Leadership research in healthcare: A realist review
Health Services Management Research, 2017, Vol 30 Issue 2, p94-104
Lega F , Prenestini A, and Rosso M
Journal of Clinical Nursing 2017 Aug 3
Murray M, Sundin D, and Cope V.
New book : Talent management in healthcare 
Sub-title Exploring How the world’s health service organisations attract, manage and develop talent
Author: Turner, P, ( Professor of Management Practice , Leeds Business School, Leeds Beckett University, Leeds, United Kingdom) published September 17th 2017
Publisher Palgrave Macmillan
Link to table of contents , below from publishers website for book
- Explores the varying roles of HR practitioners and the implications for new competencies
- Offers in-depth case studies on healthcare organisation from countries across continents, including the UK and the USA
- Provides a strategic guide for developing talent in the healthcare industry and implications for best practice
Workforce supply – Attracting and retaining local talent 
NHS Employers briefing
A Systematic Review of Team Training in Health Care: Ten Questions
The Joint Commission Journal on Quality and Patient Safety
Volume 43, Issue 4, April 2017, Pages 197-204
Marlow SL et al
Speed Mentoring: An Innovative Method to Meet the Needs of the Young Surgeon
J Surg Educ. 2017 May 23.
Britt RC, Hildreth AN, Acker SN et al
Article describes design of a speed-mentoring program to match 60 mentees with a mix of junior and senior leaders. Excerpt from abstract “Each mentee met with 5 mentors for 10 minutes each during the 1 hour session. After participation in the activity, surveys were provided to assess the event. There was a high level of satisfaction with the activity, with 100% of mentors and mentees stating that they would recommend the activity to a colleague. There was overall high satisfaction with the organization of the session by both the mentors and the mentees although the mentors were more likely to feel that they needed more time for each interaction. More mentees (93%) than mentors (68.5%) felt they were likely to develop a mentoring relationship with one of their matches outside of the organized session”
See also Speed Mentoring Event Toolkit , published by SFEDI
Structured Coaching Programs to Develop Staff
Dyess, SM, Sherman R , Opalinski A and Eggenberger T
The Journal of Continuing Education in Nursing, 2017, Vol 48, issue 4 (August), p373-378
Excerpt: “The purpose of this article is to present three structured coaching programs: Gallup Strengths-Based Coaching, Dartmouth microsystem health care improvement team coaching, and Health and Wellness Nurse Coaching.”
“Strengths-Based Coaching is focused on personal and professional career development. Strengths-based coaching is built on a positive psychology model directed toward helping others discover and capitalize on their strengths and talents rather than on fixing weaknesses . The coaching can be done with leaders, individual staff, and teams. This strengths-based approach has been found to be especially appealing to the Millennial workforce, who place a high value on their own personal and professional career development”
“Coaching using the Dartmouth Microsystem Improvement Curriculum focuses on engaging frontline interprofessional clinical teams to lead quality health improvement efforts. In the process, individual leaders develop coaching knowledge, skills, and abilities to provide support for the teams and to increase awareness of team accomplishments.”
“Health and Wellness Nurse Coaching uses a different approach than the two programs described above. It is gaining popularity and may be used to support the well-being and resiliency of professional staff.”
Deloitte’s Radical Attempt to Reframe Diversity
Harvard Business Review, August 3rd 2017 (section : Demographics)
Author: Wittenberg-Cox, A
To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact
Harvard Business Review, July 19th 2017
Authors: Yamkovenko B and Tavares S
Presentation of maps and findings from an Organizational Network Analysis study by a large U.S.-based professional services firm
Harvard Business Review – posts on Informal Leadership
https://hbr.org/topic/informal-leadership
Younger and Older Executives Need Different Things from Coaching
Harvard Business Review, July 6th 2017
Authors: Tamir L and Finfer L
Top universities will host new Academy to train digital healthcare leaders of the future
Imperial College London’s Institute of Global Health Innovation in partnership with Harvard Medical School and The University of Edinburgh will provide virtual masterclasses in leadership and digital from the Autumn 2017 as part of a comprehensive programme to provide NHS staff with the right skills to drive digital innovation.
Driving improvement through compassionate leadership and staff engagement
Professor Sir Mike Richards, Chief Inspector of Hospitals for Care Quality Commission (CQC) explains the importance of compassionate and inclusive leadership (11th July 2017)
Driving improvement: Case studies from NHS trusts
Link direct to PDF
A report on what eight different NHS Trusts had done to become ‘well-led’. ie had achieved a significant improvement since a previous inspection.
Published June 2017.
Leading a healthy workforce – engaging board and clinical leaders to take positive action
NHS Employers has developed a new briefing to help NHS organisations identify how well their leaders are driving and championing staff wellbeing across their organisation.
Published 19th July 2017
Impact of Managers’ Coaching Conversations on Staff Knowledge Use and Performance in Long-Term Care Settings
Worldviews Evid Based Nurs. 2017 Jul
Cummings GG et al
Leadership mentoring in nursing research, career development and scholarly productivity: A systematic review
Int J Nurs Stud. 2017 Jul 6; Vol 75: p21-34
Hafsteinsdóttir TB, van der Zwaag AM, and Schuurmans MJ.
Excerpt from abstract ; “although there is a lack of studies with robust designs investigating leadership and mentoring programs, our results document some evidence of mentoring‘s influence on research productivity, career development and other outcomes of postdoctoral nurses.”
An evaluation of a leadership development coaching and mentoring programme
Leadersh Health Serv 2017 Jul 3;Vol 30( Issue 3):309-329
Le Comte L, and McClelland B
Excerpt from abstract ; “Key themes identified through interviews included: working with others; not owning others’ problems; professional support and development; coaching and mentoring; future participants. Practical implications The majority of participants changed their leadership behaviours as a result of the programme, which has resulted in improved communication, a more supportive culture and distributed leadership. These changes contribute to better patient care.”
Moving Beyond Accidental Leadership: A Graduate Medical Education Leadership Curriculum Needs Assessment
Mil Med. 2017 Jul;182(7):e1815-e1822
Hartzell JD, Yu CE, Cohee BM, Nelson MR, Wilson RL.
The embodied nurse: Interdisciplinary knowledge exchange between compassionate nursing and recent developments in embodied leadership studies
J Adv Nurs. 2017 Jun 16
Koya K, Anderson J, and Sice P.