LEADERSHIP AND MANAGEMENT LEARNING CENTRE from EBSCO

This is a pilot,  running to 15th May 2018,  for staff working for Heath Education England (HEE) , and the collection has been mapped to HEE’s requirements. It is possible it will be extended to after 15th May.

The link to the pilot is on the HEE Library and Knowledge Services resources guide here http://hee.libguides.com/lks/south
See under “Resources” , bottom left hand corner

Feedback on the pilot and the content would also be welcome and can be sent to Sue Robertson at sue.robertson@hee.nhs.uk  “

Evaluation reports

Unconscious bias training: an assessment of the evidence for effectiveness
Research report published last month by Equality and Human Rights Commission
Link to PDF here
Excerpt “This report looks at the effectiveness of unconscious bias training. It makes recommendations for employers, policymakers and human resource professionals to use the training effectively in the workplace to create more inclusive workplaces. Unconscious biases are the views and opinions that we are unaware of. They affect our everyday behaviour and decision making. Our unconscious biases are influenced by our background, culture and personal experiences. Unconscious bias training aims to increase awareness of unconscious bias and its impact on people with protected characteristics. The training is often used in the workplace to reduce this bias and reduce discriminatory behaviour and attitudes.”

2017 data on race equality published March 2018
NHS Workforce Race Equality Standard- 2017 data analysis report for national health care organisations
Excerpt from preface: “Although national healthcare bodies are not required to implement the WRES and report data against its indicators; in the spirit of transparency and continuous improvement, six national healthcare bodies agreed to do so”
“The six organisations that submitted their WRES data were: Care Quality Commission
Health Education England, NHS Digital, NHS England, NHS Improvement, and Public Health England.
Only two organisations (Health Education England and NHS England)  were able to provide data on access to non-mandatory training and career progression development. For these two organisations, BME staff are equally, or slightly more, likely than white staff, to access such opportunities.

NHS HR Professional Development Strategy Stocktake Report
April 2018
“NHS Employers has been working in partnership with NHS Leadership Academy Executive Search and Healthcare People Management Association to support the delivery of a professional development strategy for NHS workforce leaders. This  report evaluates the work done so far and makes recommendations for maintaining the momentum of activities to support professional development at a national and regional level”.

Journal articles

Hospital cultural competency as a systematic organizational intervention : key findings from the national center for healthcare leadership diversity
Health Care Management Review; 2018; vol. 43 (no. 1); p. 30-41
Excerpt from abstract: “Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status).”

Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness.
Human Resource Management Review; Jun 2018; vol. 28 (no. 2); p. 190-203

The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy.
Journal of Management; May 2018; vol. 44 (no. 5); p. 2037-2063

Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership
Journal of Management; May 2018; vol. 44 (no. 5); p. 1819-1847

The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy
Journal of Management; May 2018; vol. 44 (no. 5); p. 2037-2063

Transformational leadership and voice behaviors
Personnel Review; May 2018; vol. 47 (no. 3); p. 694-708

Scotland and Australia

Innovation in Leadership – the view from Scotland
Barlow C, Wallace I and Caesar D
Posted on the Faculty of Medical Leadership and Management website
“A strong thread running through the conference was the idea of rethinking traditional leadership values.”. Also mentions Project Lift.

Australian Health Network – Michael West on Compassionate Leadership
Podcast : Exchange between Norman Swan (of The Health Report) and Michael West , please follow this link to their recorded conversation (27 minutes):  webcast of Norman Swan and Michael West – Feb 27th 2018.
EXCERPT  Australian Health Network and Michael West on Compassionate Leadership

Know-how and books

Freedom to Speak Up
How to carry out in-depth reviews of leadership and governance arrangements in relation to “Freedom to Speak Up” and identify areas to develop and improve
Link to the self- review tool here 

Know How To Lead Yourself To Lead Others
A wealth of information is published by Horizons Group of NHS England.
The Horizons Group is a small team that uses radical thinking to explore change and transformation in health and care. It aims to support colleagues in health and care to think differently about how effective change practice can lead to better outcomes for patients.
2018 RESOURCES (from School for Change Agents ) 

• MODULE 1 (change starts with me)
• MODULE 2 (from me to we – make a difference )
• MODULE 3 (being resilient and dealing with resistance)
• MODULE 4 (from me to we moblising and organising0 
• MODULE 5 (the future)
  

Also blog post :Diversity and complexity – moving the change conversation to the edge

Online e-book from McKinsey :  Leading with inner agility
Published March 2018
“To navigate effectively, we must learn to let go—and become more complex ourselves”

About the author(s) Sam Bourton is the cofounder and chief technology officer of QuantumBlack, a McKinsey affiliate based in London; Johanne Lavoie is a partner in McKinsey’s Calgary office and coauthor of Centered Leadership: Leading with Purpose, Clarity, and Impact (first chapter is downloadable for free, published by Crown Business, 2014); and Tiffany Vogel is a partner in the Toronto office.

The 12 books every aspiring leader should read, according to a Stanford professor
An updated list for 2018

Leadership and retention

Stay Discussion – Guidance
Guy’s and St Thomas’  Hospital NHS  Foundation Trust
Part of New initiatives to support staff retention Guy’s and St Thomas’ NHS Foundation Trust, April 2018
See also their Career Progression toolkit  which also outlines the STAR template/approach
( Situation, Task, Action, Result) to evaluating and structuring examples of leadership actions for any grade of staff.

Retention from an organisational development perspective
 University Hospitals Bristol NHS Foundation Trust
23/04/2018
Excerpt:”. Leadership behaviours: It was recognised that there was an inconsistency in how the established trust values were reflected in leadership behaviours. To address this, UH Bristol used the diagnostic tool and guidance contained within NHS Improvement’s Culture and Leadership programme, alongside a set of engagement workshops with over 100 leaders to design a new set of leadership behaviours.
To raise the profile of the leadership behaviours and secure buy-in from across the
organisation, the chief executive played a vital role in communications associated
with the launch in August 2017. Sessions were conducted with those in key
management positions with responsibility for championing the leadership behaviours
across the trust.

Recruitment and retention of NHS staff in Oxfordshire
House of Commons Library, Debate Pack by Bate A , Baker C and Mackley A
Number CDP-2018-0036, 19 February 2018

NETWORKS

The Leadership Qualities Framework – Leadership starts with me
Skills for Care – Adult Social Care
See page 20 on developing networks
Developing networks Collaboration within and across systems plays a vital role in the delivery of services. Effective leaders work in partnership with people who use services, their carers and representatives and colleagues to deliver and improve services.
Good leaders:
• Identify opportunities where working in collaboration with others within and across
networks can bring added benefits
• Create opportunities to bring individuals and groups together to achieve goals
• Promote the sharing of information and resources
• Actively seek the views of others

And a framework for those specifically in governance role
https://www.skillsforcare.org.uk/Documents/Leadership-and-management/Governance-LQF/Leadership-Qualities-Framework-Guide-for-those-in-governance.pdf 

LGBT+ networks in the NHS have highlighted the following as an aid to inclusion practice

Stonewall Workplace Equality Index
The Workplace Equality Index is the definitive benchmarking tool for employers to measure their progress on lesbian, gay, bi and trans inclusion in the workplace. Those who take part know that people perform better when they can be themselves. Participating employers demonstrate their work in 10 areas of employment policy and practice. Staff from across the organisation also complete an anonymous survey about their experiences of diversity and inclusion at work. Organisations then receive their scores, enabling them to understand what’s going well and where they need to focus their efforts, as well as see how they’ve performed in comparison with their sector and region. The 100 best-performing organisations are celebrated publicly.
Reading Stonewall’s top 100 employers gives 7 organisations in the Public Sector – Health and Social Care category as within the top 100 employers.
see also Implementation Guidance Fundamental Standard for Sexual Orientation Monitoring (October 2017)

Systems leadership and change

If you have any questions about the webinar series, or you have any problems registering, please email england.si-virtualacademy@nhs.net.

Art/design and leadership

Confirming the Significance of Art Specialists and Aspirational Learning
Art Education; Mar2017, Vol. 70 Issue 2, p16-24

Learning about Leadership from a Visit to the Art Museum.
International Journal of Education & the Arts; Mar2016, Vol. 17 Issue 2-6, p1-22, 22p

The Impact of Arts-Based Leadership Development on Leader Mind-Set: A Field Experiment
August 2015, Advances in Developing Human Resources 17(3):1-17

From the Black Square to the Red Square: Rebel leadership constructed as process through a narrative on art.
Leadership, 13 (1). pp. 100-119. 2017

Designed Leadership (Book) – July 2017

Art-based Methods in Management Education (thesis) 

Arts-based methods in leadership development: Affording aesthetic workspaces, reflexivity and memories with momentum
Management Learning 44(1) 25–43 2012