Tag Archives: Women and leadership

February 2020 – further new resources

Uncategorized, , , , , , , , ,

What can NHS leaders learn from a crisis?
Blog by Steve Gulati, Director of Elizabeth Garrett Anderson Programme
School of Social Policy, University of Birmingham
Posted on University of Birmingham, Birmingham blogs

An unnecessary divide: the impact of pensions taxation on NHS trust leaders
28 January 2020
NHS Providers press release

Excerpt: Nine in ten respondents to the survey said that they and their organisation were concerned that differential arrangements for different staff groups – for example offering a solution to senior doctors and nurses but not managers – would also create divisions and harm culture and morale.

The findings also reveal:

  • Over a third (37%) of board-level directors said fewer staff in their trust are seeking or accepting promotions, while 60% said clinicians are now less willing to take on leadership roles.
  • Nearly 70% of clinical executives have turned down or would consider turning down promotions into roles required for the effective running of services or taking on additional leadership responsibilities.
  • There was a near-unanimous view (97%) that senior non-clinical staff should be eligible for any pension contribution flexibilities implemented by the government.
  • Almost as many (95%) felt that flexibilities should be available to all NHS staff.

Leaders from 188 trusts (84% of the total) took part in the survey.

Leadership to facilitate change
A section within UCLPartners resource below: …”how leadership can help, encourage and facilitate change, assisting the implementation of non face-to-face (Nf2f) clinics.”

“A free online guide from UCLPartners to setting up non-face-to-face clinics for NHS managers and clinicians has launched today.

Non face-to-face clinics (also known as virtual clinics) can help reduce unnecessary outpatient visits, saving time and money for patients and the health service. The NHS aims to avoid up to a third of the number of face-to-face outpatient visits over five years, removing the need for up to 30 million outpatient appointments each year.

However, there is little practical guidance on how to develop this approach.

The new how-to guide, developed by UCLPartners in collaboration with NHS clinicians, managers and patients, provides a comprehensive guide to setting up non-face-to-face clinics, including how to develop a project plan and business case. It is free to use, delivered through both text and videos, and can be accessed via our website.”

Skills for Care : Recruiting graduates
“Applications for organisations to host a graduate and develop future leaders in health and social care are now open until Monday 6 April 2020”. “The programme fast-tracks ambitious graduates towards leadership roles in the health and social care sector, providing organisations access to a talented pipeline of graduates…”Interested? Please complete our application form before Monday 6 April 2020

Journal articles

Do quality management systems influence clinical safety culture and leadership? A study in 32 Australian hospitals
Robyn Clay-Williams, Natalie Taylor, Hsuen P Ting, Gaston Arnolda, Teresa Winata, Jeffrey Braithwaite
International Journal for Quality in Health Care 2020 February 6, 32 (Supplement_1): 60-66

Stroke Inpatient Rehabilitation Team Conferences: Leadership and Structure Improve Patient Outcomes (Article in press) 
David S Kushner, Dale C Strasser
Journal of Stroke and Cerebrovascular Diseases: the Official Journal of National Stroke Association 2020 February 6, : 104622

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective
Michelle C C Lee, Alyssa Y L Ding
PsyCh Journal 2020 February 5

Are we preparing for collaboration, advocacy and leadership? Targeted multi-site analysis of collaborative intrinsic roles implementation in medical undergraduate curricula (Open access) 
Jan Griewatz, Amir Yousef, Miriam Rothdiener, Maria Lammerding-Koeppel
BMC Medical Education 2020 February 4, 20 (1): 35

Leading diversity: Towards a theory of functional leadership in diverse teams
Astrid C Homan, Seval Gündemir, Claudia Buengeler, Gerben A van Kleef
Journal of Applied Psychology 2020 January 23

The bright and dark sides of employee mindfulness: Leadership style and employee well-being
Megan M Walsh, Kara A Arnold
Stress and Health: Journal of the International Society for the Investigation of Stress 2020 January 20

Strategies for Nursing Leaders on Recruiting and Retaining a Diverse Workforce
Mika Sunago
Creative Nursing 2020 February 1, 26 (1): 17-22

Women’s leadership in academic medicine: a systematic review of extent, condition and interventions (Open Access) 
Lulu Alwazzan, Samiah S Al-Angari
BMJ Open 2020 January 15, 10 (1): e032232

Evaluation of iLead, a Generic Implementation Leadership Intervention: Mixed-Method Preintervention-Postintervention Design (Open Access) 
BMJ Open, 2020 Jan 12
Richter, A et al

Leadership and organizational performance: Is it essential in healthcare systems improvement? A review of literature. (Open Access) 
Al-Habib NMI.
Saudi J Anaesth 2020

The authority of courage and compassion: Healthcare policy leadership in addressing the kidney disease public health epidemic. (Open Access) 
Maddux FW.
Semin Dial 2020.

Testing a theory of strategic implementation leadership, implementation climate, and clinicians’ use of evidence-based practice: a 5-year panel analysis (Open Access) 
Williams NJ, et al.
Implement Sci 2020.

October 2019 – News and updates on healthcare leadership

Coaching, Diversity and Inclusion, Generation x Generation Y and Generation Z, Leadership, Staff retention, , , , , , , ,

NEWS

England’s chief nurse unveils £130,000 funding to develop primary care nurse leaders
Nursing Standard
Snell J
25th September 2019
Also HSJ 24th September – New money to strengthen PCN nursing leadership

Expo 2019: NHS Confederation BME Leadership Network offers influence, voice and opportunity for BME leaders
Joan Saddler, Director of Partnerships and Equality at the NHS Confederation
NHS Confederation, 30th Sept 2019

Black History Month Leadership Event
NHS Yorkshire and the Humber Leadership Academy
16th October 2019, Leeds

The Service announces new leadership structure to support pioneering strategy
London Ambulance Service NHS Trust
24th September 2019

4th Women in Healthcare Leadership Summit, Australia , October 2019 
PDF gives run down of all the sessions over 2 days
Excerpt from PDF “Australia is known for having one of the best healthcare systems in the world, but recent developments have shown we have room for improvement. As Healthcare continues its customer-centric transition, we must push to infuse patient journeys with human warmth and drive equitable health outcomes across all segments of our multicultural society. To realise this growth and take Healthcare into the future, we’re going to need thoughtful, innovative leaders with a competitive suite of skills. ”

REPORTS

A Burdett Trust for Nursing funded study on an evidence-based nurse retention model
Excerpt “Bouremouth University Associate Professor Janet Scammell is the Principal investigator of the Burdett Trust for Nursing funded research, looking at how nursing levels can be improved or maintained through the collaborative development and use of an evidence-based nurse retention model, known as TRACS (Transition, Resilience, Authentic Leadership, Commitment, Support).  ”

“The TRACS model focuses on key factors known to impact on intention to stay:

  • supporting Transition at key career and personal life junctures (such as access to childcare)
  • building Resilience to develop positive coping strategies,
  • facilitating Authentic nurse leadership throughout the organisation,
  • securing Commitment to working practices that support work-life balance
  • providing on-going personal and professional Support for staff health and wellbeing.

The two-year study  concluded in September 2019″
Presentation slides here  Improving Nurse Retention Conference 2019
Making TRACS to improve nurse retention: Project findings
Leadership and valuing staff workshop summary (from above conference)

Strengthening midwifery leadership: a manifesto for better maternity care
The Royal College of Midwifery
Published August 2019

Image excerpt from document above

BLOG POST

Tackling ‘imposter syndrome’: working with third sector leaders
The King’s Fund
Blog by Naylor, D, 19th September 2019

Excerpt from blog “What can we do to resist our imposter feelings?

The literature suggests the following.

  • Talk about it – others may also be struggling with similar feelings.
  • Understand – the syndrome is well researched. Knowledge can help disrupt a negative script.
  • Know what triggers negative feelings. Big groups do it for me. Now I know this, I can have a different conversation with myself when I am revising my well-researched lecture at 3am on the day.
  • Record achievements to disrupt the script of ‘I know nothing’.
  • Think ‘good enough’ – perfection is impossible, particularly when an issue is complex.
  • Be curious about feeling particularly stupid or incompetent – while this is felt personally, it may also be a clue about something difficult emerging in a conversation; something no one feels confident about managing. Bracketing this off as just another example of how incompetent one is, is to miss the opportunity to talk about what may really be going on.
  • Self-doubt is a core skill – to learn one must be prepared to radically question what one assumes to be true. Dismissing this doubt as ‘just imposter syndrome’ can mean missing moments of productive reflection.
  • Pay attention to hours worked – while it may be routine in some work cultures to work long hours this can be a reason not to have conversations about why we work so hard and why we collectively agree to this.

The sense of being an imposter is real and can be personally debilitating, but it is more than a personal experience. If, in a group, 50 per cent of people are privately struggling with their sense of being imposters, it will have a profound impact on the way the group works; what it notices and what and whom it ignores. Speaking up despite feeling like an imposter is an important skill for all of us, if we are to remain thoughtful, curious and help others to keep learning.”

PODCAST

 Deborah Lee on mental health – leading the way and tackling stigma

Deborah Lee, Abigail Hopewell and Mark Pietroni (Gloucestershire Hospitals NHS Foundation Trust)

25 / 09 / 2019

Excerpt from NHS Employers website  “In this podcast Deborah Lee, chief executive of Gloucestershire Hospitals NHS Foundation Trust talks about her decision to share her own experience of mental health with her staff, and the importance of leading the way and tackle stigmas associated with mental illness. She encourages leaders to develop organisational cultures that prioritise the mental wellbeing of staff and enable open discussion of mental health, saying “one of the responsibilities of leaders is not just to lead the organisation you are in, but to recognise that you can set the tone for leadership more generally.” ”

INCLUSION AND DIVERSITY

Evaluation of the NHS Workforce Race Equality Standard (WRES)
NHS England, 20th September 2019
Excerpt “This document is an interim report detailing the first six months of an evaluation of the WRES. This is an independent evaluation, conducted at the University of Sheffield, in conjunction with Lancaster University, with funding provided by NHS England.”

Diversity and inclusion – the roadmap to success, 1 October 2019
Local Government Assocation
Download the presentations from this event

JOURNAL ARTICLES

Creating room for evidence-based practice: Leader behavior in hospital wards.
Renolen Å, et al
Res Nurs Health. 2019 Sep 23

Mentoring millennials for nursing leadership.
Bittner A.
Nursing. 2019 Oct;49(10):53-56

A model to streamline career progression for nurse managers and retain emerging leaders.
Stamps DC, Beales S, Toor M.
Nurs Manage. 2019 Oct;50(10):28-34

Reflection on creating a coaching approach to student nurse clinical leadership development.
Leigh J, Littlewood L, Lyons G.
Br J Nurs. 2019 Sep 26;28(17):1124-1128

‘Dignity and respect’: An example of service user leadership and co-production in mental health research. 
Faulkner A, Carr S, Gould D, Khisa C, Hafford-Letchfield T, Cohen R, Megele C, Holley J.Health Expect. 2019 Sep 26

Women in oncology pharmacy leadership: A white paper.
Shillingburg A, Michaud LB, Schwartz R, Anderson J, Henry DW; endorsed by the Hematology/Oncology Pharmacy Association (HOPA).
J Oncol Pharm Pract. 2019 Sep 25

Investigating the Role of Stress-Preventive Leadership in the Workplace Hospital: The Cross-Sectional Determination of Relational Quality by Transformational Leadership.
Stuber F, Seifried-Dübon T, Rieger MA; Contributors of the SEEGEN Consortium, Zipfel S, Gündel H, Junne F.
Front Psychiatry. 2019 Sep 3;

Why nursing associates are splitting opinion
Launder M
Nursing in practice
Tuesday 1st October, 2019
Excerpt ” To analyse its impact so far and potential to contribute to the profession, Nursing in Practice spoke to a variety of stakeholders, including nursing associates, academics and policy makers.”  “Ms Bayliss-Pratt  (HEE Chief Nurse, currently taking a six-month secondment as pro vice-chancellor at the University of Coventry) says HEE must make sure the role is properly communicated: ‘We’ve got to speak to leaders in the clinical fields about this role and ensure they understand exactly what the role is, what it does and how it adds value.’ “

CALL FOR PAPERS

Humanistic Leadership in Different Cultures: Defining the Field by Pushing Boundaries
Emerald Publishing, special issue of Cross Cultural & Strategic Management
The submission portal for this SI will open October 1, 2019

 

 

September 2019 – new resources on healthcare leadership

Digital leadership, Diversity and Inclusion, Leadership, Organisational development, Positive work culture, Talent Management, Workforce planning, , , , , , ,

New “High Potential Scheme” to develop future healthcare leaders.
A new national scheme that seeks to develop the next generation of leaders in the NHS is being piloted across Staffordshire and Stoke-on-Trent.
Excerpt: “Recruits to the scheme will gain practical leadership experience in a range of roles and settings, alongside strategic experience through assignments and projects. They’ll also work with a career coach to design a bespoke development plan that supports them to achieve the knowledge, skills and behaviours they need to become outstanding, compassionate and inclusive senior leaders across health and care.”
More detail on the High Potential Scheme here  Key dates below

  • Applications open: 29 July-8 September 2019
  • Confirm scheme eligibility: 23-27 September 2019
  • Complete on-line potential diagnostic: 30 September-20 October 2019
  • Face-to-face assessment: Date to be confirmed, but will take place during window of 28 October-15 November 2019
  • Notification to applicants of assessment process outcomes: 9-20 December 2019

To find out more about the High Potential Scheme please email highpotentialscheme@combined.nhs.uk or call 0300 123 1535 ext 2656 or 2774.

The core of care: Dame Donna Kinnair on bravery in leadership and the nursing workforce
The King’s Fund podcast, 30th August 2019 
Dame Donna Kinnair, Chief Executive and General Secretary of the Royal College of Nursing, sits down with Helen McKenna to talk about nursing, workforce pressures and her leadership journey.

 Professionalism and Cultural Transformation (PACT) toolkit
NHS Employers
20th August 2019
The Professionalism and Cultural Transformation (PACT) toolkit aims to educate and empower staff to improve professionalism within their workplace, helping organisations move towards making the NHS the best place to work.The toolkit is based on tried and tested work undertaken by Hull University Teaching Hospitals NHS Trust and is designed to help managers embed the PACT programme in their organisation. It contains practical information, advice and solutions to equip staff to deal with unprofessional attitudes and behaviours in the workplace. The PACT programme has four steps which should be followed in sequence.

  • Step 1: Assess your current culture
  • Step 2: Determine levels of professionalism
  • Step 3: Action plan and management
  • Step 4: Evaluate

Read the toolkit and find out how your staff can “make a PACT” to take positive steps to improve the culture of the organisation.

Inclusive leadership: how ready are we to learn?
Blog post
The King’s Fund website
Jolliff, T, National Director of Inclusion, NHS Leadership Academy
8th August 2019
Excerpt: “Organisations need to be clearer about leadership accountability, with the ‘lived experiences’ of their own staff being the most important indicator of inclusion at organisation, department and team levels. Great quality, evidence-based, life-long inclusive leadership development and support for leaders should also be a given and, most importantly, those who understand and experience exclusion, should be leading initiatives to bring about change across HR, organisational development and all other functions. Focusing change strategies around the knowledge created by lived experience is the only approach that can ensure that inclusion initiatives are relevant, effective and sustainable.”

Should there be a regulator for senior leaders in the NHS?
NHS Confederation, 23rd July 2019
Excerpt “The Kark review sought to establish why the fit and proper person test (FPPT) for directors was not being applied effectively. It builds on the legacy of the Francis report, which called for greater regulation of NHS board-level directors. This briefing looks at the recommendations of the review and gives our initial assessment.”

Royal Pharmaceutical Society elects first ever female president
Sandra Gidley has been elected the new president of the Royal Pharmaceutical Society (RPS).
18th July 2019
One of her priorities is “driving greater inclusivity”.

How doctors in senior leadership roles establish and maintain a positive patient-centred culture
Research Report for the General Medical Council, published 14th August 2019
Dr Suzanne Shale
Key findings 
Excerpts: “This independent research set out to explore the lived experiences of doctors in senior leadership roles, their leadership journeys, the everyday challenges, and what they see as their role in shaping their organisation’s culture. It asked what positive culture means to senior leaders and how they recognise when a positive culture is present or absent. It also examines what they try to do to build or sustain a positive culture, or where they identify a negative culture is in place, how they try to change this.”

“Suzanne Shale, a medical ethics consultant, found that positively-engaged leaders, from diverse backgrounds, are key to transforming organisational cultures. However, they are often unprepared and unsupported for the challenges of leadership during the early stages of their management careers.”  “Particular challenges highlighted in the research included balancing competing priorities and demands, focusing on people and culture rather than tasks, and recognising and tackling problematic subcultures.”

10 Quick Reflections on…Digital leadership in the NHS 
NHS Providers, Vijayaraghavan S and Harrison J 
23rd July 2019

Investing in chief allied health professional roles: insights from trust executives
Published 18th July 2019

…”shares the findings from a project commissioned by NHS Improvement to gain insights from executives who have a chief AHP within their Trust, particularly on the drivers, impacts and challenges of implementing these roles. The guide provides

  •  questions for trusts to consider about the potential benefits and common barriers to developing AHP leadership
  • key insights as to how those organisations are benefiting from dedicated chief AHP leadership, as well as the perceived challenges”

How to lead and manage better care integration guide
Free download from SCIE website after registering for a SCIE account
Social Care Institute for Excellence

Primary Care Network Clinical Director Leadership Programme
Programme Handbook 2019
Excerpt: “The Queen’s Nursing Institute has developed a bespoke programme for the role of Primary Care Network (PCN) Clinical Director based on the very successful executive leadership programmes we deliver. As an organisation we are focussed on leadership and encouraging nurses to influence strategically the way in which patients are cared for in the community. We view the PCN Clinical Director role as an ideal opportunity for nurses to be able to influence decision making and to shape primary care services as part of the NHS Long Term Plan (2019). It is anticipated that the first cohort will consist of 18 participants newly appointed to the role and they will be from a variety of clinical backgrounds, including General Practice Nurses and General Practitioners. Indeed, it is vital that this is a programme which reflects all the clinical backgrounds of those in the PCN Clinical
Director positions. This document outlines the programme aim, learning outcomes, structure and content for the Primary Care Network Clinical Directors Leadership Programme.

A&E complaints drop in Belfast after nurse leadership training
Nursing Times, 13th August 2019
Excerpt :”A hospital trust in Northern Ireland says it has seen a fall in complaints in accident and emergency care following the introduction of a new training programme for senior nurses.”

Annual NHS IT Leadership Survey 2019  (4th year) – key findings
Digital Health Intelligence website says “Interoperability named highest priority for NHS IT chiefs two years running”
Excerpt: “The 2019 survey had 186 responses from NHS IT leaders, drawn from Digital Health Networks, the community of CCIOs and CIOs.  Responses covered leaders from acute, mental health and community trusts, primary care organisations, clinical commissioning groups, commissioning support units, together with NHS organisations in Scotland, Wales and Northern Ireland.”

Past Future Reflect
NHS Employers
13th August 2019
Excerpt from website : “This short briefing takes stock of the recent policy developments and future strategic direction for the shape and education of the NHS workforce, against three areas: alternative training routes, new and extended roles and nursing education. We also try to stimulate further thinking on these new and emerging options, such as apprenticeships or new roles, as enablers to the establishment of our future workforce.”

Editorials from the Faculty of Medical Leadership and Management:

Research, evidence and practice – where next?   
25th July 2019
Excerpt: “An important step in the Faculty’s pursuit of excellence through research is the development of the next iteration of the FMLM research strategy. This will define our plans to grow original healthcare leadership research in collaboration with academics, practitioners and institutions. We will identify research questions which are either inadequately or not addressed by the current literature. We have started interviewing leading academics across the UK to collate their opinions and recommendations and explore potential partnerships. But we are also keen to hear from you, our members and fellows, about the leadership areas that warrant more research. All views are welcome! Additionally, we would be pleased to hear about any relevant research you may be conducting and wish to share with the wider FMLM community, by emailing: kirsten.armit@fmlm.ac.uk.”

Medical leadership – an evidence-free zone?
30th May 2019
Excerpts: “The UK needs to be known just as much for its research into leadership and development as it is for clinical medicine.”
“Another interesting difference from the academic, biomedical world is that most studies of healthcare leadership are conducted by academics outside of the clinical and managerial professions. They may, therefore, be forgiven for studying areas which interest them but may not be easily transferable into operational management and leadership, and often deliver conclusions which fall short of the necessary detail and direction for implementing change.”  “What research there is poses some uncomfortable truths and some uncomfortable questions for those within and immediately ‘adjacent’ to the profession. Dr Goodall’s findings of a quality advantage of medical chief executives sits uncomfortably alongside the profession’s reluctance to step up to the plate, the NHS’s inability to attract and train doctors for the most senior leadership roles and organisations which continue to appoint a majority of non-clinical and non-medical chief executives. Research on medical leadership is sometimes (unhelpfully) extrapolated to implying an identical effect for other clinical professions. Action should be based on the available evidence and further research – for example into other clinical professions – encouraged where evidence is lacking.”

Clinical Audit Leadership Summit 2019
https://www.healthcareconferencesuk.co.uk/conferences-masterclasses/clinical-audit-leadership-summit-2019

Topics Include:
• Clinical Audit driving Improvement
• Patient involvement and leadership in Clinical Audit
• Developing your skills in Clinical Audit Leadership
• Leading change based on local or national clinical audit findings
• Assessing Clinical Audit Practice: how CQC uses national clinical audit to support quality
improvement through monitoring and inspection
• Using a human factors approach to change practice as a result of clinical audit findings
• Clinical audit and board assurance
• Ensuring clinical audit leads to changes in practice

Journal articles

Putting leaders in a bad mood: The affective costs of helping followers with personal problems
Lanaj K and Jennings RE
J Appl Psychol. 2019 Sep 2.

Navigating a role transition: How to use your nursing leadership skills in a new career chapter
Valerie Kiper
Nursing Management 2019, 50 (9): 49-52

Healthcare then and now: Impact on nursing leadership
Devin Bowers, Caryl Goodyear
Nursing Management 2019, 50 (9): 26-29

Reaching across the linguistic divide in management and leadership education.

Linnander E, Nolna SK, Mwinsongo A, Bechtold K, Boum Y.
Lancet Glob Health. 2019 Sep;7(9):e1177

Listening to Understand: A Core Leadership Skill.
Baker EL, Dunne-Moses A, Calarco AJ, Gilkey R.
J Public Health Manag Pract. 2019 Sep/Oct;25(5):508-510

Story Circles, Changing Culture, and Deepening Leadership.
Martinez CC.
New Dir Stud Leadersh. 2019 Sep;2019(163):57-71.

Reimagining Leadership Development for Social Change Through Critical Dialogue Practices.
Nagda BRA, Roper LD.
New Dir Stud Leadersh. 2019 Sep;2019(163):117-136

Consumer and carer leadership in palliative care academia and practice: A systematic review with narrative synthesis.
Scholz B, Bevan A, Georgousopoulou E, Collier A, Mitchell I.
Palliat Med. 2019 Sep;33(8):959-968

 

May 2019 – over 20 new items on healthcare leadership

Change, Leadership, Leadership training evaluation, Staff engagement, Talent Management, Workforce planning, , , , , , , , , , , ,

NHS England funds £2million to boost system-wide leadership development
8th May 2019

Excerpt from NHS England website announcement

“NHS England has funded a £2million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.

The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.

Their results have shown the importance of equipping individuals with the right skills necessary to drive change and identify new ways of working and collaborating with health, social care and third sector organisations.

The funding will support systems to develop locally tailored programmes, investing in both newly established and experienced leaders to increase their system leadership capability.

They can do this in a number of ways including: growing a cadre of system leaders who are delivering integrated care at the coal face, building a pipeline of future leaders through mechanisms such as talent management, getting more people into leadership learning courses at all levels in a system, and creating networks of people with interests in leadership development who can inspire others, share learning with peers and problem solve.”

Read the latest issue online of Healthcare Leader :

 

What happens when you make nursing a more attractive profession?
The Health Foundation, 30th April 2019
Excerpt “Professor Linda Aiken is Director of the Centre for Health Outcomes and Policy Research, and Senior Fellow of the Leonard Davis Institute of Health Economics at the University of Pennsylvania.
She spoke at a recent Health Foundation event about how the US has tackled its nursing shortage over the last few decades, allowing nurses to provide the highest quality care while delivering better nurse satisfaction and retention. Her pioneering research has created an evidence base showing the importance of improving nurse work environments. We caught up with her to find out more.”

Read the comprehensive guide for improving staff retention, which has been updated for April 2019: Improving Staff Retention: A Guide For Employers

Nuturing talent in your team ? How to support staff who are high achieving?
NHS Employers’s popular people performance management toolkit has been refreshed to include links to new guidance and resources.

 Workforce Stress and the Supportive Organisation – A framework for improvement through reflection, curiosity and change 
Health Education England, 4th April 2019
Excerpt “encourages employers to take a closer look at the systems they currently  have in place for managing staff wellbeing,  it challenges them to give greater consideration to the impact  workforce stress has on staff and look at the role they can play in providing better support to staff who may need It. ”  ” It also talks about the impact of leadership, capacity and capability on workforce mental wellbeing and what employers need to consider.”
See also CIPD Health and Wellbeing at Work 19th report, also published in April 2019

Do We Have the Three Types of People Needed for Scale and Spread in the NHS?
NHS Horizons, Ketley, D
8th May 2019

Developing the mindset of a successful leader
In HPMA’s April 2019 Newsletter  (Healthcare People Management Association)

HEAT (healthcare education and training) Awards
Although nominations for the HEAT Awards are now closed, the shortlist will be announced on 20 May and all the shortlisted nominees and their nominators will be invited to an awards event held on 18 July in London.
Watch out for  Leadership awards

  • Inspirational Leader of the Year
  • Emerging Leader of the Year
  • System Transformation Champion of the Year  (open to individuals and teams)

Today’s provider chief executive: Impact of the Aspiring Chief Executive Programme
April 2019
“An independent study by the Institute of Employment Studies (IES) of the impact of first two cohorts of the national Aspiring Chief Executive Programme .”
“An evaluation of the NHS Leadership Academy’s Aspiring chief executive programme has highlighted themes around what makes an effective CEO and highlights tensions in the context in which they lead.”

Reports

Creating a culture of excellence How healthcare leaders can build and sustain continuous improvement
KPMG
April 2019

Acas publishes guidance on workplace neurodiversity
April 1st 2019, the ACAS webpage with the guidance is here 
Excerpt ” Acas has published guidance to help employers learn about neurodiversity and to suggest changes that can be made in the workplace to better support neurodivergent staff. Neurodiversity refers to the way an individual’s brain works and interprets information. It looks at the fact that people think differently and have different interests and motivations.A “neurotypical” person is someone whose brain functions in the way society expects. A “neurodivergent” person is someone whose brain functions, learns and processes information differently. Examples of neurodivergence include autism, attention deficit disorders and dyslexia.

The Acas guidance emphasises that people think differently and that some individuals are naturally better at some tasks and poorer at others and, as the Acas guide points out, employers need to accommodate this difference in practical ways – ways that don’t patronise or disparage individuals.”

Kindness, emotions and human relationships: The blind spot in public policy
Julia Unwin, Carnegie Fellow
Published in November 2018, so coming a bit late to the Knowledge Hub.
Cited in Can integrated care systems change how we work in the NHS?, Healthcare Leader, 29th April 2019.

Journal articles

Priorities and challenges for health leadership and workforce management globally: a rapid review
Figueroa CA , Harrison R, Chauhan A and Meyer L
BMC Health Services Research 2019 19:239 -OPEN ACCESS
24 April 2019
Excerpt from abstract : “Health systems are complex and continually changing across a variety of contexts and health service levels. The capacities needed by health managers and leaders to respond to current and emerging issues are not yet well understood. Studies to date have been country-specific and have not integrated different international and multi-level insights. This review examines the current and emerging challenges for health leadership and workforce management in diverse contexts and health systems at three structural levels, from the overarching macro (international, national) context to the meso context of organisations through to the micro context of individual healthcare managers.”

Leadership perspective on the implementation of guidelines on healthcare-associated infections
Hegarty J, et al. BMJ Leader 2019;0:1–9. – OPEN ACCESS
Excerpt from abstract : “d Leadership is a key component for infection prevention and control and plays an important role in the implementation of guidelines on healthcareassociated infections. A body of literature exists on healthcare workers’ perspectives on implementing these types of guidelines; however, there is a paucity of data on the leadership perspectives on implementation. This study aims to contribute to the evidence base of leadership perspectives”

Healthcare portraiture and unconscious bias
BMJ Views and Reviews, BMJ 2019;365:l1668, 12th April 2019
Authors: Karthik Sivashanker, Harvard Medical School fellow in quality and patient safety,   Kathryn Rexrode, chief,   Nawal Nour, chief diversity and inclusion officer for faculty, trainees, and students,  Allen Kachalia, senior vice president, patient safety and quality.

Women, healthcare leadership and societal culture: a qualitative study
Journal of Healthcare Leadership, published April 2019 – OPEN ACCESS
Kalaitzi S et al
A study of women health care leaders’ challenges in Greece and Malta. See also
Exploring Women Healthcare Leaders’ Perceptions on Barriers to Leadership in Greek Context
Frontiers in Public Health, 09 April 2019

Developing culturally competent and compassionate healthcare leaders: A European model 
Journal of Nursing Education and Practice, 2019, Vol. 9, No. 7 – OPEN ACCESS
Excerpt from abstract: “Methods: The development of this model is part of the IENE 4 EU funded project with participating countries: United Kingdom [Middlesex University, London], Spain, Cyprus, Romania, Italy, Denmark, Turkey. Its development is based on a) a needs assessment survey among healthcare leaders in the partner countries (N = 199), b) two round Delphi study with 14 experts and c) a focus group with healthcare leaders after the development of the model.
Results: The components of this model include the basic principles, values and skills that a health care leader should have as a role model and a coach of his/her staff in delivering compassionate and culturally competent care. This model was further used within the IENE 4 project, as a tool for creating learning tools, aiming to improve the quality of care within a cultural framework. Fourteen such learning tools were developed and piloted in all partner countries”
See also Output 1 of the IENE4: Report on integrative literature reviews on: -Universal components of compassion. -Measuring culturally competent compassion.
-Learning Culturally Competent Compassion in theory and practice.

Why men might be the answer to the staff shortfall
Nursing In Practice, Launder M, 1st May 2019
Excerpt from full text: “The NMC found that just 11.4% of registered UK nurses in 2017/18 were men – barely improving on the 2007/2008 figure of 10.69%. The gender divide gets wider in general practice with men making up just 2.1% of practice nurses, according to NHS Digital data (see graph, page 22). The Universities and Colleges Admission Service, which administers the university application process, reported a slight increase in applications from men to study nursing this year, from 3,400 to 3,620. But that is a drop in the ocean compared with an overall decrease of 39.22% from 2010 to 2019. ” Article also looks at potential dangers of masculinising nursing.
Article cites  research by Professor Heather Whitford at the University of Dundee who  studied the under-representation of men on pre-registration nursing courses in Scotland in 2018. See final report of that research here 

Can shared leadership enhance clinical team management? A systematic review
Leadership in Health Services, Volume 32 Issue 2, May 2019 , pp. 309 – 335
Aufegger L et al

Successful work cultures: recommendations for leaders in healthcare
Leadership in Health Services, Volume 32 Issue 2, May 2019, pp. 296 – 308
Vazquez, CE

Devolving healthcare services redesign to local clinical leaders: does it work in practice?
Storey J ,  Holti R,  Hartley J,  Marshall M
Journal of Health Organization and Management 2019 March 28, 33 (2): 188-203
Article presents the findings arising from a three year research project.

Putting service back into health care through servant leadership
Cottey L (Academic Clinical Fellow Emergency Medicine, University Hospitals Plymouth NHS Trust) and  McKimm J (Professor of Medical Education and Director of Strategic Educational Development,Swansea University Medical School)
British Journal of Hospital Medicine 2019 April 2, 80 (4): 220-224
“Abstract: Servant leadership theory is little reported on in NHS leadership development strategies despite clear alignment with the core values underpinning health care for all. This article reviews the key concepts of servant leadership and suggests that it should be viewed as a core leadership style for those working in health-care organizations.”

Compassionate leadership in palliative and end-of-life care: a focus group study
Hewison A, Sawbridge Y, Tooley L
Leadership in Health Services 2019 May 7, 32 (2): 264-279
The auhors are from School of Nursing, University of Birmingham , Birmingham, UK, College of Social Sciences, University of Birmingham and West Midlands Clinical Networks and Clinical Senate, NHS England, Birmingham, UK.
Excerpt from abstract : ” DESIGN/METHODOLOGY/APPROACH: Four focus groups involving staff from a range of healthcare organisations including hospitals, hospices and community teams were conducted to access the accounts of staff leading palliative and end-of-life care. The data were analysed thematically. FINDINGS: The themes that emerged from the data included: the importance of leadership as role modelling and nurturing; how stories were used to explain approaches to leading end-of-life care; the nature of leadership as challenging existing practice; and a requirement for leaders to manage boundaries effectively. Rich and detailed examples of leadership in action were shared.”

December 2018 – new reports, books and journal articles

Change, Leadership, Leadership training evaluation, Organisational development, Talent Management, , , , , , , , ,

Independent report
Sir Ron Kerr review: empowering NHS leaders to lead
This review was led by Sir Ron Kerr and explored 3 challenges faced by executive leaders across the NHS:

  • expectations and support available for leaders
  • alignment of performance expectations at the organisational and system level
  • level of administrative burden placed upon executive leaders

The review makes a number of recommendations to address these challenges.
Published 28 November 2018
National Health Executive commentary here
Adam Smith Institute commentary here 

King IV for Health and Social Care
Dr John Bullivant, Chairman, Good Governance Institute
Developed with input from NHS Trust and Foundation Trust Board
members as part of the 2018 national development programme with
NHS Improvement.
November 2018
Excerpt “NHSI recommends In-depth, regular and externally facilitated developmental reviews of leadership and governance as good practice across all industries. Rather than assessing current performance, these reviews should identify the areas of leadership and governance of organisations that would benefit from further targeted development work to secure and sustain future performance. The external input is vital to safeguard against the optimism bias and group think to which even the best organisations may be  susceptible. They therefore encourage all providers to carry out externally facilitated, developmental reviews of their leadership and governance using the well-led framework every three to five years, according to their circumstances.”

Leadership in integrated care systems (ICSs)
Report prepared for the NHS Leadership Academy
Future of care No 9 – November 2018
Excerpt “This Future of Care paper, aimed at chief executives, directors and senior managers from the NHS, local authorities, housing organisations and voluntary and community sector, is based on findings from interviews with systems leaders and a review of the literature. The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of integrated care systems. The research will inform the Leadership Academy’s long-term plans for supporting leaders in integrated care systems. ”

Excerpt “Key messages

  • NHS moves to end ‘fractured’ care system (NHS England, 2017) says, Integrated care systems (ICSs) are a critical part of the biggest national move to integrating care of any major western country.
  • With no basis in law, ICSs are entirely dependent on a collaborative approach to leadership and a willingness on the part of the organisations involved to work together.
  • Leadership in ICSs is very much a form of systems leadership, but with new and unique challenges, such as the need to exert influence across an even larger range of organisations and co-produce services with people who use them.
  • Effective systems leadership relies on a composite set of capabilities and behaviours, which can be grouped under the following four domains (NHS Leadership Academy Systems Leadership Framework):
    • innovation and improvement
    • relationships and connectivity
    • individual effectiveness
    • learning and capacity-building.
  • Leaders in ICSs need to be skilled at:
    • identifying and scaling innovation (e.g. from pilots)
    • having a strong focus on outcomes and population health
    • building strong relationships with other leaders, and often working with them informally to develop joint priorities and plans
    • establishing governance structures which drive faster change, often going where the commitment and energy is strongest
    • setting the overall outcomes and expectations on behaviours, but handing day-to-day decision-making to others
    • supporting the development of multidisciplinary teams (MDTs)
    • designing and facilitating whole-systems events and workshops to build consensus and deliver change
    • understanding and leading cultural change
    • building system-wide learning and evaluation frameworks
    • fostering a learning culture across the whole system.
  • Leaders told us that they would welcome support in the following areas:
    • skilled external facilitation, to help deliver complex programmes
    • the creation of ‘safe spaces’ for leaders to meet with peers and share problems and solutions
    • more opportunities to learn from other professions and sectors
    • systems leadership development for middle managers across the system
    • masterclasses on:
      • co-production theory and practice
      • finance and risk-sharing
      • scaling innovation
      • understanding local government and social care
      • large-scale and large-group facilitation
      • working and influencing across multiple layers of governance.

Leadership within the NHS (Speech )
Matt Hancock speaks at the Leaders in Healthcare conference about leadership culture change in the NHS and the importance of ensuring we have the right leaders in place with the correct support.
15th November 2018

Matt Hancock speech to The King’s Fund, 28 November 2018

Independent report by the Faculty of Medical Leadership and Management , setting out the barriers and enablers for clinicians moving into senior leadership roles within the NHS.
15th November 2018
Commentary by GPOnline here 

Letting Local Systems Lead: How the NHS Long Term Plan can deliver a Sustainable NHS
published by NHS Confederation, 16th November 2018
Excerpt : “When asked what would make a difference, local leaders identified better local partnership working, improved engagement with staff, patients and communities, more effective local governance and a more supportive oversight regime” Based on the findings, and our own analysis of the challenges facing the service, the NHS Confederation is calling for the long-term plan to: Make support for effective local leadership and relationships a priority.

The health care workforce in England: make or break?
The King’s Fund, 15 November 2018
Excerpt “This briefing will be followed in the coming weeks by a more in-depth report that
explores five key levers available nationally and locally that could help ameliorate the
workforce crisis. These levers are: training; international recruitment; better employment
practice; pay and conditions; and maximising the potential of staff through better use
of existing skills, enhancing those skills and redesigning roles.”

Brexit and the Health and Social Care Workforce in the UK 
Prepared for the Cavendish Coalition for the project, National Institute of Economic and Social Research (NIESR)
November 6th 2018
See also https://www.peoplemanagement.co.uk/news/articles/hospitals-spending-thousands-to-secure-settled-status 

Podcasts : Michael Hyatt’s podcasts [https://michaelhyatt.com/?s=leadership]

How Women Manage the Gendered Norms of Leadership
Harvard Business Review, November 28th 2018

NHS England lift legal directions for quality of leadership at three clinical commissioning groups

12th November 2018
Excerpt: “Crawley, East Surrey and Horsham and Mid Sussex CCGs have been praised by NHS England for the significant improvements that have been made to the governance, capability and capacity of the organisations.”

Seven Learning And Development Trends To Adopt In 2019
Forbes, Sep 24, 2018
1. C-suite and HR work together better to align goals.
2. Develop competencies for future organizational goals.
3. Emphasize communication skills.
4. Increase the gamification of training.
5. View training as an employee benefit and bait for talent acquisition.
6. Weigh learner-centric against content-oriented training.
7. Digital and mobile content and delivery are more critical than ever.

Our Strategic Intent 2018/19 – 2022/23 
London Ambulance Service NHS Trust
Mentions workforce issues, inclusion and leadership
“Inclusion – Organisations that are committed to embedding ‘difference’ demonstrate the ability to make better decisions and deliver better performance and better outcomes – in our case for our patients. For us, this not only means having a more diverse organisation that better reflects the population we serve, but also a more inclusive and welcoming organisation for the different professional groups that will make up vital parts of the response that we provide to our patients”

NHS Trust announced top for equality, diversity and inclusion
12th November 2018
Excerpt: “The National Centre for Diversity recently carried out a survey of 41 NHS organisations at board level. Our Trust [Coventry and Warwickshire Partnership NHS Trust] were found to be top for understanding and delivering on equality, diversity and inclusion in their organisation. The National Centre for Diversity will also be producing a comprehensive report to support the judgement. ”

New books

Transformational Leadership for the Helping Professions: Engaging Head, Heart, and Soul
Oxford University Press  Published: 22 November 2018

Cover for Transformational Leadership for the Helping Professions

Leadership with impact
Preparing Health and Human Service Practitioners in the Age of Innovation and Diversity
Oxford University Press, Published: 31 January 2019 (Estimated)

Cover for Leadership with Impact

  • Features 15 interviews with current health and human service leaders
  • Includes case studies and examples of leadership applications in the health and human services

Discovering Leadership: Designing Your Success
March 2019 | 504 pages | SAGE Publications, Inc

Discovering Leadership

Excerpt from Sage website ” Organized around five major design challenges, each challenge is explored in a stand-alone module. Students begin the leadership journey with themselves, understanding their own strengths, styles, and skills. The text moves on to relationships, exploring how leadership is a process that involves values, decision-making, motivation, and power. A module on others’ success unpacks the most effective practices of leadership and management, this is followed by a module on leading culture, teams, and community, before concluding with a section on how leaders can create lasting, positive change.”

journal articles

Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal ‘power and politics’ of major health system change
Forthcoming research: EXCERPT ” The research will produce evidence about the relatively under-researched contribution that political skill and astuteness makes in the implementation of strategic health system change. It intends to offer new understanding of these skills and capabilities that takes greater account of the wider social, cultural organisational landscape, and offers tangible lessons and case examples for service leaders. The study will inform future learning materials and processes, and create spaces for future leaders to reflect upon their political astuteness in a constructive and development way.”

Organizational uptake of NICE guidance in promoting employees’ psychological health
A Weinberg, J H Hudson, A Pearson, S B Chowdhury
Occupational Medicine 2018 November 7
Excerpt “The role of sector and size of organization is relevant to uptake of some features of NICE guidance, although organizational leadership is important where raised awareness and implementation are concerned.”
A total of 163 organizations participated in a survey of UK-based private, public and third sector organizations employing an accumulated minimum of 322 033 workers.

Rising to the challenge: Epilepsy specialist nurses as leaders of service improvements and change (SENsE study)
Agnes Higgins, Carmel Downes, Jarleth Varley, Colin P Doherty, Cecily Begley, Naomi Elliott
Seizure,  2018 Nov 1; 63:40-47
Excerpt: “RESULTS: Five key areas in which ESNs demonstrated leading on the change agenda were identified. These included: Initiating new clinical practice developments; Building capability within the multidisciplinary team; Developing education programmes and resources for people with epilepsy, family and the public; Exerting influence through membership of committees and lobbying; and Advancing the ESN role.”

 Unnecessary Frills: Communality as a Nice (But Expendable) Trait in Leaders
https://www.frontiersin.org/articles/10.3389/fpsyg.2018.01866/full
Andrea C Vial, Jaime L Napier
Frontiers in Psychology 2018, 9: 1866
Excerpt: “We assessed men’s and women’s idea of a great leader with a focus on gendered attributes in two studies using different methodologies. In Study 1, we employed a novel paradigm in which participants were asked to design their “ideal leader” to examine the potential trade-off between leadership characteristics that were more stereotypically masculine (i.e., agency) and feminine (i.e., communality). Results showed that communality was valued in leaders only after meeting the more stereotypically masculine requirements of the role (i.e., competence and assertiveness), and that men in particular preferred leaders who were more competent (vs. communal), whereas women desired leaders who kept negative stereotypically masculine traits in check (e.g., arrogance). In Study 2, we conducted an experiment to examine men’s and women’s beliefs about the traits that would be important to help them personally succeed in a randomly assigned leader (vs. assistant) role, allowing us to draw a causal link between roles and trait importance. We found that both men and women viewed agentic traits as more important than communal traits to be a successful leader. Together, both studies make a valuable contribution to the social psychological literature on gender stereotyping and bias against female leaders and may illuminate the continued scarcity of women at the very top of organizations, broadly construed.”

How to Make or Break Implicit Bias Instruction: Implications for Curriculum Development
Cristina M Gonzalez, Ramya J Garba, Alyssa Liguori, Paul R Marantz, M Diane McKee, Monica L Lypson
Academic Medicine: Journal of the Association of American Medical Colleges 2018, 93
Excerpt ” Buy-in from institutional leadership is essential for successful implementation of implicit bias teaching, and medical educators need to consider formalized longitudinal curricula addressing the recognition and management of implicit biases.”

 Developing your leadership skills
https://www.tandfonline.com/doi/full/10.1080/17453054.2018.1483190
David Bryson
Journal of Visual Communication in Medicine 2018 October 17, : 1-2

Impact of educational leadership and interprofessional learning on vascular access training
Anna Hulse, Jill Cochrane
British Journal of Nursing: BJN 2018 October 18, 27 (19): S4-S18

Respectful leadership: Reducing performance challenges posed by leader role incongruence and gender dissimilarity
Hum Relat. 2018 Dec;71(12):1590-1610
van Gils S et al

Perceived value of leadership experiences in a postgraduate year 2 ambulatory care pharmacy residency
Am J Health Syst Pharm. 2018 Dec 1;75(23 Supplement 4):S101-S107
Smith LC et al

Health-promoting leadership: A qualitative study from experienced nurses’ perspective
J Clin Nurs. 2018 Dec;27(23-24):4290-4301
Furunes T, Kaltveit A and  Akerjordet K

Advances in Chronic Kidney Disease
Special issue on leadership in Nephrology – November 2018, Vol 25, issue 6 
Edited by Rebecca J. Schmidt

 

October 2018 – leadership articles in scholarly journals, and reports

Organisational development, Talent Management, Uncategorized, , , , , , , , ,

Open access articles

Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout
Sexton JB, et al.
BMJ Qual Saf 2018;27:261–270

Does Happiness Promote Career Success ? Revisiting the Evidence
Journal of Career Assessment, 2018, Vol. 26(2) 199-219
Walsh LC et al

Emotional Intelligence and its Effect on Performance Outcomes in a Leadership
Development School
The Journal of Values-Based Leadership, Volume 11, Issue 2 Summer/Fall 2018

Coworkers’ Perspectives on Mentoring Relationships
Group & Organization Management 2018, Vol. 43(2) 245–272

The role of eLearning in health management and leadership capacity building in health system: a systematic review
Human Resources for Health, 2018, 16:44

The Improving Global Health fellowship: a qualitative analysis of innovative leadership
development for NHS healthcare professionals
Globalization and Health (2018) 14:69

   Reports – all freely available

Clinician to chief-executive supporting leaders of the future
NHS Providers, published 10th Oct 2018
13 chief executives with a clinical background speak about the value this offers to executive director roles.

Diversity the new prescription for the NHS 
Fanshawe, S , March 2018
Diversity by Design/Good Governance Institute

The spread challenge
The Health Foundation , Sept 2018 
” This report shines a light on the challenges facing the NHS in improving the uptake of new ideas and practices, and the need for new approaches when developing national and local programmes to support the spread of innovation.”

Q: The Journey So Far
“Q is an initiative connecting people with improvement expertise across UK to foster continuous /sustainable improvement in health and care. This report reflects commitment of Health Foundation and NHS Improvement to share progress and learning from the initiative as it develops.”

Independent evaluation of the Q Improvement Lab
Rand Europe, Sept 2018 
“The first Q Improvement Lab (‘Q Lab’), funded by the Health Foundation and NHS Improvement, was launched in the spring of 2017. The aim was to test whether the Q Lab approach is likely to become an effective, valuable way of developing ideas or interventions to support positive change at multiple levels of the health and care system in the United Kingdom. The Q Lab is distinctive not only for its focus on
improvement but also for its concerns with UK health and social care issues.
RAND Europe and the University of Cambridge were commissioned by the Health Foundation to undertake a real-time, formative evaluation to support the Q Labs pilot. Starting in May 2017, the evaluation was conducted over 15 months. The evaluation team provided emerging findings and preliminary recommendations in an unpublished interim report in November 2017. In this final report, we draw on the interim report and consider the data collected since the beginning of the evaluation (from May 2017 to April 2018) to inform the findings and our recommendations.”

Quality improvement in hospital trusts: sharing learning from acute, community and mental health trusts.
Care Quality Commission, Sept 2018
Excerpt from foreword – “We think this report will be particularly valuable
to healthcare organisations considering adopting QI, particularly senior leaders committed to delivering sustainable high-quality care for patients.
This report is not a ‘how-to guide’, but uses the words of hospital staff and case studies of successful initiatives to share learning about trusts on a journey of QI – where curiosity and humility are essential improvement behaviours.
We describe what the organisations look like, rather than prescribing how to get there.”
“The report is based on interviews with trust staff from all levels, local QI teams and patient groups. We visited the six trusts to see their QI in action”.

Transformational Change through System Leadership 
Workshop dates in Feburary, March and May 2019
This programme supports senior cross-system leadership teams who are responsible for delivering major change programmes.

A year of integrated care systems: reviewing the journey so far
The King’s Fund , Sept 2018
Abstract  : “Report found that though these systems have only been in operation for a year, there are encouraging signs of progress. Evidence shows partner organisations and their leaders are working more collaboratively to manage performance/finances in way that was not happening previously.”

Leadership for improvement — board development programme
NHS Improvement
A programme to help NHS provider boards develop the knowledge and skills they need to lead and embed quality improvement (QI) at an organisational level — to be delivered between January 2019 and March 2020 .

TED Talks

TED Talks are influential videos from expert speakers on education, business, science, tech and creativity, with subtitles in 100+ languages
What does my headscarf mean to you ?
How to get serious about diversity and inclusion in the workplace 
The power of diversity within yourself 
How diversity makes teams more innovative 

Blogs , opinion pieces

Talking leadership with Suzie Bailey
https://www.kingsfund.org.uk/publications/talking-leadership-suzie-bailey
The King’s Fund

Thinking ahead: A review of support provided by employers to help staff plan for their future
https://www.ageing-better.org.uk/publications/thinking-ahead-exploring-support
Institute for Employment Studies

 Journal articles from PubMed

Promises and Pitfalls of Diversity Statements: Proceed with Caution.
Carnes M, Fine E, Sheridan J.
Acad Med. 2018 Jul 31.

What happens after prejudice is confronted in the workplace? How mindsets affect minorities’ and women’s outlook on future social relations.
Rattan A, Dweck CS.
J Appl Psychol. 2018 Jun;103(6):676-687

Using research evidence to inform staff learning needs in cross-cultural communication in aged care homes.
Gillham D, De Bellis A, Xiao L, Willis E, Harrington A, Morey W, Jeffers L.
Nurse Educ Today. 2018 Apr;63:18-23

Developing nursing leadership talent-Views from the NHS nursing leadership for south-east England. 
Cabral A, Oram C, Allum S.
J Nurs Manag. 2018 Sep 27

The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations. 
Al-Hussami M, Hammad S, Alsoleihat F.
Leadersh Health Serv . 2018 Oct 1;31(4):354-370

Self-leadership and stress among college students: Examining the moderating role of coping skills. 
Maykrantz SA, Houghton JD.
J Am Coll Health. 2018 Sep 26:1-8

Pausing for better leadership.
Cox S.
Nurs Manage. 2018 Oct;49(10):56

Thinking of Being or Becoming a Leader: Lessons and Quotes.
Ortiz MR.
Nurs Sci Q. 2018 Oct;31(4):379-383

Situational Awareness: A Leadership Phenomenon.
Parse RR.
Nurs Sci Q. 2018 Oct;31(4):317-31

Managerial leadership for research use in nursing and allied health care professions: a systematic review. 
Gifford WA, et al.
Implement Sci. 2018 Sep 27;13(1):127.

Leadership in interprofessional health and social care teams: a literature review.
Smith T, et al
Leadersh Health Serv 2018 Oct 1;31(4):452-467

Nurse Leadership Style, Nurse Satisfaction, and Patient Satisfaction: A Systematic Review.
McCay R, Lyles AA, Larkey L.
J Nurs Care Qual. 2018 Oct/Dec;33(4):361-367

Mentoring Aspiring Program Directors in Adult Cardiothoracic Anesthesiology-Perspectives From Program Directors Around the United States.
Capdeville M, et al
J Cardiothorac Vasc Anesth. 2018 Oct;32(5):2381-2394

Leadership Practices and Engagement Among Magnet® Hospital Chief Nursing Officers. 
Prado-Inzerillo M, Clavelle JT, Fitzpatrick JJ.
J Nurs Adm. 2018 Oct;48(10):502-507.

Decisional Involvement: Differences Related to Nurse Characteristics, Role, and Shared Leadership Participation.
Fischer SA, Horak D, Kelly LA.
J Nurs Care Qual. 2018 Oct/Dec;33(4):354-360.

September 2018 – news and resources

Change, Leadership, Staff engagement, Talent Management, Team building, , , , , , , , , , , , , , ,

Conference reports

Academi Wales: See Summer School 2018 in action

Excerpt from Bulletin “Watch one of our top leadership speakers on the main stage at this year’s Summer School. If you’re looking for inspiration and ideas this autumn as you return from your holidays, find the time to watch one of these sessions – you won’t be disappointed!”

Full keynote session videos

e-magazine

 Leader
North West NHS Leadership Academy
Our latest Leader newsletter – Summer Edition
https://www.nwacademy.nhs.uk/discover/news-blogs/2018/our-latest-leader-newsletter-summer-edition

Case studies

 NHS Leadership Academy – case studies
https://www.leadershipacademy.nhs.uk/case-studies/

NHS should celebrate diversity from frontline to the top
https://www.hsj.co.uk/equality-and-diversity/nhs-should-celebrate-diversity-from-frontline-to-the-top/7023291.article

New course
+++new++++       Rosalind Franklin programme for mid-level leaders in health and care
https://www.leadershipacademy.nhs.uk/news/rosalind-franklin 
Excerpt from website “The nine-month programme is due to open for applications later this year and will incorporate a blended learning style with mandatory and comprehensive online learning, face to face workshops and small group work.”

Reports

Bridging the gap: an evidence-based approach to employee engagement
Institute for Employment Studies: Perspectives on HR 2018 (September 2018)
https://www.employment-studies.co.uk/resource/bridging-gap-evidence-based-approach-employee-engagement
See also Engaging Manager assessment tool https://www.employment-studies.co.uk/employee-engagement/engaging-manager-assessment

Every Nurse an E-nurse: Insights from a consultation on the digital future of nursing (July 2018)
Ross Scrivener, eHealth lead at the RCN, says: “Involving nursing staff in the design and implementation of programmes and systems to improve patient care is not an optional add-on – it is absolutely vital.
“The NHS and health care generally need to do much more to develop and nurture nurse leadership of the digital agenda.”

Related: NHS England planning further waves of Global Digital Exemplars
Digital Health, 24 August 2018
The prospectus for the Health System Led Investment programme reveals that NHS England is planning to create further Global Digital Exemplars. These flagship organisations are intended to encourage uptake of new technologies.
https://www.digitalhealth.net/2018/08/nhs-england-planning-further-waves-of-global-digital-exemplars

Twitter’s impact on engagement within the NHS
https://www.gatehouse.co.uk/twitters-impact-engagement-within-nhs/

Effectiveness of leadership capacity building in the health sector
It is argued that the most effective types of capacity building processes to improve leadership skills in the health sector are monthly intensive training (e.g. ‘Global Nursing Policy Leadership Institute Programme’, GNPLI), or one-year fellowships with mentorship
https://opendocs.ids.ac.uk/opendocs/ds2/stream/?#/documents/3621547/page/1

Go Higher in Healthcare ‘Meet the professionals’
Project update report – 14th June 2018 Dr David Wilkinson
http://www.gohigherwestyorks.ac.uk/wp-content/uploads/2018/07/Go-Higher-in-Healthcare-summary-report-1-1.pdf

Books 

The management of wicked problems in health and social care
https://www.routledge.com/The-Challenge-of-Wicked-Problems-in-Health-and-Social-Care/Thomas-Hujala-Laulainen-McMurray/p/book/9781138103627

 A Guide to Medical Leadership & the NHS 2018-19 (first chapter free to download)

Excerpt “Over the course of 137 pages, ‘A Guide to Medical Leadership & The NHS 2018-19’  explores the history, structures and finance of the NHS. We consider the key drivers of organisational change, the conflicting challenges facing the NHS and the different approaches being taken by each of the four home nations of the UK. Revised July 2018, we continually relate the ‘big’ topics to everyday leadership for doctors and clinicians of all disciplines.

Both versions (print and e-book) of the book include exercises which are designed to help you develop your thoughts and experiences by committing them to writing.  The newest version of our non-printable PDF has been created with this in mind, and allows you type in responses to exercises within the digital document which can then be saved for future reference”
https://www.medicalinterviewsuk.co.uk/bookstore/a-guide-to-medical-leadership-and-the-nhs/

 Talent beyond capitals (free e-handbook)
How university towns can attract and retain students and researchers through innovative Talent Relationship Management
https://futureplaceleadership.com/toolboxes/talent-beyond-capitals/

Future Place Leadership is a Nordic management consultancy specialising in the development innovation and marketing of places

 Learning resources from the RCN and Harvard Business Review 

 Learning resources for HCAs. Aps and TNAs (Health care assistants, Assistant Practitioners and Trainee Nursing Associates)
https://www.rcn.org.uk/professional-development/learning-resources-for-hcas-aps-and-tnas

 RCN Introduction to Leadership Programme
https://www.rcn.org.uk/professional-development/professional-services/leadership-programmes/introduction-to-leadership-programme

 Reflection in action
http://rcnhca.org.uk/personal-and-people-development/reflection/reflection-in-action/

Learning resource from Harvard Business Review
HBR Ascend
https://hbrascend.org/
Requires registering , then unlimited access free offer for a limited period
Bite-size articles on a range of leadership related topics
Click on menu “Choose an essential skill to learn” – communicating , managing your career/work,  thinking like a leader, working with others, managing people.

News

 Council of Deans of Health student leadership programme

Brighton students destined to be healthcare leaders of the future
http://blogs.brighton.ac.uk/healthsciences/2018/08/17/brighton-students-destined-to-be-healthcare-leaders-of-the-future/

York University : Three nursing students and one midwifery student have just completed a four month Student Leadership programme run by the Council of Deans of Health.
https://www.york.ac.uk/healthsciences/news-and-vents/news/2018/cofdeansprogramme/

 More information about the programme here https://councilofdeans.org.uk/studentleadership/

Find out about @councilofdeans #150Leaders programme in their recent video featuring current participants: http://ow.ly/IRx230llJUW 

 Nursing Times – ‘The RCN must recruit well in a year of nurse leadership change’
https://www.nursingtimes.net/opinion/editors-comment/the-rcn-must-recruit-well-in-a-year-of-nurse-leadership-change/7025702.article

BMJ Blog Saffron Cordery and Suzie Bailey: Breaking the leadership mould
August 22, 2018
https://blogs.bmj.com/bmj/2018/08/22/saffron-cordery-and-suzie-bailey-breaking-the-leadership-mould/

 Florence Nightingale Foundation  – Leadership Programmes – Applications close 14th September 2018 at 17:00hrs.
https://florence-nightingale-foundation.org.uk/scholarships/leadership-scholarship/
https://florence-nightingale-foundation.org.uk/wp-content/uploads/2018/07/Leadership-application-form-for-applicant.pdf

Leadership is not a box to be ticked – Dr Emma Coombe 
https://thehealthcareleadership.academy/box/

Journal articles

Identifying the prevalence of influential factors on middle managers’ abilities to lead organizational change within the context of community nursing and therapy services.
International Journal of Healthcare Management. Aug2018, Vol. 11 Issue 3, p225-232
Hansell, V
Study undertaken at Norfolk Community Health and Care NHS Trust, Norwich, UK

 Darzi Clinical Leadership Fellows: An Activity Theory Perspective 
http://researchopen.lsbu.ac.uk/2337/
London South Bank University ,available after 14th September as download

 Leading the Nurse Within: Developing Confident Leadership Skills for New Graduates
Laut, R et al .
The Journal of Continuing Education in Nursing;  Vol. 49, Iss. 8,  (Aug 2018): 356-359.

 Leadership Development Through Peer-Facilitated Simulation in Nursing Education
Brown, KM and Rode JL
Journal of Nursing Education;  Vol. 57, Iss. 1,  (Jan 2018): 53-57

 Nurse Leadership Style, Nurse Satisfaction, and Patient Satisfaction: A Systematic Review.
McCay R, et al
J Nurs Care Qual. 2018 Oct/Dec;33(4):361-367

Decisional Involvement: Differences Related to Nurse Characteristics, Role, and Shared Leadership Participation.
Fischer SA et al
J Nurs Care Qual. 2018 Oct/Dec;33(4):354-360

 Hospital Leadership Diversity and Strategies to Advance Health Equity.
Herrin J et al
Jt Comm J Qual Patient Saf. 2018 Sep;44(9):545-551

Promoting self-concept and leadership competencies among frontline nursing staff.
Carter K.
Nurs Manage. 2018 Sep;49(9):7.

Putting the contradictions back into leadership development
Russ, V and Pedler, M
Leadership & Organization Development Journal;  Vol. 39, Iss. 7,  (2018): 859-872.

How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare
Mosson, R et al
BMJ Open; London Vol. 8, Iss. 6,  (2018).

The nexus of nursing leadership and a culture of safer patient care
Murray, M et al
Journal of Clinical Nursing; Vol. 27, Iss. 5-6,  (Mar 2018): 1287-1293

The mental demands of leadership in complex adaptive systems.
Petrie DA, Swanson RC.
Healthc Manage Forum. 2018 Sep;31(5):206-213

Developing nurses’ intercultural/intraprofessional communication skills using the EXCELLence in Cultural Experiential Learning and Leadership Social Interaction Maps.
Henderson S and  Barker M.
J Clin Nurs. 2018 Sep;27(17-18):3276-3286

Heroism and nursing: A thematic review of the literature.
MacDonald K et al
Nurse Educ Today. 2018 Sep;68:134-140

The predictive validity of charge nurse personality on objective and subjective performance of subordinates.
Gottlieb T, Gøtzsche-Astrup O.
J Nurs Manag. 2018 Aug 31.

Results of the British Society of Gastroenterology supporting women in gastroenterology mentoring scheme pilot
Frontline Gastroenterology
https://fg.bmj.com/content/early/2018/08/04/flgastro-2018-100971

Part one of a six-part continuing professional development series in the journal Nursing Management
Reflection and personal learning, by Coward, Melaine
Author is Head of school, Faculty of Health and medical sciences, School of Health sciences, University of Surrey, England
Aug 2018, Vol. 25 Issue 3, p38-41

July 2018 – a summer selection of research on mentoring, coaching and talent

Change, Coaching, Competency standards, Facilitation, Generation x Generation Y and Generation Z, Inclusive talent management, Leadership, Mentoring, Organisational development, Talent Management, , , , ,

Talent management

Why do some job adverts put women off applying?
Interesting article by David Silverberg, Technology of Business reporter  on the BBC  Business website

Developing nursing leadership talent – views from the NHS nursing leadership for South East England. 
Journal of Nursing Management.  (2018)  (In Press)
Cabral A,  Oram C and Allum S

Managing talent in the NHS: supporting all staff to fulfil their potential
Martin Hancock, May 2018
Excerpt “The NHS Leadership Academy is setting out to deliver a change to the way talent management is approached and practiced within the NHS in England. The foundations have been laid through the creation of the national improvement and leadership development framework Developing People: Improving Care (DP:IC) – Martin Hancock discusses what’s happened since it was published, and what needs to happen next.”

Martin Hancock also says there is “preparatory work to establish an NHS high potential scheme and to understand what infrastructure, data and technology needs we will have in order to deliver an effective approach to talent management.”

“For those embarking on their NHS leadership journey, we’re also doubling the size of the next NHS Graduate Management Training Scheme intake to help build a pipeline of future talent.”  See also https://www.leadershipacademy.nhs.uk/news/7th-most-popular-graduate-employer/

Start Well: Stay Well – a model to support new starters
Case study of Cambridge University Hospitals NHS Foundation Trust, presented by NHS Improvement and NHS Employers 
“My immediate team are very supportive and the senior leadership have shown an interest in me and my views.”

Windrush 70th Anniversary Commemorative Magazine 2018

Chesterfield Royal Hospital NHS Foundation Trust (Chesterfield Royal) in using new models of care to overcome workforce supply challenges
Using band 4 roles to build a team
08 / 06 / 2018

How can the NHS become a millennial friendly employer?
“With the NHS facing serious recruitment and retention problems, The BMJ hosted a round table at the Nuffield health policy summit asking how the NHS can do more to attract, enthuse, and hold onto young doctors. Gareth Iacobucci reports.”

Development of an England-wide nursing director talent pipeline
Wigens, L
Nursing Management: January 2018 – Volume 49 – Issue 1 – p 51–53 (Open Access)

Sadiq Khan launches ‘Our Time’ female talent development scheme, 15th May 2018 The scheme – Our Time: Supporting Future Leaders – aims to pair high-potential women with senior staff “champions”, both male and female, who will help them gain access to the experience, contacts and professional networks often needed to progress into leadership positions.It will go beyond traditional female talent development schemes, which Khan believed had not addressed the imbalance of power, and will provide a more structured approach towards career progression.

Director of Nursing and Midwifery Talent Scheme
Scheme information

Disability confident employers    – employers that have signed up  
04/06/2018
Many NHS Trusts  have signed up

Mentoring and Coaching

The state of play in European coaching and mentoring (Nov 2017)
This report provides an overview of the main findings from the 2017 European Coaching and Mentoring Research Project, undertaken by Jonathan Passmore and Hazel Brown, in partnership with the EMCC and the wider European coaching and mentoring industry.

Country report from above
The state of play in coaching in the United Kingdom
This report provides an overview of the UK results from The State of Play in European Coaching & Mentoring (2017) research project.

Facilitating learning in practice – Free learning from Open University   
Are you interested in mentorship or looking to develop your mentorship skills? In particular, are you involved in nurse mentorship? If so, then this free 8-week course is for you. The course explores the principles and best practices underpinning mentorship. The authors draw on their experience in nursing to help you develop your knowledge, understanding and skills of mentorship practice that can be applied to many workplace environments. For practising nurses, this course also contributes towards The Open University’s Nursing and Midwifery Council (NMC) approved Mentorship programme

Royal College of General Practitioners Innovators Mentorship Programme
Applications close: noon 30 July 2018, FAQs, Benefits

Royal College of Paediatrics and Child Health
Mentoring support – mainly an endorsement programme of non RCPCH programmes

Oxford Brookes University Coaching and Mentoring Society (OBCAMS) 
“Brings together researchers and practitioners of coaching and mentoring in order to explore evidence based practice and areas of interest to the field. OBCAMS meets monthly throughout the academic year. It provides collaboration and networking opportunities for academics and professionals from a wide spectrum of coaching and mentoring interest. We introduce a range of coaching and mentoring topics in an informal setting and stimulate lively discussions and debates. The society has approximately 80 members, comprising academics, students and practitioners from across the region.”

NHS Virtual Mentoring programme for 2018
Opportunity to train as an Organisational Development Virtual Mentor
Closed for applications for 2018, keep checking back for future application dates

Journal articles about Mentoring and Coaching

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?
The Leadership Quarterly
Volume 29, Issue 1, February 2018, Pages 70-88
The authors say that this is “the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date.” The two authors are from the Saïd Business School, University of Oxford, UK

“Leading Better Care”: An evaluation of an accelerated coaching intervention for clinical nursing leadership development

Journal of Nursing Management , early view article
116 senior clinical nurse leaders in Scotland attended one face‐to‐face induction day and received a total of 3 hours of one‐to‐one telephone coaching and two virtual peer group facilitated sessions. Evaluation used primarily qualitative descriptive methods with iterative review of emerging themes.

Capability mapping indicated self‐leadership development as the most frequently cited need. Improvements in self‐confidence, capacity for reflection and bringing whole self into the work were reported to deliver enhancement in team and service performance.

Co‐active coaching supported deep analysis by individuals. Focus on self, rather than behaviours provoked reflection on perspectives, mindsets, beliefs and approaches which can lead to more sustainable behaviour and support service change.

Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate
Van Vianen, A E M,  Rosenauer D,  Homan A C et al
Human Resource Management;  Vol. 57, Iss. 2, (Mar/Apr 2018): 583-599
Excerpt “This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees’ promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee’s mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.”

Supporting nurse mentor development: An exploration of developmental constellations in nursing mentorship practice
Nurse Education in Practice, January 2018, Volume 28, Pages 66–75
Excerpt “Focus of research on newly qualified mentors and their significant supporters in mentorship learning  . Semi-structured interviews were held with three registered nurses, working in two NHS Trusts (referred to as ‘Nightingale’ and ‘Seacole’ NHS Trusts for anonymity) who had completed their mentorship preparation studies within the last 18 months. As part of the interviews, participants were asked to create hand-drawn ‘spider’ diagrams, with the mentor participant at the centre of the diagram and lines radiating out to connect with those individuals thought by the participant to be significant in their mentorship learning. The resulting star shape influenced the decision to name them constellations. The constellations were annotated with comments from participants to denote relative strength of the relationship and the attributes contributing to the relationship. The constellations presented here are based on what was drawn during the interview, augmented with what was said.”

Reducing negative affect and increasing rapport improve interracial mentorship outcomes
Leitner, JB; Ayduk, Ö et al
PLoS One; Vol. 13, Iss. 4,  (Apr 2018)
Excerpts “Results revealed that increased self-disclosure decreased negative affect and increased rapport for both mentees and mentors” and  “Findings suggest that affect and rapport are key features in facilitating positive outcomes in interracial mentoring relationships.”

Developing cultural intelligence: learning together with reciprocal mentoring
Desai S, Rao S A and Shah, J S
Human Resource Management International Digest; Vol. 26, Iss. 3, 2018
Excerpt from abstract : ” The concept presented in the paper can help organizations use their own existing resources to develop cultural intelligence company-wide, rather than choosing third-party interventions/training.”

Mentoring in Nursing: An Integrative Review of Commentaries, Editorials, and Perspectives Papers
Lin, J et al
Nurse Educator: January/February 2018 – Volume 43 – Issue 1 – p E1–E5

Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives 
Thesis by Tynes, VW, , Walden University

The pivotal role of mentoring and coaching in health services
6/06/2018
David Clutterbuck is Visiting professor, Sheffield Hallam & Oxford Brookes Universities; external examiner, Ashridge coaching MBA
https://www.davidclutterbuckpartnership.com/blogs/
cites 2018, Managers can’t be great coaches all by themselves, Harvard Business Review, May-June 2018, 22-24

Coaching and mentoring as conversations about context
post by David Clutterbuck
Excerpt ” The internal context is about raising the client’s awareness of their own thinking processes, their values, aspirations, belief systems, strengths and weaknesses — and a host of other things that define who they are and their potential to become and to achieve. The external context is about how they interact with other people and the wider world – for example, who or what influences them and who or what they influence..”

Medicins sans Frontieres 
……is the first health sector organisation to achieve gold standard in the International Standards for Mentoring and Coaching Programmes

European Mentoring and Coaching Council (EMCC)
Research agenda 
Currently EMCC International Research is focused on the following main topics.
Mentoring.  Decoding the success factors and best practices of mentoring in the contemporary workplace, with focus on the effects of generational differences and the impact of new technologies. Within this area EMCC is interested in developing a review of current mentoring practices, and comparative studies too.
The coaching process.  Taking a deeper look at the specific interactions of the coaching process, and exploring the depths and different aspects of the workings of the coaching relationships. Within this area EMCC is interested in developing studies that shed light on the working mechanisms of coaching interventions or classes of coaching interventions. Besides furthering the theoretical understanding, EMCC aims to develop effective practices, theory and evidence based coaching intervention strategies.
The coaching context.  Understanding and interpreting coaching within a wider context. Examples may include the perspective of the coachee, the organizational context, or the effects of the individual differences in coaches themselves. Within this area EMCC is interested in developing a clearer understanding of the boundaries of the coaching relationship, the effect of the external factors, and through these a set of best practices to manage them in parallel with the coaching relationship itself.

International Journal of Mentoring and Coaching
Access to https://www.emccouncil.org/journal/journal_library/
Is published by Emerald Insight
Current issue Table of Contents https://www.emeraldinsight.com/toc/ijmce/7/2

Leadership

“Service integration through medical leadership in England’s NHS”,
Journal of Integrated Care, Vol. 26 Issue: 1, 2018 pp.77-86
Iliffe S and Manthorpe J (2018)
Excerpt: This paper is an exploration of “the current interest in leadership within the National Health Service (NHS), especially within medicine, as a solution to the slow rate of integration of health and social care services.”

see also  Integrated care: organisations, partnerships and systems
House of Commons Health and Social Care Committee
Seventh Report of Session 2017–19 Report.
“understanding of these changes has been hampered by poor communication”

Bridging the gap: using ‘Paired Learning’ to improve clinician/management understanding
BMJ Leader Published Online First: 24 April 2018.
Monaghan H, Swenson C, Kerins J, et al
Excerpt: ‘Bridging the gap’ between managers and clinicians, with a relational paired learning (PL) approach, has been run in NHS Lothian for 4 years (three cohorts) to positively impact the organisation and its leadership’

Building motivation to participate in a quality improvement collaborative in NHS hospital trusts in Southeast England: a qualitative participatory evaluation
April 7, 2018. BMJOpen (Open Access )
Excerpt “The evaluation has revealed facilitators and barriers to motivation categorised under two main themes: (1) inherent motivation and (2) factors that influence motivation, interorganisational and intraorganisational features as well as external factors. Facilitators included collaborative ‘champions,’ individuals who drove the quality improvement agenda at a local level, raising awareness and inspiring colleagues. The collaborative itself acted as a facilitator, promoting shared learning as well as building motivation for participation. A key barrier was the lack of board engagement in the participating National Health Service organisations which may have affected motivation among front-line staff.”

 

 

What’s new in March 2018

Appraisal, Coaching, Inclusive talent management, Leadership, Leadership training evaluation, Organisational development, Talent Management, , , ,

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 – May 2017

Change, Leadership, Organisational development, Staff engagement, Talent Management, Transformational research, , , , , , , , , , , , , , , ,

Leading across the health and care system Lessons from experience
The King’s Fund
May 2017
This briefing was written by a team comprising Sally Hulks, Nicola Walsh, Marcus Powell, Chris Ham and Hugh Alderwick
Excerpt: “This paper offers those who are leading new systems of care some practical ways in which to work together to address the challenges they face. It draws on our work on the development of new care models (Collins 2016), sustainability and transformation plans (Ham et al 2017; Alderwick et al 2016), and accountable care organisations (ACOs) (Addicott et al 2015). It also informed by our work on the experience of people who have occupied system leadership roles (Fillingham and Weir 2014; Timmins 2015).”

Caring to change : How compassionate leadership can stimulate innovation in health care
West M, Eckert R, Collins B and Chowla R
The King’s Fund
May 2017
Excerpt from page 2 of full text: “The evidence of the links between psychological safety, supportiveness, positivity, empathy, leadership (in aggregate compassionate leadership) and innovation is deep and convincing. In this paper, we therefore present a challenge to the prevailing perspective in economics about the factors influencing innovation, which is based on a somewhat simplistic view of human motivation, far less relevant to the NHS than it is to (at least some) private sector organisations.” See also  Worline MC, Dutton JE (2017). Awakening compassion at work: the quiet power that elevates people and organizations. New York City, NY: McGraw-Hill Education.

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals.
Power A, Allbutt H,  Munro L, Macleod M,  Kennedy S et al
Education for Primary Care; May 2017; vol. 28 (no. 3); p. 159-164
Excerpt from abstract: Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred. Time and financial pressures to undertake courses were common barriers for professionals.

Partnering to develop a talent pipeline for emerging health leaders in operations research
Ng A, Henshaw C and Carter M.
Healthcare Management Forum; May 2017; vol. 30 (no. 3); p. 146-150

Professionalism and person-centredness: developing a practice-based approach to leadership within NHS maternity services in the UK.
Deery R and  Fisher P
Health Sociology Review; Jul 2017; vol. 26 (no. 2); p. 143-159

Leadership quality: a factor important for social capital in healthcare organizations
Journal of Health Organization and Management, April 2017, 31(2), pp. 175-191.
Stromgren M et al

Leadership and the everyday practice of Consultant Radiographers in the UK: Transformational ideals and the generation of self-efficacy.
Booth L, Henwood S and Miller PK
Radiography; May 2017; vol. 23 (no. 2); p. 125-129
Excerpt from abstract;  Results: It is evidenced that many of the ways in which participants describe their own leadership practice, particularly in the intra-team domain, is consistent with the precepts of the Transformational Leadership Model. For example, they highlight how they have asserted positive influence and encouraged collective action and decision-making. However, the experiential focus of the analysis reveals that in specific examples of practice,the transformational approach was not always seen as the most useful route to a productive outcome given constrictions on time and other resources within real professional environments. More ‘direct’ managerial approaches were sometimes deemed necessary, and at others leadership was reduced to simply ‘solving other people’s problems’. It was also found that the manner in which participants evaluated their own success as leaders was a practical concern, based in part upon having satisfied ‘hard’ institutional goals, but also on the more personal business of having affirmatively ‘surprised’ oneself, or a general sense of feeling trusted by colleagues.

Missed the conference?
See the powerpoint presentations for the opening session, breakouts and closing plenary from The King’s Fund Seventh annual leadership and management summit, London, 9th May 2017
Summit theme was collaboration: working across boundaries

Future needs for nursing talent in Scandinavian countries: a systematic review protocol (requires registration with Lippincott NursingCenter for free access to article) 
Jakobsen R K and  Herholdt-Lomholdt S M
JBI database of systematic reviews and implementation reports; Apr 2017; vol. 15 (no. 4); p. 882-888

 Equality Diversity and Human Rights Week 2017 – interactive map
interactive map of events that took place during the week.

Career Cartography: From Stories to Science and Scholarship
Journal of Nursing Scholarship, May 2017 , Vol 49(3), pp. 336-346.
Wilson D,  Rosemberg M-A, Visovatti MN, Munro-Kramer M, and Feetham S
Excerpts from full text; 1) Career cartography, also known as career planning, career mapping, or legacy mapping, refers to creating a visual depiction of long-term career goals and the steps or processes necessary to meet those goals (Messmer, 2003). 2) According to Feetham and Doering (2015 – see below ), the career cartography process is composed of four major components. They include a destination statement, identification of the policy context of a career, and a career map.

Pointers to additional  resources on career mapping and leadership
– Career cartography: A conceptualization of career development to advance health and policy (Feetham and Doering)
– Career mapping: Developing nurse leaders, reinvigorating careers
– Career Mapping for Professional Development and Succession Planning (Journal for Nurses in Professional Development, Volume 33, Issue 1, 1 January 2017, Pages 25-32)

Book : Blind spot: hidden biases of good people  http://www.goodreads.com/book/show/13131582-blindspot

The King’s Fund webinar on Accountable Care Organisations – coming up on 23/05/2017
https://www.kingsfund.org.uk/events/how-run-successful-accountable-care-organisation-aco

Nursing Leadership and Research on Patient Outcomes: Moving the Profession Forward toward Better Understanding of Our Nursing Work  (Editorial)
Applied Nursing Research,  Volume 34, 1 April 2017, Page 70
Fitzpatrick, J J

The Doctor who medical leadership series – Toolkit and Report 
Korn Ferry and Hay Group
The Doctor who toolkit – episode 4 : opportunities for development , episode 3 : grow your talent, episode 2:  Understand the gap, and episode 1: strategic orientation.
NB Registration required on the Korn Ferry and Hay Group website in order to download the Toolkit and Report

HSJ Women Leaders Network: The new vision of NHS leadership
When: June 13th 2017 2-30-5.30, followed by networking drinks reception 5.30pm – 7.30pm.
This free event is for female leaders working across health and care. 

The state of leadership education in US medical schools: results of a national survey
Neeley SM, Clyne B, Resnick-Ault D.
Med Educ Online. 2017;22(1):

The use of case studies to drive bottom-up leadership in community-oriented integrated care and health promotion (COIC)
London Journal of Primary Care , 2017, Vol 9, issue 1, p 7-9
Sanfey, J

Partnering with parents in interprofessional leadership graduate education to promote family–professional partnerships
J Interprof Care. 2017 Mar 13:1-8
Margolis LH, Fahje Steber K, Rosenberg A, Palmer A, Rounds K, and Wells M.
Parents of children with special healthcare needs have participated alongside graduate students from five different profession-based training programmes in a structured interprofessional leadership programme – this is a report of how they fared. The five different professions were Neurodevelopment and Related Disabilities, Nutrition, Paediatric Dentistry, Public Health, and Social Work.

Consumers in mental health service leadership: A systematic review
Int J Ment Health Nurs. 2017 Feb;26(1):20-31
Scholz B, Gordon S, and Happell B
Excerpt: “36 articles included in the final review”. “The findings of the review highlight current understandings of organizational resources and structures in consumer-led organizations, determinants of leadership involvement, and how consumer leadership interacts with traditional mental health service provision. It appears that organizations might still be negotiating the balance between consumer leadership and traditional structures and systems. The majority of included studies represent research about consumer-run organizations, with consumer leadership in mainstream mental health organizations being less represented in the literature. Advocates of consumer leadership should focus more on emphasizing how such leadership itself can be a valuable resource for organizations and how this can be better articulated. This review highlights the current gaps in understandings of consumer leadership in mental health, including a need for more research exploring the benefits of consumer leadership for other consumers of services.” See also Recovery-oriented Care and Leadership in Mental Health Nursing. Cleary M,  Lees D,  Molloy L,  Escott P and Sayers J
Issues in Mental Health Nursing; May 2017; vol. 38 (no. 5); p. 458-460

The world class talent signing for team NHS, Moberly, T BMJ 2017;356:j1036/Why can’t hospital trusts recruit home grown talent? Davenport M BMJ (Clinical research ed.); Mar 2017; vol. 356 ; p. j1484

Bristol Leadership And Change Centre, University of the West of England
Members of the new Bristol Leadership and Change Centre have been involved in the authorship of a number of books: see here 
Sutherland, N. (2017) Investigating leadership ethnographically: Opporunities and potentialities. Leadership. ISSN 1742-7169 Available here