumer leadership interacts with traditional mental health service provision. It appears that organizations might still be negotiating the balance between consumer leadership and traditional structures and systems. The majority of included studies represent research about consumer-run organizations, with consumer leadership in mainstream mental health organizations being less represented in the literature. Advocates of consumer leadership should focus more on emphasizing how such leadership itself can be a valuable resource for organizations and how this can be better articulated. This review highlights the current gaps in understandings of consumer leadership in mental health, including a need for more research exploring the benefits of consumer leadership for other consumers of services.” See also 
Recovery-oriented Care and Leadership in Mental Health Nursing. Cleary M,  Lees D,  Molloy L,  Escott P and Sayers J
Issues in Mental Health Nursing; May 2017; vol. 38 (no. 5); p. 458-460

The world class talent signing for team NHS, Moberly, T BMJ 2017;356:j1036/Why can’t hospital trusts recruit home grown talent? Davenport M BMJ (Clinical research ed.); Mar 2017; vol. 356 ; p. j1484

Bristol Leadership And Change Centre, University of the West of England
Members of the new Bristol Leadership and Change Centre have been involved in the authorship of a number of books: see here 
Sutherland, N. (2017) Investigating leadership ethnographically: Opporunities and potentialities. Leadership. ISSN 1742-7169 Available here

 

 

Latest news – July 2016

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

NHS England  2015/2016 Annual Report tick

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

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

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

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

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

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

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

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

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

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

 

Latest news – May 2016

Leading Change, Adding Value: A framework for nursing, midwifery and care staff
NHS England, May 2016tick
Excerpt (page 7) – ” Over the past nine months we have asked more than 9,000 people to tell us what matters to them and what ambitions they have for the transformation in the health and care sector that is required. We have presented their responses as 10 commitments that will underpin our leadership today and help us to shape provision in the future.” Commitment 2 is ” “increase the visibility of nursing and midwifery leadership and input in prevention”. See also article in Nursing Times by Ford, S.  Nurses able to ‘measure impact’ of new framework (May 20th 2016)

Clinical leadership and hospital performance: assessing the evidence basetick
BMC Health Services Research 2016, 16(Supplement 2):169 (Open Access article)
Sarto F and Veronesi G
See also the other articles in the supplement on Medicine and management in European public hospitals

A review of mentorship measurement toolspound-sign
Nurse education today, vol. 40, p. 20-28, (May 2016)
Chen, Y, Watson, R and Hilton, A
Literature review of published articles undertaken up to June 2015 , 28 papers linked to 22 different scales were found, 7 from business and industry, 11 from education, 3 from health sciences and 1 from research. It was found that nursing educators mainly used instruments from business to assess mentorship among nursing teachers. Nurses have also developed scales to measure different specific aspects of mentorship.

Mentor experiences of international healthcare students’ learning in a clinical environment: A systematic reviewpound-sign
Nurse education today, vol. 40, p. 87-94, (May 2016)
Mikkonen, K, Elo, S , Tuomikoski, A-M, Kääriäinen, M
A systematic review that identifies what influences the success or failure of mentoring international healthcare students when learning in the clinical environment. The following themes were also identified ; role of reciprocal learning,  integration, avoidance of discrimination, and mentors advocating and mediating cultural differences .

How anxiety about communication affects the role of nurse leaders in international social networks119710687050730804piotr_halas_padlock.svg.hi
Nursing management , vol. 23, no. 2, p. 30-37,  (May 2016)
Benton, D, and Ferguson, S.
Article focuses on how a particular trait – communication apprehension – can affect the roles that nurse leaders play within network structures, and also describes the research instrument used  used to study this factor. It is stated that the research instrument “a practical tool to assist aspirant nurse leaders to identify areas for personal development”.

Skills, knowledge and attributes of support group leaders: A systematic reviewpound-sign
Patient education and counseling, vol. 99, no. 5, p. 672-688, (May 2016)
Pomery, A, Schofield, P, Xhilaga, M, and Gough, K
Focus on cancer support group leaders, 49 articles were selected for inclusion; group management, group process, role modelling, awareness, willingness, agreeableness, and openness were deduced as important facets. These findings were consistent across group type and could be applied to a general model of peer group support . The authors forsee the “development of a practical and realistic minimum standard for support group leadership in healthcare”.

The impact of servant leadership dimensions on leader–member exchange among health care professionals119710687050730804piotr_halas_padlock.svg.hi
Journal of Nursing Management, 2016, vol./is. 24/3(228-234)
Hanse, J J, Harlin, U, Jarebrant, C
A study in Sweden of 4 hospitals (study sample 240 employees), themes explored were empowerment, humility and stewardship. Taking into account the work environment and staff turnover , the authors posit a stronger exchange relationship between the leader (e.g. nursing manager) and individual subordinates in health care.

Clinical leadership and the changing governance of public hospitals : implications for patient experiencepound-sign
Public Administration, 2015, vol./is. 93/4(1031-1048)
Veronesi, G,Kirkpatrick, I, and Altanlar, A
Article analyzes four years of data from the acute hospital sector in the NHS, and found patient experience of care significantly improves where there is clinical participation at hospital governing board level. Foundation Trust status was not found to produce positive effects on its own, but higher levels of clinical involvement in their strategic apex and greater flexibility in decision-making did have an effect.

Talent and Talent Management Insights tick
Insight 2. Talent Management and Employee Engagement
Published by  the NHS Leadership Academy, 2015
Document sets out definitions and some of the evidence base for employee engagement in the public sector including the NHS, drivers of employee engagement, the Employee Value Proposition (EVP) and the Employer Brand, and  links between talent management and employee engagement.

Is the nine box grid all about being in the top right? employee experiences of the Nine Box Grid (Executive Summary)tick
Roffey Park Institute, 2015
Yarnall, J and Lucy D
See also Webinar
O
ther free reports from Roffey Park Institute
(short application form has to be filled in):
Compassionate Leadership by Meysam Poorkavoos
The Engaging Leader by Saradevi Gopal
The rise of the expert (as) leader  by Janice McBrown

 

 

 

Latest news – April 2016

Safety Culture and Senior Leadership Behavior: Using Negative Safety Ratings to Align Clinical Staff and Senior Leadershippound-sign
O’Connor S, Carlson E.
Journal of Nursing Administration, 2016 Apr;46(4):215-20
Clinical nurses listed ideas for senior leader behaviour change to improve the culture of safety in a hospital. Risk reports and harm events were compared before and after the implementation and assessment of the behaviour changes.

Webinar: coaching for GPs- forthcoming , May 4th 2016tick
Faculty of Medical Leadership and Management (FMLM)
The webinar will explore what coaching is in the healthcare setting and look at the many benefits coaching can have for GP trainees, GPs in practice, in formal leadership positions or interested in developing a career in leadership

Towards person-centredness in aged care – exploring the impact of leadershippound-sign
Backman A et al
Journal of Nursing Management, 2016 Apr 5 [epub ahead of print]
Cross-section study design with data collected from 3661 Swedish aged care staff. Study conclusion; middle managers have a critical leadership role in developing and supporting person-centered care , and from this a positive psychosocial environment.

Book Review: Nurses as leaders in healthcare design: A resource for nurses and interprofessional partners  by Stichler J and Okland, K (eds)pound-sign
Book review by Lamb G ,
Health Environments Research and Design Journal, April 2016

Better care, better trainingtick
Faculty of Medical Leadership and Management
Lessons from Health Education’s Better Training Better Care programme (March 2016)
Phase one of the programme coordinated 25 pilot projects from NHS trusts in England and the Faculty of Medical Leadership and Management (FMLM) worked closely with BTBC to explore the lessons learnt from a leadership perspective.
1) What does good leadership look like?
Handover care case study from Mid Cheshire Hospitals NHS Foundation Trust
2) Building leadership capacity and confidence
Junior doctors’ rota example from East Kent
3) Collaborative leadership
Psychiatric training case study from Tees, Esk and Wear Valleys NHS Foundation Trust
4) Systems leadership and organisational culture
Quality improvement training case study from Royal Berkshire NHS Foundation Trust
5) Innovation in leadership
Safe prescribing example from Dudley Group NHS Foundation Trust
6) Lessons learnt – every junior doctor is a clinical leader

What makes a top medical director?tick
HSJ and Hunter Heathcare survey, published by the Faculty of Medical Leadership and Management , 2016
Part of the Hunter Healthcare’s insight for senior NHS Leaders seriesA
Although the survey found that the role varied from organisation to organisation the authors were able to identify some common qualities, behaviours and skills, also positive and negative aspects of the role .
Report by Pitcher, G on the study in Health Service Journal, March 2nd 2016119710687050730804piotr_halas_padlock.svg.hi

 Sustainability and Transformation leaders confirmed
NHS England news, March 2016
Excerpt – “The leaders come from a good mix of backgrounds, and include provider chief executives, CCG accountable officers, local authority senior leaders and clinicians, recognising the need for local systems to work in partnership. There is also good representation from both genders – around a third are women.” Work will be focused on the 44 Sustainability and Transformation “Footprints” which are geographic areas.  See map.

The Impact of Information Technology on Patient Engagement and Health Behavior Change: A Systematic Review of the Literaturetick
Sawesi S et al
JMIR medical informatics, 2016 vol. 4, no. 1.
Some 170 articles were critically appraised by the authors in this systematic review , with the vast majority of the studies being from the United States, and some possible publication bias towards positive findings. Study conclusion was that there is moderately strong evidence that patients can be engaged and health outcome improved via IT platorms but that further research is needed to develop a common framework for analysing IT platforms and their safety.

Are opportunities still limited for black and minority ethnic staff in health care leadership?tick
Nath, V
The King’s Fund blog post – April 8th 2016
Comments on round-table event for the Health Service Journal on ethnic diversity and equality in health care leadership.

Leadership programmes as a means to grow capability119710687050730804piotr_halas_padlock.svg.hi
Weir B and Davis D
Health Service Journal, 7th April 2016

 The Innovation Journey and the Skipper of the Raft: About the Role of Narratives in Innovation Project Leadershippound-sign
Enninga t and Van de Lugt, R
Project Management Journal, April/May 2016 Vol 47, issue 2, p103-114
Article discusses the role of the story, story-telling and story-making in the four processes of leading innovation project teams: developing content, meeting project constraints, stimulating creativity, and guiding group dynamics.

Leadership by design: intentional organization development of physician leaders
Swensen S et alpound-sign
Journal of Management Development, 2016, Vol 35 , issue 4 (April) 
A qualitative descriptive case study of leadership and the institution’s leadership model in the Mayo Clinic in the US , a leading healthcare institution. The authors describe its team-based leadership development and the supporting organizational characteristics .

Developing Physician Leaders Through Professional Associations
Henson, JW119710687050730804piotr_halas_padlock.svg.hi
Journal of Healthcare ManagementVol 61 Issue 1 (Jan/Feb 2016): 7-10.
An American study looking at the role of membership of professional associations which have leadership development as part of their remit. A similar study could be done in the UK.

Nurses’ perceptions and experiences of mentoringpound-sign
Douglas V et al
Nursing  Management,  2016 Apr;23(1):34-7
Study reports the findings of a qualitative study of mentoring practices. Link lecturers and practice educators are identified as providing valued support to mentors especially when encountering difficulties with nursing students who haven’t acquired the required competenices to pass their placement.

Latest news – December 2015

NHS Women in Leadership: Plan for Action tick
Newman, P
December 2015
A report published in collaboration with UN Women and supported by NHS Employers and the HSJ Women Leaders Network, encompassing interviews with 12  senior NHS stakeholders. The report highlights the need for gender equality in the NHS, presents experiences of the UN system in this regard, and has actions that organisations can take at system-wide, organisational and individual level.

Women in clinical commissioning leadership A case for change
NHS Clinical Commissioners tick
December 2015
NHSCC Chief Executive Julie Wood has said: “Not only is achieving gender equality the right thing to do for the sake of fairness, it’s also one that is crucial to improve performance.  Research has shown that organisations with at least three women out of every ten members on their boards do better than those without, both in terms of  operational excellence and financial performance.” (NHS Clinical  Commission webpage)

Excerpt from webpage:  Recommendations in the report include:
CCGs should develop a talent management programme to identify, support and nurture women who have the   potential to be clinical leaders of the future. CCGs should measure where they are now and develop a plan to boost female clinical leadership. NHS England to appoint a champion for women in clinical leadership and NHS England to regularly publish data on representation of women in clinical leadership.

Powerful people: Reinforcing the power of citizens and communities in health and caretick
Muir R and Quilter-Pinner, H
Published by IPPR (Institute for Public Policy Research) , July 2015
Report looks at a range of empowering models of care such as social prescribing models, brokerage and integration models, peer support models, asset based community development models, and technology-enabled care plans. Recognising that these models are at the margin of the system, the report looks at ways in which they can be encouraged to spread; transformation fund to invest in new models of care , more personal health budgets, local commissioners to provide funding for integrated healthcare providers based on capitated and outcomes-based funding, devolved power to local areas, development of roles and skills to provide new models of care, better adoption and diffusion mechanism for technologies, and for patients to take individual responsibility for healthy living/becoming involved in care planning/sharing their health data with professionals from different service organisations

Patients in control: Why people with long-term conditions must be empowered
McDonald, C tick
Published by IPPR (Institute for Public Policy Research) , Sept 2014
Report (based on survey of 2500 people) argues that more recognition and support should be given to  people with long-term conditions and their carers.
Excerpt from IPPR website
Almost two-thirds of respondents (63 per cent) were satisfied with the day-to-day management of their conditions. Over three-quarters of respondents (77 per cent) said that more of their healthcare could and should be managed independently at home – but a lack of support and information was holding them back from doing so.  A named contact-person to handle telephone queries about any aspect of their care was by far the most popular response (75 per cent) in terms of help needed (this could reduce the number of times they saw their GP, went to hospital or used A&E services) The majority of respondents (70 per cent) also wanted better access to their medical records, and significant numbers said that coaching and support would be useful (61 and 58 per cent respectively).

A reflective framework to foster emotionally intelligent leadership in nursing
Heckmann, R,Schols, J, Halfens, Rtick
Journal of Nursing Management, 2015, vol./is. 23/6(744-753)
Article based on a survey of 22 journal articles analysed qualitatively and from this three dimensions were identified:  1) the nurse leader as a ‘socio-cultural architect’, 2) as a ‘responsive carer’ and 3) as a ‘strategic visionary’. From this a reflective framework was created for practical application and as an aid to integration of emotional intelligence into day to day clinical practice.

Making time for learning-oriented leadership in multidisciplinary hospital management groupstick
Singer, S, Hayes, J and ,Gray, G and Kiang MV
Health Care Management Review, 2015, vol./is. 40/4(300-312)
Article looks at conditions that advance collective learning among groups of managers and professionals as opposed to front-line workers.  Qualitative data from 12 intact groups of managers were analysed to distinguish higher performing groups and lower performing groups and their respective behaviours.

Supporting band 5 practitioners in professional and leadership roles
Duffy, K.,Morrow, K119710687050730804piotr_halas_padlock.svg.hi
Nursing Standard, 2015, vol./is. 30/6(43-50)
Report of a study day run by NHS Lanarkshire as part of implementation of Scotland’s nursing and midwifery leadership development strategy, Leading Better Care (2008).

Patient experience shows little relationship with hospital quality management strategiestick
Groene, O, Onyebuchi, A A, Klazinga, N S
PLoS One, 2015, vol./is. 10/7 (PLoS One is an open access e-journal)
Cited to be “the largest study so far to assess the complex relationship between quality management strategies and patient experience with care” (quotation from abstract). Unfortunately hospitals in England were not included due to delays in ethical approval and recruitment, but data collected from hospitals in the Czech Republic, France, Germany, Poland, Portugal, Spain, and Turkey is analysed and presented.

A systematic review of barriers to optimal outpatient specialist services for individuals with prevalent chronic diseases : what are the unique and common barriers experienced by patients in high income countries?
Fradgley, E A., Paul, C L.,Bryant, Jtick
International Journal for Equity in Health, 2015, vol./is. 14/52 (open access e-journal)
Article which includes some UK data identifies several themes with implications for health services: Theme 1: Patient demographic characteristics frequently create or exacerbate barriers, Theme 2: Common availability barriers (eg delays to receiving care and limited provider availability) exist at first point of contact with health services, Theme 3: Health service structure and organization (eg parking, appointment scheduling, appointment wait times) create common accommodation and accessibility barriers, Theme 4: Common patient barriers are reported as a result of poor coordination of care, Theme 5: Aspects of the patient-physician relationship can negatively impact the acceptability of care, Theme 6: Inadequate need assessment and referral practices are unique barriers experienced in relation to few chronic diseases, Theme 7: To provide more practice-ready evidence, barriers to outpatient specialist care should be described in additional detail, and Theme 8: This review found little evidence on barriers to non-oncology services

Patient involvement in patient safety : current experiences, insights from the wider literature, promising opportunities?
Sutton, E ,Eborall, H, and Martin, Gpound-sign
Public Management Review, 2015, vol./is. 17/1(72-89)

BMJ Quality Improvement Programme:  Recovery coaching in an acute older people rehabiliation wardtick
Kibble S et al
BMJ Qual Improv Report 2014; Vol 3, Issue 1
Associated post on Health Foundation website – Liberating voices to maximise patient partnership in acute care settings , Hampshire Hospitals NHS Trust

Stepping back and listening: staff experiences of using a coaching approach in an acute rehabilitation ward for older adultstick
Gray D et al
Qualitative Health Research, 2015 Oct 18. [Epub ahead of print]

 Survey Report : Resourcing and Talent Planning 2015
Chartered Institute of Personnel and Development (CIPD)
Published June 2015 tick
Forewords by Cooper J (Research Advisor, CIPD) and by Hays
Report covers and presents key findings in the following areas : resourcing and talent management in the current economy, attracting employees,  the recruitment process, Talent management spend,  retaining employees and cost of labour turnover.

Unlocking workplace skills, what is the role for employers?
Chartered Institute of Personnel and Development  (CIPD) Policy Report tick
November 2015

Latest news – July 2015

Managing organisational change in adult social care
Support for managers in care services, local authorities and integrated health and social care services
4 case studies and links to A-Z of change approaches
This resource presents independent research funded by the NIHR School of Social Care Research. It is produced by SCIE (Social Care Institute for Excellence) in partnership with University of Birmingham and Middlesex University London.
The full report PDF on which this resource is titled is An adult social care compendium of approaches and tools for organisational change , April 2015, by Miller R et altick

Six examples of large-scale transformation and what we can learn from them tick
The Health Foundation Newsletter, July 2015
The 6 examples are:
De-institutionalisation in UK mental health services
The National Service Framework for mental health in England
Canada’s primary health care transition fund
Denmark’s hospital transformation quality fund
The London challenge
Girls’ education challenge (GEC) fund

Making change possible: a Transformation Fund for the NHStick
Report by the King’s Fund and the Health Foundation
July 2015
Lays out the case for a single body to oversee investment for transformative change of the NHS, including pooling existing disparate strands of transformative funding

Top 10 team derailers
Ashridge Business School blog post by Andrew Day – July 2015 tick

Develop your personal resilience for career success
Ashridge Business School blog post by Alex Davda- July 2015
Outline of key factors that boost resiliencetick

How to maximise the talents of older workers
Ashridge Business School blog post by Carina Paine Schofield  – July 2015
Outlines employer actions that make the most of employees who are over 50tick
Link to Attract Grow Engage Optimising the talents of an age-diverse workforce
An Institue of Leadership and Managment and Ashridge Business School Guide (June 2015)

Free online course from Coursera – Health Leadership
tickRegistration for the course is completely free and there is no application form or maximum number of people who can do the course . Coursera courses are designed by educational institutions and this one is offered by the University of New South Wales, Australia and runs from October 19th to November 30th 2015

Other Coursera courses available (self paced)
Introduction to Sustainable Development
Successful Negotiation: Essential Strategies and Skills 

Healthcare Improvement Scotland tick
QI Connect : WebEx series
Links to forthcoming monthly  sessions and previous sessions

Previous sessions this year:

What’s so tough about patient safety? – presented by Professor Mary Dixon-Woods

How relevant is improvement science to general practice? – presented by  Professor Martin Marshall CBE

The Digital Doctor, Hope, Hype and Harm at the Dawn of Medicine’s Computer Age – presented by Prof. Robert M. Wachter

 

Rebels at work Hub – lead change at work whatever your position
Links to book -Rebels at Work: a Handbook for Leading Change from Within (available from Amazon ),  key note speeches  and rebel stories.pound-sign

See also Compassion Rebel App (from heartsinhealthcare.com)tick

Frontline leadership model is the way forward to boost care  119710687050730804piotr_halas_padlock.svg.hi
Sunderland, M , Chief Nurse, Nottingham University Hospital Trust
Nursing Times July 6th 2015
Practice comment on use of “shared governance” as a front-line leadership model in Nottingham University Hospital Trust . This “shared governance” has been used in Magnet hospitals in the US. Building on this model in Nottingham has been the introduction of a practice council model; staff from 30 wards are on sitting on 20 councils which are addressing a range of projects such as noise at night, medicines safety and access to drinking water .

Patient Leaders : new awards recognise the vital contribution tick
HSJ Patient Leader Awards announced at the Patient Safety Congress in Birmingham
7th July 2015

Also links to blogs about the Patient Leader Awards by Neil Churchill and Kath Evans, NHS England’s Head of Patient Experience for Maternity, Children and Young People
See also NHS England’s press report (7th July ) on Innovation which includes some examples of innovation in patient engagement 

Accelerated Access Review   Getting new medicines and medical technology to patients faster 1st July 2015 tick
Rob Webster, Chief Executive of NHS Confederation, sets out his vision for a successful review
See also how to get involved at this link and the Review groups Terms of Reference and workshop on July 2nd 2015

Free self-paced online course – Achieving personal success  (course provider ALISON)tick
Authored by Tom Kelley, General Manager of IDEO .

Other self paced online courses from ALISON:
Creating meaning for employees 
Introducing the art of negotiation
Introducing the five archetypes of organizational culture
Introduction to time management