Tag Archives: STPs

What’s new in March 2018

What’s new in March 2018

Health coaching poster

Quick link to a poster describing the Impact Analysis by the University of Winchester of a Health Coach Training initiative of the NHS Thames Valley and Wessex Leadership Academy

Journal articles area!

Women with altitude—exploring the influence of female presence and leadership on boards of directors
Ellwood, SM and Garcia-Lacalle, J (2018) Public Money and Management, Vol 38, issue 1, p73-78
Link to PDF 
Published – 2 Jan 2018
Abstract Excerpt  “This article reports on a study examining the influence of women on the boards of directors of National Health Service Foundation Trusts (FTs) in England in the light of a recent UK government inquiry into women in senior positions. A high female presence among executive and non-executive directorships did not result in significant differences either in financial return or service quality. However, female Chairs or Chief Executives resulted in significant reductions in negative social outcomes, such as lower clinical negligence costs, without harming financial management. The findings have important implications for gender diversity and gender targets on the boards of directors in business and other sectors.”

Impressions of action and critical action learning: Exploring the leadership development of senior doctors in an English healthcare organisation
McCray, J; Warwick, R and Palmer, A
International Journal of Training and Development, 2018, Vol 22 (Issue 1), pp. 69-85.
Excerpt from full text  “An external evaluation of the programme was commissioned by the NHS trust and undertaken by an NHS management consultancy group (Arup Consulting). The evaluation shows strengths in the programme, especially the use of learning sets, but highlights that more evidence of their benefits are needed. As curious researchers and practice facilitators in workforce development programmes we want to look further at the nature of benefits and contribution of the sets, what is significant for the commissioning organization in the NHS setting of the study, and to offer further insights by highlighting the learning of both the participants and ourselves. Here we explore the influence of one cycle of learning set experience from two perspectives. First, from the self-reports of nine doctors in clinical leadership roles. Second from a researcher perspective as we set out our research design, methodology and data analysis process. In presenting the programme participants’ experience of the learning set experience and our research process and perceptions of the findings, we provide a critical exploration of the use of AL and CAL in the complex and unpredictable context of the NHS.”

Return on investment in healthcare leadership development programs
Leadership in Health Services  2018 Feb 5;31(1):77-97.  Epub ahead of print
Design/methodology/approach The authors performed a scoping review using the Arksey and O’Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail.

Employee reactions to talent management: Assumptions versus evidence
Journal of Organizational Behavior, Vol 39, issue 2, Feb 2018, p199-213
De Boeck, G, Meyers, MC and Dries, N
Two assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non-empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non-talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects.

Links to tables  : these are free access
Supplementary Table 1 – Systematic Analysis of Non-Empirical Studies on Employee Reactions to TM – 22 papers, authors, findings etc.
Supplementary Table 2 – Systematic Analysis of Empirical Studies on Employee Reactions to TM- 21 papers, authurs, findings, etc

Linking Nurses’ Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment
Boamah S.
Can J Nurs Res. 2018 Mar;50(1):9-19
A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada.

Reducing intentions to resist future change: Combined effects of commitment-based HR practices and ethical leadership, : Research Note 
Jan / Feb 2018, Human Resource Management, Vol 57, issue 1, Pages 249–261
Neves P et al
Excerpt from full text: “Two recent exceptions demonstrate the importance of incorporating ethical leadership in change management research. Babalola et al. (2014) showed that an increase in the frequency of change only leads to higher turnover intentions when leaders are seen as not behaving ethically. When leaders behave in the best interest of their subordinates and avoid harming them (i.e., they are ethical), employees feel more secure and wish to reciprocate the treatment received by demonstrating their loyalty to the organization of which these leaders are agents. The authors of the second study indicated that ethical leadership becomes particularly important for in‐role and extra‐role performance during change processes, demonstrating that the relevance of ethical behavior becomes particularly important in times of organizational turmoil (Sharif & Scandura, 2014).”

What’s happening in professional organisations?

From the Centre for Pharmacy Postgraduate Education
Leading for change – leadership and management for hospital pharmacy professionals
Programme handbook, published Feb 2018
The programme is in response to the ongoing feedback from our hospital
visits to support hospital pharmacy professionals to undertake more leadership roles in medicines optimisation. As the NHS persistently faces challenges to deliver optimal patient care, we recognise that pharmacists and pharmacy technicians need support with providing clinical leadership across healthcare organisations.

What’s happening in networks?

Health & Care Women Leaders Network

Tweet chat: Imposter syndrome – the enemy within
Are some people or groups more affected than others?; explore and discuss whether imposter syndrome has affected you, your work, and your career progression.
When: 28 / 3 / 2018 8pm – 28 / 3 / 2018 9pm

Place-based leadership for Health and Well-being in the West Midlands  – a development network
See flyer here

What’s research is happening in UK Universities?

University of Nottingham -Nottingham University Business School, Centre for Health Innovation, Leadership and Learning (CHILL)
HeLPA  – Healthcare Leadership with Political Astuteness: understanding the acquisition, use and contribution of leadership with ‘political astuteness’ in the implementation of major health system change, developing lessons for service leaders, educators and recruiters

The purpose of this study is to investigate the acquisition, use and contribution of ‘political astuteness’ by service leaders and other change agents in the implementation of strategic health system change, with the aim of informing the co-production of materials and resources for the recruitment, training, and development of existing and future leaders.

Project aims :To understand the perceptions, experiences and reported practices of service leaders, and other change agents, about their acquisition and use of PA in the implementation of health system change, taking into account differences in professional background, age, gender, ethnicity, geo-political context, and change context.

Project highlights and abstract

  • The study will produce ‘state of the art’ conceptual understanding of political astuteness in different service contexts, and ‘cutting edge’ empirical understanding of the contribution of political astuteness to the implementation of major system change in healthcare services.
  • The findings will inform the co-production and piloting of new learning and recruitment materials, to be developed and tested in conjunction with existing NHS leadership development providers.
  • The new learning and recruitment materials, including workbook, online resources and self assessment tools, will be made available to all NHS leadership development providers for further refinement and integration into existing training programmes.
  • The study will produce both formative and summative learning to national and regional service leaders engaged in the formulation and implementation of STPs, including an analysis of the specific barriers and drivers to change within the informal political environment, and the contribution of leaders’ political astutness in distinct and common change arenas.

University of Birmingham- Health Services Management Centre
Multi-Professional Learning Model: the future of clinical leadership training in the UK? – Tuesday 6th February 2018
 EGA graduate Ali Raza reflects on the way in which clinical and non-clinical disciplines could be brought together in multi-disciplinary leadership learning.

University of Manchester Alliance Manchester Business School, University of Birmingham Health Services Management Centre, and The Nuffield Trust
Responses to Francis: changes in board leadership and governance in acute hospitals in England since 2013 
  

Reflections on  The 21st Century Public Servant Leadership Programme for Aspiring Directors
Weir, Belinda , University of Birmingham 
Excerpt “It is early in the programme for Cohort 1, with two further cohorts to start in 2018 and 2019 respectively, and a good time to reflect on progress so far. What are we learning about how to deliver a successful programme that doesn’t simply offer a content focus on collaboration and whole system working, but actively seeks to model such an approach in its design and development?”

“Unsurprisingly perhaps, our learning mirrors the lessons which are emerging from other leadership collaborations across the public sector. Leaders coming together to produce collectively a new service, new ways of working in care partnerships or a new leadership development programme are likely to experience many of the same challenges, since at heart, the focus is on how we build effective working relationships that deliver high quality and fast. 3 key lessons have emerged from our reflections.”

University of Ulster
New book by Deirdre Heenan and Derek Birrell who are Professors of Social Policy at the University of Ulster, UK.
The Integration of Health and Social Care in the UK
published by Palgrave,   12th Feb 2018
see pages 87, 89, 129-30, 149-50 and 163-6 on leadership

Events- March 2018 and April 2018

HSJ Emerging Leaders Summit

https://emergingleaders.hsj.co.uk/

Even if you can’t attend its interesting to see who is speaking and presenting!

The HSJ ‘s take on what the Summit provides – the summit provides a unique opportunity for leaders to develop their skill set in the following.

  • The need for future-proof leadership skills
  • Questions about career development in a changing healthcare system
  • Leadership experience and an interest in board level leadership
  • Attendance requires delegates to think beyond roles and organisations towards system-wide collaborative leadership and supports attendees with skills to manage teams through ambiguity and to develop place-based sustainable health and care.

April 2018 programme -draft
September 2018 programme – still being finalised but the programme will be at this link
November 2018 programme – still being finalised but the programe will be at this link

Faculty of Medical Leadership and Management  – Innovation in Leadership, April 2018
Programme here

Chief Nursing Officer for England’s Summit  – March 2018 

Again,  interesting to see who is speaking on leadership:

Resilient leadership in uncertain times,
and Nursing, midwifery and care leadership in Accountable Care Systems

Resilient leadership in uncertain times
Focus on support following Manchester arena bombing
Professor Cheryl Lenney, Group Chief Nurse, Manchester University NHS Foundation Trust.
Sara Barnes, Deputy Managing Director Mental Health & Specialist services, Pennine Care NHS Foundation Trust.
Professor Paul French, Associate Director, Greater Manchester Mental Health NHS Foundation Trust.

Nursing, midwifery and care leadership in Accountable Care Systems
Buckinghamshire Accountable Care System
Louise Patten, Accountable Officer, Aylesbury Vale and Chiltern CCGs.
Carolyn Morrice, Chief Nurse, Buckinghamshire Healthcare NHS Trust.

Other NHS Leadership Academies

Magazine from NHS North West Leadership Academy Winter 2017/2018 

 Leader 

Leadership within / for STPs

‘Some STPs will succeed but many will fail’, says peer
February 2018, speaker at a Westminster Health Forum event and written about in Health Leader magazine.

Regulatory

Gender pay gap narratives –  there is a recommendation for organisations and companies to upload a “narrative” for their data. This is interesting as it is a place for organisations to explain what they are going to do,  going forward, regarding closing the gap .
The deadline ( 4th April 2018 ) is mandatory : public sector organisations  with 250 employees or more have to publish their gender pay gap data. NHS Employers – gender pay gap reporting  – see link here 
Interestingly the Financial Times reported in January 2018  on organisations  uploading data and then subsequently changing it,  on the government portal . One of these was the Department of Health.

The gender pay gap – how to calculate it, explain it and eradicate it
Faragher, J
People Management,  25th January 2018.
Faragher cites Kimmin who poses the question of what can be achieved between April 2018 and March 2019, the 12 months before the next reporting cycle. 3 areas are mentioned :
“1) How you support individual women to gain the technical and political skills to progress into more senior roles
2) Training line managers to help them navigate this process, as managers can often be the biggest bottleneck
3) The whole organisation’s processes that might be stopping women’s progress”

 

 

Latest news – November 2017

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 hearted13 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 – September 2017

REPORTS 

Leading large scale change: a practical guide
A guide to leading large scale change through complex health and social care environments

Sustainable Improvement Team and the Horizons Team , NHS England, Sept 2017
A refresh and update of a previously published (2011) guide
Executive summary of above guide 

Getting into shape: Delivering a workforce for integrated care
Laycock K, Borrows M and Dobson B ,
Reform (Think Tank) , September 2017

Sustainability and transformation plans in London
The King’s Fund , published Sept 12th 2017
See also press release from Sadiq Khan on Sept 12th who is taking a key leadership role

Mapping the coverage of health and work topics in healthcare and business undergraduate and postgraduate degree courses in England
A report submitted by ICF Consulting Services Limited to Public Health England, July 2017
See Chapter 5 , Business programmes

Equally outstanding Equality and human rights – good practice resource
Care Quality Commission , published 13th September 2017

University of Birmingham Health Services Management Centre and The Health Foundation’s  latest research into partnerships in the NHS published August 2017
Partnering for Improvement: inter-organisational developments in the NHS
Press release from the Centre: Is together always better?

INFOGRAPHIC – infographic outlines the work of the National Engagement Service which supports leaders on workforce issues in the NHS
THOUGHT PIECES

Transformational leadership: what is it?
Investors in People, August 4th 2017 

Practising compassion in an uncompassionate health system
1st September 2017, Hearts in Healthcare
Youngson R

Leadership development is stuck in the dark ages
Management Today,  Published: 21 Aug 2017
Sparrow, J
“Today’s bosses need better help to deal with new technologies, working practices and generational shift”

Increasing Diversity and Inclusive Leadership Communities Within Occupational Therapy
Lopez, M; Wong, B.
OT Practice; Sep 11, 2017: 14-15.
See also Royal College of Occupational Therapy 2017 conference abstract : Exploring leadership development with occupational therapy students using feminist participatory action research by Davidson H of University of Salford, and poster: Leadership from the ashes: influencing change and promoting occupational therapy by Fordham S, Glassman B of CNWL NHS Foundation Trust

How Knowledge Worker Teams Deal Effectively with Task Uncertainty: The Impact of Transformational Leadership and Group Development
Front Psychol. 2017 Aug 15;8
Leuteritz JP, Navarro J, Berger R

A systematic review of factors influencing knowledge management and the nurse leaders’ role
Journal of Nursing Management; Oxford25.6 (Sep 2017)
Lunden A et al 

The relational activation of resilience model: How leadership activates resilience in an organizational crisis
Journal of Contingencies and Crisis Management; Oxford (Sep 2017): 136-147
Teo, W L  et al

Outcomes of interventions for nurse leaders‘ wellbeing at work: a quantitative systematic review
J Adv Nurs. 2017 Aug 3
Häggman-Laitila A, and Romppanen J.

On the road to becoming a responsible leader: A simulation-based training approach for final year medical students
GMS J Med Educ. 2017 Aug 15;34(3)
Schmidt-Huber M, Netzel J, and Kiesewetter J

Are we nearly there yet? A study of the English National Health Service as professional bureaucracies
Journal of Health Organization and Management; Bradford31.4 (2017): 430-444.
Dickinson H, Snelling I,  Ham C, and  Spurgeon P C
Excerpt from abstract “Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.”

Leading together: Collaboration among senior healthcare executives
Mitra MDopson SBrankin P , and Hoff T
British Journal of Healthcare Management 2017 23:112-16 

Making sense of effective partnerships among senior leaders in the National Health Service
Health Care Management Review, May 22, 2017
Mitra M,  Hoff T, Brankin P, and Dopson, S

BOOKS

The Oxford Handbook of Talent Management
Published: 21 September 2017 (Estimated)
Edited by David G CollingsKamel Mellahi, and Wayne F. Cascio
Table of contents

 NEWSPAPER articles

What does good communication look like?
 Telegraph Connect,  Better businessLeadership
C
ard J, 30th August 2017 
Excerpt “Great leaders are often good communicators, but many overestimate their abilities, say these experts. “

WEBINARS

 Webinar – The Talent Delusion
Presented by Professor of Business Psychology at University College London, Dr. Tomas Chamorro-Premuzic
Watch the webinar to learn:
1) Why intuition is the number one enemy of talent management
2) The three universal ingredients of high potential candidates
3) Recognising the difference between confidence vs. competence

 Talent Quarterly – webinars
10 webinars on aspects of talent management and measuring potential

 

 

 

Latest news – April 2017

New national head of NHS talent management appointed
Posted 22nd March 2017, NHS Leadership Academy announcing
Martin Hancock to take on the role.

Mindful nation UK
Report by the Mindfulness All-Party Parliamentary Group (MAPPG)
The Mindfulness All-Party Parliamentary Group was set up to: • review the scientific evidence and current best practice in mindfulness training • develop policy recommendations for government, based on these findings • provide a forum for discussion in Parliament for the role of mindfulness and its implementation in public policy

Next steps on the NHS Five Year Forward View (online view)
March 2017
Direct link to PDF
Executive Summary
The Five Year Forward View was published in 2014, this report looks at what’s been achieved in England over the past three years, and looks forward to 2019 and what can be implemented, with reflection on fact that “next year the NHS turns 70”.
Chapter 8 looks specifically at “Strengthening our workforce”
Excerpts: “The national leadership bodies will take action to implement the next steps of the ‘Developing People, Improving Care’ framework for improving leadership and improvement capabilities across the health and care system, with a particular focus on systems working, building improvement skills for staff at all levels, and compassionate inclusive leadership. The framework set out a number of immediate actions in 2017/18, including making available support for systems leadership development to each STP footprint, developing the role of local leadership academies, launching a system-wide programme to address discrimination against staff with protected characteristics, supporting organisations to improve talent management, and establishing a national support function for senior leaders. We are also developing specific improvement capability programmes for boards and executive teams and for primary care practitioners, and CQC and NHS Improvement are jointly creating a single ‘Well-Led’ Framework.”
“The NHS will become a better and more inclusive employer by making full use of the talents of its diverse staff and the communities it serves. On workforce race equality, over the next two years trusts are expected to show year-on-year improvements in closing the gap between white and BME staff being appointed from shortlisting, and reduce the level of BME staff being bullied by colleagues. The programme to improve the employment opportunities for people with learning disabilities will be expanded. And in 2018/19 over four-fifths of trusts, CCGs and national NHS leadership bodies will have set their baseline measurement for the new Workforce Disability Equality Standard and set out their first year action plan. The NHS will work actively with Government to safeguard and secure the contribution made by international nurses, doctors and other staff as the Brexit negotiations proceed.”
“By 2018/19, the CQUIN incentive payment will be paid to NHS providers that improve the health and wellbeing of their staff by 5% (on a 2015/16 baseline), as measured by the staff survey.” See ref  NHS staff health & wellbeing: CQUIN Supplementary guidance and  The King’s Fund blog post by Marcus Powell on March 23rd ,  A mixed bag of results from the NHS Staff Survey: “the NHS should regard the Staff Survey as an annual report on the quality of leadership within the service”.

Sending shockwaves through the NHS?
Ben Collin’s blog post, The King’s Fund , 24th March 2017
Ben sees a role for system leadership as 6-10 Sustainability and Transformation Plans are set to become Accountable Care Organisations (ACOs) or accountable care systems ending the purchaser-provider split, but the methods by which they will be held to account are still unclear as well as questions on patient choice. See also HSJ’s  First nine ‘accountable care systems’ revealed (March 31st 2017)

Sustainability and Transformation Plan Questionnaire Report
Faculty of Public Health
The UK Faculty of Public Health (FPH) undertook a survey of directors of public health (DPHs) to look at the public health aspects of STPs in England, early in 2017. An outline report was presented to the FPH Board in February 2017. This report presents more detailed findings.

NHS Women on Boards: 50:50 by 2020
Sealy, R (Prof)
Published by University of Exeter Business School in conjunction with NHS Employers and NHS Improvement.
Executive Summary and full breakdown of demographic data from 452 organisations, including arm’s-length bodies (ALBs), NHS trusts and clinical commissioning groups, analyzed regionally, by type of board role, and service type. Includes narratives from
– Kathy McLean, Executive Medical Director, NHS Improvement
-Alison Hill, Non-Executive Director, Royal Berkshire Foundation Trust
-Clare Panniker, Chief Executive Basildon and Thurrock University Hospitals NHS Trust, Mid Essex Hospital Services NHS Trust and Southend University Hospital NHS Foundation Trust
Excerpt from report’s conclusion and recommendations;
This report has endeavoured to start the collection of a complete and longitudinal dataset on the board composition of NHS trust, ALB and CCG boards in England, with a view to contributing to the overall aim to achieve gender-balanced boards – 50:50 by 2020. We need an additional 500 female-held board seats by 2020. If we use the EU Commission’s definition of gender parity of at least 40 per cent of each sex on each board, then there are still 209 boards that do not meet that target. Given the gender split of the NHS’s workforce, if we use our own definition of between 45-55 per cent of each sex, then there are almost 300 organisations who need to pay attention to their gender composition. The scale of the task is stretching but doable: 1-2 more women per board. However, there is a real imbalance in certain roles. While we have a very high percentage of chief nurses, we need more specific research and data on why there is a dearth of women in other roles, (particularly chief financial officers and medical directors). Are women applying and not getting jobs, or are they not applying? If not, do we have a supply problem, or is it a demand problem? Where we know we don’t have a supply problem in terms of availability of competent women eg for non-executive director positions, what is not attractive and/or what is not being recognised? A very helpful meeting was convened in January 2017 with all the major search firms operating in the NHS, and a number of actions were agreed: In addition, it is incumbent on board chairs to insist that they get top-quality female candidates from their search firm or other sources, providing a broad search covering private, public and tertiary sectors.
Footnotes  include several key references .
The standard voluntary code of conduct for executive search firms

The NHS sets leaders up to fail – and then recruits more in the same mould
Guardian Healthcare Network – news from the NHS Frontline
Monday 27th March 2017
Blog opinion post (anon) regarding a shift in leadership characteristics needed, away from business skills to softer skills encompassing staff engagement and partnership working.
Excerpt: ” The NHS cannot afford to lose a swath of senior managers. Many of these people could develop the skills we need, we just need to help them to do so. After all, we require doctors and nurses to refresh their skills regularly, revalidating their qualifications; and these days, the disciplines of management and leadership are changing just as fast as medical practice”.

A Masters degree to grow hospice leadership
For information about the Hospice Leadership and Management module at Cass Business School (part of City University London ), and how to apply for a £4k Hospice UK bursary, see the Leadership and Management Development pages of the Hospice UK website.

Visibility Generates Trust: Walking the talk as an inclusive leader
Bobbie Petford of Walsall Healthcare NHS Trust on the value of  staff networks  as for example  lesbian, gay, bisexual and trans (LGBT+) staff networks. Excerpt: “Successful staff networks need sponsorship from the organisation’s executive team and adequate resourcing. They also work best where reciprocal participation, accountability and co-production involves members, the organisation and the public. The benefits for all concerned are shared expertise, critical friendship, and improved staff wellbeing and patient care.”

Second podcast on inclusive leadership in the NHS
3rd April 2017
Jackie Daniel, Chiief executive, University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) talks about the  practical side of inclusive leadership.

19 in-depth interviews with ward leaders and modern matrons – how do they perceive their leadership role and lead improvements in the quality of care ?
Tensions within management roles in healthcare organisations
Nursing Management Vol 24, Issue 1 (Mar 2017): page 31.
Scott A and Timmons S

Does leadership style of modern matrons contribute to safer and more effective clinical services?
Nursing Management 2017 Vol 24: Issue 1 , p21 -25
Hill, B
(Reflections from a Matron for airway, ear, nose and throat, and reconstructive plastic surgery, Imperial College Healthcare NHS Trust)

New book: The essentials of nursing leadership
Authors : Ruth Taylor and  Brian Webster-Henderson
Sage Publishing
Key features include (taken from Publishers website for the book):

  • Real life focus, grounded in everyday practice, with lots of case studies and examples to help students see how theory relates to practice
  • Activities to help students reflect about their own practice, and about themselves as leaders
  • Video interviews with nurse leaders and students on the companion website
  • Further reading and links to journal articles in both the book and the companion website help students delve deeper and prepare for assessments.
  • The Essentials of Nursing Leadership

 

Staying for the long haul? Thinking about retaining talent earlier on as part of talent management
Meaningful interviewing for retention
Nursing Management;  Vol 48. Issue 3      Mar 2017): p7.
Widman, K et al

Technical Guidance for the NHS Workforce Race Equality Standard (WRES)
March 2017
Prepared by Dr Habib Naqvi, Roger Kline, and Saba Razaq
This document updates both the March 2016 version of the Technical Guidance for the NHS Workforce Race Equality Standard, and the July 2015 Supplementary Technical Guidance: Clinical Commissioning Groups and the Workforce Race Equality Standard.
Want the literature ? To assist the development of good practice the WRES Implementation Team has undertaken a significant amount of work (field work and literature search) to identify the shared characteristics of effective interventions against each of the WRES indicator and across organisations as a whole – looking at good practice in the private sector, other parts of the public sector, and within the NHS itself. The results of this  work will be shared from spring 2017 and should further assist organisations’ WRES action plans, which in turn will be evidence-based.

BMJ Leader – Volume 1, Issue 1
Welcome editorial from Stephen Powis and James Mountford

How expert mentoring can pave the way to successful leadership
Teaching associate. School of health sciences, University of Nottingham
Assistant professor. School of health sciences, University of Nottingham
Associate professor. School of health sciences, University of Nottingham
Nursing Children and Young People, April 2017, Vol 29, issue 3 pp20-22
Excerpt from abstract: “A pioneering module developed at the University of Nottingham brings together nurses at the top of the profession with those on the threshold of careers in nursing children”

Equipping future doctors: incorporating management and leadership into medical curriculums in the United Kingdom
Sonsale, A and Bharamgoudar, R  Affiliated to
 Franklin-Wilkins Building, King’s College London, London, UK.
 Imperial College London Business School, London, UK.
Perspectives on medical education6.2 (April 2017): 71-75.

Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams
Forsyth, C and Mason, B
Journal of interprofessional care31.3 (May 2017): 291-299.
Excerpt from abstract: “An online survey was responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England”. Professionals responding to survey were psychiatric nurses, clinical psychologists, consultant psychiatrists, occupational therapists, and social workers. The authors “predicted that psychologists, social workers and occupational therapists would report greater agreement with shared and distributed leadership  when compared with consultant psychiatrists”, the latter have been found in their literature review “to work in a directive manner and view leadership as a prominent part of their role in teams”. “The current study reaffirms previous research that has demonstrated it is possible for clinicians to hold strong dual identifications with their teams and professions in situations when the level of professional threat is low.”

Future leaders course prepares nurses for the top
Jones-Berry, S
Nursing Standard. April 2017, Vol 31, issue 33, 12-13
11 nurses were selected for the master’s level course for deputy chief nurses ( launched at London South Bank University) .The course is a collaboration between NHS Improvement (NHSI) and Health Education England and aims to prepare participants to move up to chief nurse roles within 12-18 months. Although there will be fewer director of nursing posts as organisations merge the course participants think their futures may lie in becoming directors for sites within organisations as health and social care organisations merge. A fresh intake is confirmed for the course running from April to October 2017.NHS Improvement (NHSI) says there are 15 places available in the new cohort for the aspiring nurse directors’ course, and 15 places on the aspiring deputy nurse directors’ course.

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 (Lond). 2017 May;23(2):125-129
Excerpt from abstract : “Using a qualitative-thematic approach, the leadership-related experiences of a purposive sample of six participating Consultant Radiographers are explored, alongside the systems through which they evaluated how successful they had been as leaders.”

Ambition London Toolkit 
Skills for Health  released this toolkit on 4th April 2017
This toolkit aims to ensure that a standardised high quality information advice and guidance is available for people who are looking to join the health and care sector.

 

Latest news – March 2017

Valuing your talent
New website from collaboration between UKCES, CIPD, CIMA, CMI and Investors in People designed to encourage organisations to understand and measure the impact of people on organisational performance and thereby realise the full potential of their workforce.
Development of “Valuing your Talent Framework” from the About People Analytics section.
Latest research reports (links to PDFs from website)
People measurement and reporting: from theory to practice
Reporting human capital: illustrating your company’s true value
Managing the value of your talent
Get involved in the collaboration here 

The two sides of diversity-which are the most ethnically diverse occupations?
Report by thinktank Policy Exchange , March 2017, see also their Integration Hub , a source of information on ethnic integration across five distinct themes – Residential Patterns, Work and Welfare, Society and Everyday Life, Education, and Attitudes and Identity. Link to the March 2017 McGregor-Smith Review on ethnic-minority progression in the workplace, the Government’s response and the Policy Exchange’s response to the McGregor-Smith Review by Richard Norrie

STPs: a call for ‘extraordinary’ leadership
Blog post by  Marcus Powell, Director, Leadership and Organisational Development
March 13th 2017 

Rome wasn’t built in a day – and neither is a good leader!
Blog post by Chris Lake, Head of professional development, NHS Leadership Academy, 17th March 2017

In search of the best available evidence
CIPD Positioning Paper, Dec 2016
Report was written by Jonny Gifford, the CIPD’s Adviser for Organisational Behaviour.  It relates in part to two rapid evidence assessments (REAs) carried out for the CIPD by the Center for Evidence-Based Management (CEBMa). The REA findings are published as a main report : Could Do Better ? Assessing what works in performance management(Gifford 2016) and two technical reports on : goal setting and performance appraisal respectively (Barends et al 2016a, 2016b),
Contents;
Leading practice or fads?
What’s the risk?
The allure of ‘leading practice’ case studies
Picking and choosing research
Enter evidence-based practice
The hierarchy of evidence
The need for multiple sources
Accessing and assessing the best evidence

The five challenges of asking, ‘how am I doing?’
Blog post on Clore Social Leadership webpage, Feb 22 2017

Leadership: Holding boundaries
Blog post on Clore Social Leadership webpage, March 6 2017

‘To get to the top you must be prepared to take risks’
Nursing Standard , Volume 31, Issue 26, p38-39 [Published in print: 22 February 2017]Mary Mumvuri (Executive Director of Nursing & Governance, Kent and Medway Partnership Trust) talks about her experiences and success. 

What can we learn from leadership in the third sector? 
10/02/2017 blog post on Faculty of Medical Leadership and Management
Ashling Lillis explains about leadership within Macmillan Cancer Support . applicable to medical professionals across the Third Sector .
(Macmillan became the first Third Sector provider to host a clinical fellow on the National Medical Director’s Clinical Fellow Scheme through FMLM).
Excerpt from Lillis, A blog – “Macmillan’s leadership model is based around creating these ‘communities of influence’ to enable and encourage change from the ground up. This work builds on the established model of communities of practice and evolved from Macmillan’s work with patient representative groups”.

Seventh annual leadership and management summit
The King’s Fund , 9th May 2017

10 charities have won 2017 GSK IMPACT Awards for their outstanding contributions to improving the UK’s health and wellbeing
The Cascading Leadership programme enables high-performing GSK IMPACT Award winners to share their learning and skills with the wider voluntary and community sector to further develop leadership within the sector. GSK and The King’s Fund, in partnership with Comic Relief, manage the programme. Following the successful pilot in Scotland, the Cascading Leadership programme is now being rolled out across the UK.

Being the change you want to see 
Leaders in health and care contribute their own personal and professional experiences to mark LGBT+ history month.

NHS Working Longer Group
New webpage from NHS Employers , resources for managers and staff, released Feb 2017
Tools and resources section here 

J Health Organ Manag. 2017 Mar 20;31(1):54-63.

Barson S, Doolan-Noble F, Gray J, Gauld R.
This is a study by 3 authors in New Zealand. Excerpt from abstract: ” The interviews provide a rich source of information on critical success factors. The themes largely correspond with MUSIQ (Model for Understanding Success in Quality), reinforcing its robustness. An important factor emerging from the interviews was the importance of engagement with patients and families in QI, and this needs consideration in seeking to understand context in QI.”

Lord RG, Day DV, Zaccaro SJ, Avolio BJ, Eagly AH.
Research into leadership in a historical context .
Excerpt from abstract : “Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership.”

Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams
J Interprof Care. 2017 Feb 28:1-9. 
Forsyth C, Mason B.
Article based on data collected from an online survey responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England. The findings suggest that strong professional identifcation and team identifications are “likely to be conducive to clinicians supporting principles of shared leadership”.

From staff nurse to nurse consultant Clinical leadership part 10: supervision
British Journal of Nursing, 2017, Vol 26 Issue 2 , page 120 (Go to Sign In, and choose Sign In via OpenAthens if you are a member of NHS staff)
From staff nurse to nurse consultant: Clinical leadership part 11: leadership and training
British Journal of  Nursing, 2017 Feb 23; Vol 26(Issue 4):page 248.
Both articles by Fowler J.

Study of first year medical students’ experiences of attending a leadership and management course hosted by a British Army Reserve Field Hospital, and developed in partnership with Liverpool University. 244 students submitted a 1000-word structured reflective learning assignment each, about their reaction to, learning from and any behaviour and attitude changes as a result of, the training. These were then analysed thematically.

An Examination of the Self-directed Online Leadership Learning Choices of Public Health Professionals: The Maternal and Child Health Public Health Leadership Institute Experience.
J Public Health Manag Pract. 2016 Dec 16.
Fernandez CS, Noble CC, Jensen ET.
Excerpt from abstract: “The 5 most frequently selected module topics were employee engagement (87.2%), talent acquisition strategies (84.4%), employee motivation (79.8%), emotional intelligence (78.9%), and workforce development strategies (68.8%). The least accessed topics focused on cultural competence (15.6%), social marketing (25.7%), effective communication and advocacy (25.7%), family partnerships (25.9%), and creating learning organizations (31.2%).”

Shortened version here
Comments on leadership from webpage  ” STPs have struggled with a lack of authoritative leadership. They are a conglomeration of health and social care bodies rather than legal bodies in their own right. Each organisation within the STP has its own statutory responsibilities and is held accountable to its own regulatory bodies. This presents challenges to collaborative working when organisation-level interests conflict with those of the STP as a whole. Local leaders are unclear as to what extent they can lawfully collaborate without breaching competition legislation. Having different funding streams for different organisations makes it difficult for local leaders to move the money to where it will have the most impact.”

TWO REPORTS from YOUTH HEALTH PARLIAMENT

Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective
Journal of Organizational Behavior;  Vol 38 Issue 3 (Mar 2017): 327-350.
Montano, D; Reeske, A;  Franke, F; and Huffmeier, J
Study was a meta-analysis of 144 included articles from PubMed (PMC), PsycINFO, PsycARTICLES, PSYNDEX (EBSCO), and WISO: Wirtschaftswissenschaften (a German business database). Excerpt from abstract and full text: “results reveal that transformational leadership, a high quality of relations-oriented and task-oriented leadership behavior, as well as a high quality of leader-follower interaction are positively associated with mental health”. “the ndings of recent reviews indicate that, from an occupational health perspective, leadership is not a neutral element.”

Conversation at Work: The Effects of Leader-Member Conversational Quality
Communication Research; Vol 44 Issue 2 (Mar 2017): 177-197.
Jian, G and Dalisay F
The authors state that “this study offers concrete behavioral guidance”. First, managers should be mindful that there is a greater demand (planning, dedicated time, and focus) on conversations with employees with regard to non-routine task assignments and role negotiations. And secondly, the authors postulate that the addition of conversational training to corporate training curricula as a valued skill is warranted.
See also winning essay in the 2016 Roffey Park and HR Magazine essay competition entitiled “Mastering conversation” by Cosgrove, E and Hope S. (registration for download required)

 Unlearning established organizational routines – Part I
The Learning Organization, 2017, Vol. 24 Issue 1, pp.13 – 29
Fiol M and O’Connor E
Unlearning established organizational routines – Part II
The Learning Organization, 2017, Vol. 24 Issue 2, pp.82-92
Fiol M and O’Connor E
Excerpt from abstract : The purpose of Part II of this two-part paper is to uncover important differences in the nature of the three unlearning subprocesses, which call for different leadership interventions to motivate people to move through them. The three processes are identified as 1. initial destabilization of old routines 2. ongoing discarding from use of the old and experimenting with the new; and 3. developing new understanding and releasing the old. Support from leaders and the need for transformational leadership are identified.
See also
How to unlearn and change – that is the question!
The Learning Organization, 2017 , Vol. 24 Iss: 2, pp.127 – 130
Rupčić N,

Reshaping the non-medical workforce
“Signposts to a number of case studies and resources that you may find helpful” .
NHS Employers website, 6th March 2017

  • Developing the support workforce
  • Extending the scope of roles
  • Developing advanced practice roles
  • Creating the conditions for change
  • Help spread the learning further.

NHS European Office – sign up for Brexit news straight to your in-box here . Link to first issue
“This bulletin from the NHS European Office will bring you regular updates on the key policy announcements and help you keep up to date with how Brexit will impact the wider health and care system. Access resources and podcasts, and get the view from key leaders in the UK and Europe in a series of Brexit voices blogs”. Other sites of interest: NHS Employers Brexit and the NHS Workforce , CIPD Brexit Hub a website of resources :Brexit impact on workforce trends, effects on employment law and immigration policy, managing and communicating change, and infographic 

How Leadership Experience Affects Students
Harvard Business Review – research article , February 2017

Latest news – Summer 2016

Sustainability and Transformation Plans (STPs) explainedtick
The King’s Fund, 24th August 2016
Content: What are STPs, What do they mean for the NHS?, Will they deliver benefits for local populations? Where next?
In addition (excerpt)
“The King’s Fund is also carrying out research to track the development of STPs in four parts of the country. Its purpose is to understand how STPs are being developed and what lessons can be learnt for local areas and national policy-makers”. The “research will focus primarily on how STPs are being developed – in other words, the process of developing them – rather than on the detail and content of the plans themselves.”

Building Future Leaderstick
Institute for Healthcare Management
July 2016
Results of a snapshot survey of students on healthcare management and leadership courses in the UK.
Key findings (excerpt):
“The key findings were: a) Aspiration to top-level positions remains high among heath and care management and leadership trainees. Aspiration is highest among those on formal NHS leadership pathways, and female and BAME managers are just as or more likely to aspire to senior positions than their white male counterparts. b) A desire to implement change is the biggest motivation for the overwhelming majority of aspiring health and care leaders. However, a significant minority do not feel they will actually be empowered to do so. c) The biggest deterrent factor for those who do not aspire to top-level positions, and the greatest barrier perceived by those who do, is the unrealistic demands placed on health and care service delivery with currently available resources. d) High turnover and vacancy rates for senior positions are not in themselves significant deterrent factors for future health and care leaders. e) Few trainee managers see a clear career pathway to the top level. This is a particular area of concern for experienced managers who have a great deal to offer, but did not get onto formal NHS leadership pathways on the ground floor. f) Half of trainee managers say health and care leadership does not reflect the diversity of the workforce, and only 15% believe it is as easy for BAME managers to reach senior positions as it is for their white counterparts. g) Aspiring health and care leaders believe they need to develop greater political skills in order to provide effective leadership in the current climate, but are lacking in confidence that they will receive the necessary training in this area”.

Talking leadership: Sarah Massie on developing compassionate leadership through mindfulnesstick
The King’s Fund blog post, 26th July 2016

First and foremost, physicians: the clinical versus leadership identities of physician leaderspound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 711-728,
Quinn, J F; Perelli, Sheri
Excerpt from PubMed abstract  “Phenomenological interviews were performed with 25 physicians at three organizational levels with physicians affiliated or employed by four hospitals within one health care organization in the USA between August and September 2010”

Women physicians as healthcare leaders: a qualitative study.pound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 648-665
Roth, V et al
A cost/benefit analysis of women taking leadership roles in healthcare

Leadership – how can we prepare for the unexpected?tick
Vyas, N
The Huffington Post, 23rd August 2016
A look at how mindfulness can be used by leaders to remain resilient in times of volatility, uncertainty, complexity and ambiguity.

Book: Mindful Leadership: A Guide for the Health Care Professions (Table of contents and sample chapter) tick
Johns, C (Christopher Johns is Professor of Nursing, University of Bedfordshire and Visiting Professor, Christ Church, Canterbury University, UK.)
Palgrave Macmillan
Book review in RCNi by Helen Barlow 

Mindful Leadership

Catch talented leaders early, says chief nurse119710687050730804piotr_halas_padlock.svg.hi
Nursing standard (Royal College of Nursing ), Jun 2016, vol. 30,
no. 43, p. 13
Commentary on gender imbalance at senior nurse level by Chief Nurse as found by report by job agency Ranstad Care(June 2016)
Assessing the lack of senior opportunities for women in nursing tick

A scoping review to understand “leadership” in interprofessional education and practicepound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(408-415),
Brewer, M et al
Excerpt from PubMed abstract “This review indicates the need for a more critical examination of interprofessional leadership and the capabilities required to lead the changes required in both education and practice settings”

The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teamspound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(416-422),
Dimas, I et al
A study undertaken in Portugal which found “leader coaching and peer coaching have a positive effect on the level of team members’ satisfaction with the team”

Leveraging a faculty fellowship programme to develop leaders in interprofessional educationpound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(520-522),
Robins, L et al
At an academic institution in the USA, a faculty fellowship scheme was set up and participants found that they “valued participating in a longitudinal programme where they could learn about and practice teaching and leadership skills”.

Shining the light on the dark side of medical leadership – a qualitative study in Australia119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services , Jul 2016, vol. 29, no. 3, p. 313-330
Loh E et al
Excercpt from PubMed abstract : “Findings: Medical leaders had four key beliefs about the “dark side” as perceived through the eyes of their own past clinical experience and/or their clinical colleagues. These four beliefs or dimensions of the negative perception colloquially known as “the dark side” are the belief that they lack both managerial and clinical credibility, they have confused identities, they may be in conflict with clinicians, their clinical colleagues lack insight into the complexities of medical leadership and, as a result, doctors are actively discouraged from making the transition from clinical practice to medical leadership roles in the first place.”

The Nye Bevan Programme Evaluation Summarytick
The NHS Leadership Academy has  recently received an evaluation paper for the Nye Bevan programme, carried out by the Institute of Employment Studies in August 2016. As part of this it looked at the impact of the programme and featured a number of rich and informative case studies. As the paper is 177 pages in length, our communications team have pulled out key aspects into a manageable summary paper. An early version of this has been shared with LDP comms colleagues, with a final version to be sent out shortly.

Evaluation of the Mary Seacole leadership development programmetick
Report by OPM for the NHS Leadership Academy, September 2015 looking at what types of individuals took part in the programme and why?;  to what extent did the programme impact on the personal development of the participants?; to what extent did the programme enable the participants to implement improvement in their workplace? ; to what extent did the programme have a lasting impact on both the participants and their organisations?  and conclusion and recommendations.  NB Additional report of 6 personal stories of doing the development programme on request from Samia Fazil at the NHS Thames Valley and Wessex Leadership Academy : email Samia.Fazil@tvwleadershipacademy.nhs.uk 

Lessons in Leadership for Improvement: Kaiser Permanente’s Improvement Journey Over 10 Years.tick
Cambridge, Massachusetts
Available as free download from Institute for Healthcare Improvement; April 2016. (ihi.org registration required)

Accenture 2016 Consumer Survey on Patient Engagementtick
Excerpt from Infographic “Accenture commissioned a seven-country survey of 7,840 consumers ages 18+ to assess their attitudes toward health, the healthcare system, electronic health records, healthcare technology and their healthcare providers’ electronic capabilities. The online survey included consumers across seven countries: Australia (1013), Brazil (1006), England (1009), Norway (800), Saudi Arabia (852), Singapore (935) and the United States (2225)”

Interested in reading articles on unconscious bias ?  Click here ” Resources on unconscious bias ”  for a list of articles on this topic
The list is inclusive of links to PubMed abstracts which will further tell you if the full text is “open access”, or whether you need to contact your local health library for their assistance in obtaining the full text for you.

The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement
J Nurs Adm. 2016 Aug 3pound-sign
Manning J
Survey of 441 staff nurses working in 3 acute care hospitals.
Excerpt from PubMed abstract:  RESULTS:Transactional and transformational leadership styles in nurse managers positively influenced staff nurse workengagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.CONCLUSIONS:Nurse managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizationaloutcomes.

Current awareness update on mentoring (July 2016) tick
Taunton and Somerset NHS Foundation Trust  and Somerset Partnership, Library Services (Musgrove Park)

Report on the Buurtzorg Model of Health and Social Caretick
Health and Social Care Academy, 2016
A Dutch model of delivering care in the community which relies on administrative staff and nurse-coaches rather than managers.

Assessing potentialtick
A report published by Corporate Research Forum, March 2016 but recently made available.
Authors Chamorro-Premuzic T (Professor of Business Psychology, University College London and CEO of Hogan Assessments) and Pillans G (Research Director of Corporate Research Forum)
See also Executive Summary
and report from a meeting where the report was presented by the authors and discussed:
Assessing potential – from academic theories to practical realities, Meeting held at Plaisterers’ Hall, London, 09/03/2016