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
Deery R and Fisher P
Health Sociology Review; Jul 2017; vol. 26 (no. 2); p. 143-159
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
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