NHS Improving Quality Improvement Science Alert (ISA) ANNIVERSARY EDITION
A collation of all the articles in one place. These are the resources identified by the team at NHS Improving Quality for their Improvement Science Alert from September 2014 to October 2015
Access to the different Leadership Anniversary Editions of the ISA, is available at this website – scroll down and click on the images for the following -Strategy, Vision and Commitment; Capability and Development; Engagement; Collaborative Leadership; Management.
Access to the different Large Scale Transformational Change Anniversary editions
Scroll down and click on the images for the following: Culture, Implementation and Sustainability; Learning, Networks and Knowledge; Innovation and Technology.
Access to the different Improvement Science Anniversary Editions
Scroll down and click on the images for the following: Implementation; Measurements, Metrics and Analytics; Research, Intelligence, Evidence and Evaluation.
Link to NHS Improving Quality’s Intelligence Handbook , an e-book guide to finding, filtering and using secondary sources of information on leadership and improvement for work or study.
An NHS leadership team for the future
Ahmed N, Ahmed F, Anis H, Carr P, Gauher S, and Rahman F
November 2015
Published by Reform (Independent non-party think tank)
Report by 6 young clinicians into potential and scope for leadership in the health sector.
From executive summary: to address the need for greater clinical leadership at national and local level, the NHS needs firstly to make leadership an attractive option for clinicians, secondly clinicians must be placed at the centre of the “value agenda”, thirdly, medical schools should incorporate healthcare management into the undergraduate curricula, and fourthly the NHS needs to take a system-wide approach to developing future clinical leaders
Link to Executive Summary
Link to full report PDF
Examining commissioners’ leadership behaviour
British Journal of Healthcare Management, 2015, vol./is. 21/8(384-394)
Bohan, P and Mitchell, G
This article describes research using 1) video ethnography observing commissioners in mock board room setting and 2) quantitative questionnaire to record leadership behaviour colleagues would expect the commissioners to adopt. The leadership style found to be most common was transactional in nature , and the questionnaire found that transformational leadership linked to positive leadership style was found to have the best outcome on staff performance. A lack of consistency was found in analysing risks and holding providers to account.
Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams : a realist synthesis
Journal of Interprofessional Care, 2015, vol./is. 29/3(209-215)
Sims, S, Hewitt, G, Harris, R
Concluding article of a group of four articles looking at leadership as a mechanism that is an underlying process through which interprofessional teamworking produces its effects.
Negotiating competing discourses in narratives of midwifery leadership in the English NHS
Midwifery, vol. 31, no. 11, p. 1060-1066 (November 2015)
Divall, B
An article based on qualitative research methodology where interviews were conducted with Midlands-based midwives in a formal leadership role and who had recently completed a midwifery leadership development programme. Two themes emerged 1) self-identification as a midwife despite no longer having a clinical role (“I am still a midwife”), and 2) challenges of group and organisational discourses (“between a rock and a hard place”)
Leadership and learning disability nursing
British journal of nursing 2015 vol. 24, no. 18, p. 912-916
Jukes, M and ,Aspinall, S-L
Addressing the undergraduate learning disability nurse, the article focuses on how to integrate knowledge transfer into services for people with a learning disability using the Promoting Action on Research Implementation in Health Services (PARiHS) framework. An example is given of involvement of service users in practitioner training on the Mental Capacity Act 2005 and consent and capacity to consent for treatment.
‘We’re beating the BME bias’
Nursing Standard. 30, 5, 18-19
Pearce, L
Report on changes introduced by Bradford Teaching Hospitals NHS Foundation Trust to promote BME candidates to senior nursing roles.
Leadership Online Directory of Resources – Nov 2015
Compiled by John Hunt
Now includes a section on MOOCs
The impact of mindfulness on leadership effectiveness in a health care setting: a pilot study
J Health Organ Manag. 2015 Nov 16;29(7):893-911
Wasylkiw L et al
Article looks at the effectiveness of mindfulness awareness practice by 11 mid-level health care managers (in Canada) on their leadership and perceived stress . Variables were assessed pre and post intervention and compared with a control group. Another group (28 informants) were questioned on managers’ leadership effectiveness.
Configurations of leadership practices in hospital units
J Health Organ Manag. 2015 Nov 16;29(7):1115-30
Meier N
Article looks at differences in leadership in four different clinical settings (orthopaedic surgery, radiology, stroke and pulmonary medicine) , and highlights role of flexible and shared leadership in work settings that could be unpredictable. Freely available access to PhD thesis by Meier, N Between Policy and Practice: An investigation of Clinical Managerial Work , Aarhus University .
Nursing Leadership, Missing Questions, and the Elephant(s) in the Room: Problematizing the Discourse on Nursing Leadership
Issues Ment Health Nurs. 2015 Oct;36(10):817-25
Cutcliffe J, Cleary M
Article uses deconstructive approach to examine existing literature on nursing leadership and why challenging questions have not been addressed or answered.