Tag Archives: Teamwork

Latest news – January 2017

Aspirational characteristics for effective leadership of improvement teams119710687050730804piotr_halas_padlock.svg.hi
Pediatric Radiology  Vol 47 issue 1 (Jan 2017): 17-21
Donnelly, L F
Excerpt from abstract: “eight aspirational characteristics are discussed. These are: 1) Be a good listener, 2) Effectively communicate around an accountability cycle, 3) Stress simplicity: Prioritization and pace, 4) Expend energy to optimize people development, 5) Lead with optimism, 6) Create a culture of wellness and sustainability, 7) Have a progressive attitude toward failure and 8) Project humility over arrogance.”

Talent management practice effectiveness: investigating employee perspective
Employee Relations 39.1 (2017): 19-33.
119710687050730804piotr_halas_padlock.svg.hi
Khoreva V,  Vaiman V, and Van Zalk M
This study was that was restricted to high potential employees ( n=439) in a number of Finnish multi-national corporations  (n=11) . Employees were asked about the effectiveness of the TM practices which were defined in brief as : assignments that expand high potential employee’s capacity to lead and which result in individuals’ needs being met,  superior performance and positive attitudes . The authors focus on the psychological contract fulfilment between employer and employee and say that this is enhanced in female employees. 

Swimming together or sinking alone
Health, care and the art of systems leadership
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Vize, R for Institute of Healthcare Management (released 16th January 2017)

Report bImage result for Swimming together or sinking alone: health, care and the art of systems leadershipased on “interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process” and ” analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success”

 

 

Inclusive Leadership in the NHS (Podcast)
Number 5 in the list of podcasts tick
Exploration of  the theoretical side of inclusive leadership with leading experts Dan Robertson, Joan Saddler and Michelle Tuckey.
NHS Employers , 20th January 2017

2017: a new year for leadershiptick
Stephen Hart, National Director for Leadership Development< NHS Leadership Academy
Blog post 11th January 2017

Hart

Looking forward , looking backtick
Karen Dumain,
National Programme Lead, Organisational Development, NHS Leadership AcademyKaren Dumain
Blog post 23rd December 2016

Team dynamics, clinical work satisfaction, and patient care coordination between primary care providers: A mixed methods studypound-sign
Health care management review, Jan 2017, vol. 42, no. 1, p. 28-41
Song, H et al
A quantitative and qualitative study of 18 primary care practices in USA . Authors differentiated between resident physicians and attending clinicians , which may not easily translate to UK situation.  Excerpt from abstract – “Practice implications: Improving primary care team dynamics could improve clinical work satisfaction among Primary Care Providers (PCPs) and patient care coordination between PCPs. In addition to improving outcomes that directly concern health care providers, efforts to improve aspects of team dynamics may also help resolve critical challenges in workforce planning in primary care.”

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionalspound-sign
Education for primary care, published online 30th December 2016
Power A et al
Excerpt from abstract: A questionnaire on previous leadership course attendance and future intentions was distributed to community pharmacists, general dental practitioners, general practitioners, practice nurses, practice managers and optometrists. Analysis comprised descriptive statistics for closed questions and management of textual data. Results: 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.

The resilient leader – Online webinar, 8 Februarytick
Join Faculty of Medical Leadership and Management (FMLM) Scotland and the Medical Student Group for a webinar on resilience and leadership .
The webinar will be hosted by two of the FMLM Scotland regional team: Dr. Iain Wallace, Medical Director NHS Lanarkshire,and Dr. Gemma Sullivan, Neonatal trainee, NHS Lothian.

Leaders come in all shapes and sizes (Podcast)tick
NHS Employers  12 / 01 / 2017
Excerpt from webpage “In this podcast, Doctor Elaine Maxwell, associate professor of leadership at London’s Southbank University and non-executive director of Basildon and Thurrock University Hospitals, talks networks – why they are important and what she gains from being a member of the HSJ Women Leaders Network”.

THREE REFS FROM OUTSIDE THE HEALTH SECTOR: 

Beyond personality: exploring the role of motivations, self-evaluations and values in leadership emergence within an organizational settingtick
EWOP in Practice, European Work and Organizational Psychology in Practice, 2016, issue 8 p32-49
Some UK research by Charlotte Axon & Anna Topakas of the Institute of Work Psychology, Sheffield University Management School, UK
Sample population : Managers in an Insurance company

Art, craft or science : how we think about military leadershiptick
Blog post by  December 29, 2016,
Modern War Institute

 Learning the Marriott Waytick 
Faculty of Medical Leadership and Management blog post,
Thornton D, 25/11/16
Medical Education Online
Deiorio, N M et al
The authors reviewed existing education and non-education coaching literature in the context of individualized education in doctors’ training , drew up definitions for academic coaching in medical education; in the future these definitions of the concept and constructs of coaching can be linked to learner and learning outcomes of outstanding doctors.

New book! The SAGE Handbook of Coaching
Edited bypound-sign
Tatiana Bachkirova – Oxford Brookes University
Gordon Spence – Sydney Business School
David Drake – Centre for Narrative Coaching and Leadership

The SAGE Handbook of Coaching
 Hardback only at the moment , enquire at your local healthcare library for how to obtain a loan copy .  The 20 page introduction by the editors is free at this linktick

Leading Excellence in Leeds Our Talent and Leadership Plan 2015 – 2020
Update – November 2016tick
The Leeds Teaching hospitals NHS Trust – Dean Royles, Director of Human Resources and Organisational Development, has shared his organisation’s plan on the web.

Leaders’ reactions to employee creativity, an achievement goal approachtick
Original thesis by Dutch researcher Sijbom, R which has led to several articles in academic journals –  2016  Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2016). Leaders’ achievement goals and their integrative management of creative ideas voiced by subordinates or superiors.European Journal of Social Psychology. [PDF] and 2015 Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2015). How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’ voice of creative ideas. European Journal of Work and Organizational Psychology, 24(2), 279-296.
Affiliation University of Groningen, SOM research school.

The evolution and devolution of 360° feedback tick
Industrial and Organizational Psychology: Perspectives on Science and Practice,
(2016) Vol 9 (issue 4), 761794.
Bracken , D W,  Rose D S, and Church A H
The authors cover: 
Short History of the Evolution of 360° Feedback; definition of 360º feedback; why a review is needed; what is going well; what is wrong with it ; how to facilitate evolution and circumvent devolution of 360° feedback?
and comment
Holding Leaders Accountable During the 360° Feedback Process
Industrial and Organizational Psychology , Vol 9 Issue 4 (Dec 2016): 811-813
Young, S F, Gentry, WA, and  Braddy, P W

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision qualitytick
European Journal of  Work and Organizational Psychology Vol 25 Issue 6 (Dec 2016): 773-789
Meyer, B et al
The authors set their research firmly in the context of team work which makes this an interesting paper. Two micro level behaviours are identified :  question asking and behavioural mimicry. The research was conducted by using student participants in teams in a laboratory setting, working on a task requiring decision making ; question asking was measured through behavioural coding and mimicry measured with motion sensors.

Speaking up behaviours (safety voices) of healthcare workers: A metasynthesis of qualitative research studiespound-sign
International Journal of  Nursing  Studies. 2016 Dec ; Vol 64: pages 42-51
Morrow KJ, Gustavson AM, Jones J.
11 studies were examined by the authors though they did not find any UK study to include in the metasynthesis,  so the research conclusions may not reflect cultural norms prevalent  in the UK. Nevertheless the authors state that “safety voice behaviors” can and should be proactively emphasized by healthcare organizations, and role modeled by leaders.
For an English study  – Giving voice to quality and safety matters at board level: A qualitative study of the experiences of executive nurses working in England and Wales,
Int J Nurs Stud. 2016 Jul;59:169-76 (Open Access) tick
Jones A, Lankshear A, and Kelly D.

and

Supporting nursing, midwifery and allied health professional students to raise concerns with the quality of care : A systematic literature review
University of Bedfordshire/Council of Deans of Health, 2016tick

THINKING ABOUT compassion and mindfulness at work? here are a few articles on the topic

Opinion: It’s vital to communicate with compassiontick
CIPD People Management, Jan 2017, blog post by Chahel, K

Breaking Bias
NeuroLeadership Journal, Volume 5, May 2014
Lieberman M D,  Rock D and Cox C L

The Role of Leadership in Creating Virtuous and Compassionate Organizations: Narratives of Benevolent Leadership in an Anatolian Tigertick
Journal of Business EthicsApril 2013, Volume 113, Issue 4, pp 663–678

 Mindfulness: What Is It? Where Does It Come From?tick
Siegel RD , Germer, C K and Olendzki, A
From Didonna, F. (Ed.) (2008). Clinical Handbook of Mindfulness. New York: Springer.

Care and compassion through an organizational lens: opening up new possibilities
Academy of Management Review 2012, Vol. 37, No. 4, 503–523.
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Rynes SL , Bartunek, JM , Dutton JE and Margolis, JD

Self-Compassion: What it is, what it does, and how it relates to mindfulnesstick
From Robinson M , Meier B and Ostafin B (Eds.) (2015) Mindfulness and Self-Regulation.
New York: Springer

Spirituality and Intergroup Harmony: Meditation and Racial Prejudicetick
Mindfulness (2014) 5:139–144
Hunsinger M , Livingston R and Isbell L