Tag Archives: Safety culture

First Knowledge Hub post of 2018 on new leadership resources

Change, Coaching, Inclusive talent management, Leadership, Mentoring, Organisational development, Patient perspective, Staff engagement, Talent Management, Transformational research, Uncategorized, , , , , , , , , , ,

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

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

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

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

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

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

Journal articles area!

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

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

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

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

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

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

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

Inclusion and talent management area

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

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

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

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

Think tanks area!

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

Learning resources area!

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

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

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

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

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


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

See Chapter 6  – Establishing Inclusion among Adult Learners

Practical tools area

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

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

Parliamentary reports   

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

Latest news – November 2017

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

Learning from improvement: special measures for quality
A retrospective review
November 2017
Excerpt from NHS Improvement “Four years after the introduction of special measures, we reviewed the experience of trusts that exited the process so we can better understand why they entered special measures, what actions they took and how they implemented change to improve.”
Leadership is mentioned frequently throughout this report

Robin Baddeley: Leadership thinking is swinging back from the “big picture” to local issues
BMJ, November 14, 2017
Robin Baddeley, editorial registrar, The BMJ.

Experiences of nursing students and educators during the co-construction of clinical nursing leadership learning activities: A qualitative research and development study
Nurse Educ Today. 2017,Vol 55, p90-95
Ha L and  Pepin J

The medical director induction guide
A joint NHS Improvement and Faculty of Medical Leadership and Management publication October 2017

Support local leaders or risk having no leaders in future ,15 November 2017
The NHS’s current management approach favours the stick rather than the carrot, leading to huge pressures on local leaders and could undermine the success of STPs, warns Helen Buckingham.

STPs: Destined to fail or the road to better care? Sustainability and Transformation Plans survey of clinicians: The hospital doctors’ view
A report by the Hospital Consultants and Specialists Association
October 2017
HCSA press release

A two-way street What can CCGs teach us about accountability in STPs?
Nuffield Trust , Holly Holder and Helen Buckingham
November 2017
Excerpt from page  19 of report (Chapter : Leadership challenges)  “The leadership environment for CCG chief officers is clearly not as supportive as might be hoped, and is some way from the aspirations that the NHS has for itself in terms of creating a positive context for leadership to flourish. The key issues that emerge from our interviews and research include: • the consequences of coping with austerity and a system under stress • excessive reporting demands • a culture of blame • lack of development and support • high turnover – loss of experience and skills. In addition to this, there is also some significant uncertainty about the future shape and role of commissioning as ACOs and ACSs start to emerge.”

Getting the most from developmental well-led reviews: Commissioning external suppliers and working with peer reviewers
NHS Improvement
October 2017
Following the recent publication of  the well-led framework, publications of two new guides with practical advice on how to get the most from reviews.
NHS Improvement also explain how you can incorporate peer input in these reviews, to make use of and enhance the skills and experience of leaders within the NHS.

Developing People – Improving Care A national framework for action on improvement and leadership development in NHS-funded services
An update on the implementation of DPIC will be published shortly. See http://nhsproviders.org/media/3932/developing-future-leaders-across-the-healthcare-sector.pdf (November 2017)

Quality improvement is not for the faint hearted, 13 November 2017
Embedding quality improvement into the fabric of the NHS organisations requires a fundamental shift in leadership, say Joni Jabbal and Siva Anandaciva

Using video-reflexive ethnography to capture the complexity of leadership enactment in the healthcare workplace
Adv Health Sci Educ Theory Pract. 2017 Dec;22(5):1101-1121
Gordon L, Rees C, Ker J, Cleland J
Excerpt from PubMed abstract “A whole (interprofessional) team workplace-based study utilising video-reflexive ethnography occurred in two UK clinical sites. Thematic framework analyses of the video data (video-observation and video-reflexivity sessions) were undertaken, followed by in-depth analyses of human-human and human-material interactions. Data analysis revealed a complex interprofessional environment where leadership is a dynamic process, negotiated and renegotiated in various ways throughout interactions (both formal and informal). Being able to “see” themselves at work gave participants the opportunity to discuss and analyse their everyday leadership practices and challenge some of their sometimes deeply entrenched values, beliefs, practices and assumptions about healthcare leadership. These study findings therefore indicate a need to redefine the way that medical and healthcare educators facilitate leadership development and argue for new approaches to research which shifts the focus from leaders to leadership.”

Heard about the Inclusion nudges guidebook: Practical techniques for changing behaviour, culture and systems to mitigate unconscious bias and create inclusive organisations ?
…….quick nuggets available on a free website
Deloitte Case studies : Inclusion nudges guidebook
Free short version (40 pages ) PDF available  (Jan 2016) 
Excerpt from Deloitte case study website : “A key finding  of the guidebook, is that while ‘Feel the Need’ nudges are most commonly used to raise awareness of unconscious biases, the addition of ‘Process’ and ‘Framing’ nudges can act as enablers to help individuals make objective and inclusive choices more easily. They therefore will have a greater impact in sustained behavioural change. Results have also found that “Feel-the-Need”and ‘’Process’’ Inclusion Nudges are also useful in bringing about compliance and accountability in employees without linking D&I to rewards; this is because they create a follow-the-herd reaction, showing the inclusive behaviour of the majority.

Other examples of where the nudges have been used are in:

  • Helping individuals verbalise uncomfortable biased interactions
  • Encouraging women to take promotional opportunities
  • Highlighting biased customer- claim handling
  • Understanding  the importance of diverse customers
  • Retention of senior employees  (age 55+).

This Guidebook is a worthy edition to the literature on unconscious bias, helping  managers and employees identify the critical moments across the employee lifecycle where there is an opportunity create a Nudge and then to h behave more inclusively. The Nudges can be used to focus D&I efforts on making sustainable changes in behaviour and culture.”

Measuring up: your community and your workforce
NHS Employers
1st November 2017
This online tool aims to help employers in the NHS compare their current workforce data with data from their local communities. The aim of the tool is to highlight groups in the local community that may be missing from the workforce, and it offers signposts to advice on how to better attract, recruit and retain from these groups in order to strengthen the workforce supply.
This is a newly developed and launched tool, if you experience any technical difficulties please get in touch by emailing Cat.Clark@nhsemployers.org.
See also Engaging with and recruiting from your local community

Characteristics of highly rated leadership in nursing homes using item response theory
J Adv Nurs. 2017 Dec;73(12):2903-2913
Backman A, Sjögren K, Lindkvist M, Lövheim H, Edvardsson D
Excerpt from PubMed abstract: “Five specific behaviours of highly rated nursing home leadership were identified; that the manager: experiments with new ideas; controls work closely; relies on subordinates; coaches and gives direct feedback; and handles conflicts constructively. The regression analyses revealed that managers with social work backgrounds and privately run homes were significantly associated with higher leadership ratings.”

Factors supporting dentist leaders’ retention in leadership
Community Dent Health. 2017 Nov 10 [Epub ahead of print]
Tuononen T, Lammintakanen J, Suominen AL.
Excerpt from PubMed abstract: “Out of the five main components, two were significantly associated with staying as a leader: ‘career intentions’, which represented intent to continue or to leave the leadership position; and ‘work time control opportunities’, which represented how leaders could control their own work time. Other factors that supported staying were leadership education, more work time available for leadership work, and lower age. The main component ‘work pressure’ decreased, although not significantly, the odds of continuing; it included lack of leadership work time, and pressure from superiors or subordinates.”

High-performing trauma teams: frequency of behavioral markers of a shared mental model displayed by team leaders and quality of medical performance
Scand J Trauma Resusc Emerg Med. 2017 Nov 10;25(1):109
Johnsen BH, Westli HK, Espevik R, Wisborg T, Brattebø G
Link to PDF 
Excerpt from PubMed abstract: “The results showed a positive correlation of quality of medical management with leaders sharing information without an explicit demand for the information (“push” of information) and with leaders communicating their situational awareness (SA) and demonstrating implicit supporting behavior. When separating the sample into higher versus lower performing teams, the higher performing teams had leaders who displayed a greater frequency of “push” of information and communication of SA and supportive behavior. No difference was found for the behavioral marker of team initiative, measured as bringing up suggestions to other team members.”

Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland
BMJ Open. 2017 Nov 3;7(11):e017569
McAuliffe E, De Brún A, Ward M et al
Link to PDF 
Excerpt from PubMed abstract: “There is accumulating evidence implicating the role of leadership in system failures that have resulted in a range of errors in healthcare, from misdiagnoses to failures to recognise and respond to patient deterioration. This has led to concerns about traditional hierarchical leadership structures and created an interest in the development of collective ways of working that distribute leadership roles and responsibilities across team members. Such collective leadership approaches have been associated with improved team performance and staff engagement. This research seeks to improve our understanding of collective leadership by addressing two specific issues: (1) Does collective leadership emerge organically (and in what forms) in a newly networked structure? and (2) Is it possible to design and implement collective leadership interventions that enable teams to collectively improve team performance and patient safety?  METHODS AND ANALYSIS: The first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group.”

Red Bull’s Wingfinder tool
(Assessment of strengths tool – focusing on four areas: Connections, Thinking, Creativity and Drive, all together comprising 25 Strengths in total . Wingfinder assesses the four areas over 35 minutes (approximately 280 questions) through five different assessment formats. Self-against-self and self-against-others measurement. The assessment provides a report about the strengths, with coaching guidance .
According to https://www.wingfinder.com/science Published Scientific research on the Wingfinder assessment by can be seen here (Leutner, Yearsley, Codreanu ,Borenstein, Ahmetoglu 2017 )
From Likert scales to images: Validating a novel creativity measure with image based response scales. Journal of Personality and Individual Differences , (2017) Vol 106, 36–40.
Leutner Franziska, Adam Yearsley, Sonia-Cristina Codreanu, Yossi Borenstein, and Gorkan Ahmetoglu

Book : Clinical leadership in nursing and healthcare: values into action
Stanley, David
2017  Chichester, West Sussex : John Wiley & Sons
The new edition has been updated in light of recent key changes in health service approaches to care and values.

Book: The Oxford handbook of compassion science
Seppala, Emma
2017, Oxford University Press, New York
Publishers website for book states “Includes diverse psychological perspectives, including clinical, social, developmental, organizational, sociological, and neurobiological. Written by established and rising experts in the emerging field of compassion science for basic and applied researchers. Addresses the various definitions of the term “compassion””

Peering over the precipice : a toolkit for hospices to survive and thrive 
Peering over the Precipice is published as part of Hospice UK’s Good Governance programme supporting hospice trustees, boards and senior teams.
The toolkit will give hospice boards and executives the means to diagnose future risks, to make robust plans and to support any changes that need to be made to ensure the sustainability of their service.
To download the report, please register on the website : currently the report is restricted and only available to Hospice UK members. If you work for an organisation that is a member of Hospice UK please select your organisation from the drop-down list, selecting “Other” if your organisation is not listed.

Improving staff retention – a guide for employers
NHS Employers, Sept 2017 
Excerpts “During 2016/17, trustees of the NHS Confederation granted funding for NHS Employers to work closely with 92 NHS organisations, to help equip them with tools and resources to develop and implement their workforce retention plans. This guide draws on the learning and experience from the organisations we worked with, and is aimed at individuals who are leading or working closely on retention issues.”
“During the work programme, several key retention themes emerged which are explored in more detail in this guide. These are: • looking at data in depth • developing organisational values and culture • supporting new starters • supporting flexible working • development and career planning • flexible retirement options • building line manager capability.”

Executive Level Leadership and Talent Management in NHS Scotland
Scottish Government , May 2017
This paper provides a set of actions to address the Health and Social Care Delivery Plan’s (the Delivery Plan) priority of developing a new approach to leadership development and talent management in NHSScotland.
See also Della Thomas’s Public health leadership in the face of complexity, NHS Health Scotland

Latest News – November 2016

Change, Inclusive talent management, Leadership, Organisational development, Patient perspective, Talent Management, , , , , , , , , , , , , , , ,

If you didnt manage to get to the conference …….here is a
Round-up from Leaders in Healthcare conference, Tues 1st Novembertick
BMJ 2016;355:i5977
The Leaders in Healthcare 2016 conference was organised by the Faculty of Medical Leadership and Management and The BMJ, and held in Liverpool on 31st October to 2 November  . Summary of the conference’s highlights.
From FMLM’s own website – conference picture gallery and editorial and Leaders in Healthcare – All things primary care 

Take me to your leadertick
Parker J ,  Fenton B and Custance M
Excerpt from KPMG report release webpage
This 2016 report into collaboration in UK healthcare explores what makes collaboration successful and what prevents it. To investigate, we’ve asked the views of a number of NHS CEO’s and have interviewed several prominent industry figures.
With some key themes emerging from the report, it is clear that there is significant support for the concept and benefits of collaboration and an appreciation of the difficulties in making it a reality. Some of the stand-out statistics from the study include:

  • 68% of respondents felt that the future is all about collaboration and that competition is dead;
  • 60% said that there are too few good leaders in the NHS;
  • 64% said that the single biggest barrier to effective collaboration between organisations is individual bias and politics.

A randomised study of leadership interventions for healthcare managers119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); pound-signp. 358-376
Lornudd C; Bergman D; Sandahl C; von Thiele Schwarz U
NB Leadership in health services is available via NHS Athens but there is a 12 month embargo.
The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers ( n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. No difference in outcomes was found between the two different interventions.
Excerpt from abstract:
This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.

What Works: The trillion dollar quest (PDF of report)tick
Report by Britnell M (Chairman and Partner Global Health Practice) et al , KPMG in the UK
Tweeted by KPMG International on 31st October 2016

Excerpt:  The findings of this study were generated through triangulation of three parallel research methods:

  • A systematic review of the academic literature on management and leadership development to identify the strength of evidence for payback.
    1049 articles were initially reviewed, of which 32 looked in detail at the question of return on investment from healthcare management development, the key messages from which are summarized in the following report.
  • Expert insights from people with significant expertise running multiple or large scale management and leadership development programs in healthcare. This included interviews with 22 organizational leaders and KPMG development professionals. A half day workshop was also held with 12 faculty members from the Harvard TH Chan School of Public Health and two large tertiary/quaternary healthcare providers.
  • A global search for innovative and successful case studies of management and leadership development in the health industry. A two-way selection process was followed: to contact organizations that were regarded as industry-leading and ask about their development programs, and a ‘bottom up’ process whereby experts were asked to identify organizations whose approaches they saw as ‘world leading’.

Data and lessons from the three streams were analyzed through a thematic synthesis process, with key conclusions summarized in the  report. Links to summaries and commentaries:
Healthcare is changing, so must managers and leaders
Management and leadership development in healthcare
The six rules of good healthcare management and leadership development
Understanding the challenge

Leadership and Management Standards for Medical Professionals (Second Edition) 
Faculty of Medical Leadership and Management , 2016tick
Excerpt: The standards are articulated as a set of core values and behaviors designed to work across all levels. Building on suggestions from the consultation in 2014, FMLM has identified the core values and principles expected of doctors as leaders and reworded the behavioural statements to ensure they are observable, measurable, and assessable, while allowing scope for personal development.

Saving lives: A meta-analysis of team training in healthcare
Journal of Applied Psychology,  2016 Sep; Vol 101(issue 9):1266-304119710687050730804piotr_halas_padlock.svg.hi
Hughes AM, Gregory ME, Joseph DL  et al
A meta-analysis of  129 eligible studies, the authors used Kirkpatrick’s training evaluation criteria (reactions, learning, transfer, results) to answer the following questions:
Is team training in healthcare effective? Finding : yes team training is effective
Under what conditions is healthcare team training most effective? Finding: training design and implementation, trainee characteristics and work environment do not influence team training effectiveness, though feedback appears to decrease its effectiveness.
How does healthcare team training influence bottom-line organizational outcomes and patient outcomes? According to a commentary by Michael West,  the authors found that team training can reduce patient deaths by 15 per cent and medical errors by 19 per cent.

Integrating Cross-Cultural Competencies into leadership development119710687050730804piotr_halas_padlock.svg.hi
TD: Talent Development; Nov 2016; vol. 70 (no. 11); p. 54-58
Woodland, T

Current NHS leadership ‘most general practice-friendly ever’, says top GPtick
GP: General Practitioner; Oct 2016 ; p. 1-1
Bostock  N

Leadership in practice: an analysis of collaborative leadership in the conception of a virtual wardtick
Nursing Management – UK; Oct 2016; vol. 23 (no. 6); p. 30-34
Stockham, A
Excerpt from abstract: This article describes how collaborative leadership was used to successfully implement a virtual ward in the primary care setting in south-east Powys, Wales. The author describes the leadership style and addresses strategies used to manage the change process. The journey demonstrates how collaborative leadership and working collectively enabled a new service to be developed

Leadership Development Through Online e-Portfolio Creationpound-sign
OT Practice; Nov 2016 ; p. 29-31
O’Brien, S P and Hight, J

Facilitating guided reflections on leadership activitiestick
Medical Education; Nov 2016; vol. 50 (no. 11); p. 1149-1150
Wagenschutz, H et al 

Using Reflective Practice in a Leadership Coursepound-sign
Nurse educator; Oct 2016
Tesh AS; Kautz DD

Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs119710687050730804piotr_halas_padlock.svg.hipound-sign
Hospital pharmacy; Sep 2016; vol. 51 (no. 8); p. 635-638
Chappell A; Dervay K
NB Hospital pharmacy is available via NHS Athens but there is a 12 month embargo.
Excerpt from abstract : Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training.
(This idea is being used at Tampa General Hospital, USA) 

The need for leadership training in long-term care settings119710687050730804piotr_halas_padlock.svg.hipound-sign
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); p. 354-357
Davis JA
NB Leadership in health services is available via NHS OpenAthens but there is a 12 month embargo.

What if NHS leaders were more representative of patients and staff?tick
BMJ (Clinical research ed.); Nov 2016; vol. 355 ; p. i5828
Nath, Vijaya

Inquiry on maximising the contribution of NHS non-clinical staff – Final Report 
HSJ and Sercotick
November 2016
Report based on five workshops attended by a broad range of NHS staff , sessions at HSJ Summits at venues across England, and follow up sessions between March and October 2016. During the work contributing to this Interim Report, participants agreed that some simple self-assessment questions might help organisations and system leaders to focus on the issues around the non-clinical workforce. These are the questions.

Questions for organisations

  • How valued do our support/non-clinical staff feel? How do we know this; who feels most valued and who least; and what do we do about this?
  • Do we understand the value these staff provide, and not just the overhead cost they represent? How do we measure it?
  • Do we help these staff understand how they contribute to patients’ experience, outcomes and good use of resources? How can we be sure?
  • How do we provide career development opportunities and skills aligned to future needs of the organisation/system? How are career development plans organised to ensure we get the staff we need at the right time?
  • What are our measures of job satisfaction and staff engagement, and how do we plan to enhance attention of HSJ readers on their value, at a time of economic stress getting more intense?
  • How are we actively challenging upwards to system leaders around the strategic vision for this part of the workforce?
  • How does our board present its views on the value of these staff internally and to the wider world, articulating and celebrating contribution of this group? If the answer is by awards, what is the ratio of celebration of clinical/ medical staff to non-clinical staff?
  • How will we evaluate (in a proportionate but meaningful way) emerging new support roles?
  • Given the Carter agenda on cutting the cost of back office, how will we evaluate the impact of taking staff down a couple of grades on service, colleagues, outcome for staff and public and patients?
  • Carter and procurement – fantastic, but where is national procurement expertise and leadership and change in behaviour, and procurement development plans locally? Where are workforce, skills etc?
  • How have we engaged the non-clinical workforce that supports clinical workforce effectively and efficiently?
  • Given tight finances, is our use of non-clinical staff as efficient as it can be, within the constraints?
  • What are the implications of choices based on lowest-cost in staff engagement and quality?
  • Are we involving these staff and getting the best value from their contributions and insights into how to improve care?

Questions for system leaders

  • Do our narratives about change highlight the importance of all parts of the NHS workforce, including those who support and enable the work of clinicians?
  • How are we ensuring providers and commissioners are collaborating to develop this part of the workforce in tandem with reform plans?

Reflections on leadershiptick

‘Mind the Gap’ by Maggie Woods (Lead Consultant Thames Valley and Wessex Leadership Academy)

“Mind the Gap”

I had the privilege to hear Dame Ruth Carnall talk and reflect on her career in the NHS. She talked about some of the challenges that she had faced, and also the future challenges that NHS leaders face.

The new structure of the NHS provides us with lots of opportunities, but also challenges. I have myself struggled to understand how the new system will work and I have noticed that since the changes there have been times when I have become focused on the day to day workload and delivering my personal objectives.

If we are to meet the needs of our population in terms of health and social care provision within the much talked about financial challenges, the one thing that most of us would agree is that we need to integrate more. My reflections when working with teams is that there can often be mistrust of other teams within the system and assumptions made about the other team’s motives.

My belief is that everyone in the health and social care sector has similar values and beliefs about improving health and wellbeing of our population.  It is why we all do what we do. We come to work to make a difference. The opportunity for us now is to look up, to work across the gaps in structures and to enter each interaction with the understanding that we all trust each other.

Our academy is working with leaders across health, social care, the voluntary sector and with citizen groups to look at ways that we can empower our communities. The aim is to reduce dependency on health and social care services by listening and designing services with patients and citizens.

This new style of leadership programme “ Leading Empowered and Health Communities “ is built on the value of co-production- it feels like a good place to start to close the gap.

Personal, fair and diverse campaigntick
Relaunch of this campaign with a new facebook page
The Facebook group which goes live on 21 November at 12 noon will give the chance to be part of a wider conversation, sharing stories, learning, best practice and ideas with other organisations in the NHS and other PFD champions. The group is a closed group just for champions to discuss PFD related work in a safe environment.
To become a champion, follow on twitter @NHSE_Diversity using #PFDchamps or join our new closed Facebook group. For more information about PFD champions there is a personal, fair and diverse NHS web page.

What the system can do – The role of national bodies in realising the value of people and communities in health and care tick
Published November 2016
Wood S and Henderson S and colleagues at the Health Foundation
Excerpt from Executive Summary : This report – produced as part of the Realising the Value (RtV) programme – focuses on how national bodies can best remove barriers to progressing person- and community-centred approaches for health and wellbeing. It reviews the range of mechanisms (often called system levers) national bodies use to influence health and care services to achieve policy objectives, and the impact these have on person- and community centred approaches for health and wellbeing. It suggests what national bodies might best do to help implement and spread these approaches, including the five approaches that the RtV programme focused on: self-management education; peer support; health coaching; group activities; and community asset based approaches.
See also:
Making it happen: Practical learning and tips from the five Realising the Value local partner sites , published November 2016 by Ejbye J and Holman A and Realising the value Ten key actions to put people and communities at the heart of health and wellbeing (This report was written by Annie Finnis, Halima Khan and Johanna Ejbye ( Nesta) , Suzanne Wood, ( the Health Foundation) and Don Redding, (National Voices)

Health as a social movement tick
Published by Nesta (an innovation charity), Sept 2016
Del Castillo J, Khan H, Nicholas L  and Finnis A
Looks at the role of facilitative leaders in bringing about change inside and outside the NHS for the benefit of people’s health

The future of commissioningtick
by NHS Clinical Commissioners-the independent collective voice of clinical commissioning groups, October 2016
Excerpt: The unique value of CCGs is their combination of credible clinical leadership, expertise and local knowledge of the communities they serve. This local dimension must not be lost as new models of care and new commissioning relationships and footprints take shape. We recognise that clinical leadership is instrumental to the health and care system across the commissioner-provider spectrum, but this system-wide participation has an unavoidable consequence of potential competing interests.

 

Latest news – April 2016

Coaching, Leadership, Organisational development, Patient perspective, Transformational research, , , , , , , ,

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.