Tag Archives: Teams

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