Barriers and enablers for clinicians moving into senior leadership roles: Review report

Faculty of Medical Leadership and Management, November 2018

This report sets out the findings of a review carried out by the Faculty of Medical Leadership and Management (FMLM). Finds some common themes emerged between the professions, fundamental differences were also evident. Most people highlighted progression to senior leadership was rarely promoted as a legitimate career pathway as part of training programmes and even where programmes exist, such as the National Medical Director’s Clinical Fellowship scheme, these are not recognised as part of specialty training. Most felt the skills and competences for senior leadership, especially chief executive, are not always clear and there is a need to identify and develop leadership talent in a more structured way than is currently the case. In general, there is a lack of data about the backgrounds and qualifications of senior leaders in the NHS.

Click here to view the full report.

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Leadership in integrated care systems: Report prepared for the NHS Leadership Academy: (Future of Care Number 9)

Social Care Institute for Excellence, November 2018

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. Quotes from these leaders are presented throughout the report.

Click here to view the full report.

Supporting line managers to foster engagement

NHS Employers, July 2018

This briefing explores work that can be done to support and develop line managers to improve staff engagement across NHS organisations. It is based on the issues raised by line managers within the NHS and looks at challenges for staff engagement. It outlines suggestions on how organisations can support line managers to manage in way that supports engagement, and is full of useful advice, hints and tips.

Click here to view the report.

Developing People Improving Care Together: one year on

NHS England, January 2018

One year on from the launch of the Developing People- Improving Care, this report highlights how leaders across health and social care have implemented the framework.  This involves ensuring systems of compassion, inclusion and improvement, are at the core of the health and care system. The report also sets out plans for the year ahead and some of the steps you can take to learn more about the framework.

Click here to view the report.

Leading Large Scale Change: a practical guide: A guide to leading large scale change through complex health and social care environments

NHS England, January 2018

Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments. This guide has been fully revised from the original 2011 publication to reflect latest policy and practice. This guide has a number of different resources which can be used according to local needs and circumstances and has been designed to be interactive, offering many links to useful, external sources.

Click here to view the guide.

Good work, wellbeing and changes in performance outcomes: illustrating the effects of good people management practices with an analysis of the National Health Service

What Works Wellbeing, December 2017

This report illustrates the effect of good people management with an analysis of the National Health Service.  The report found Trusts that made the most extensive use of good people management practices were over three times more likely to have the lowest levels of staff sickness absence and at least four times more likely to have the most satisfied patients. They were also more than twice as likely to have staff with the highest levels of job satisfaction compared to NHS Trusts that made least use of these practices, and over three times more likely to have staff with the highest levels of engagement. No link was found between people management practices and patient mortality.

Click here to view the full report.

Leading across cultures: developing leaders for global organisations

Routledge, April 2017

This white paper explores how cultural influences impact values and beliefs, and consequently behaviours, working practices and leadership styles. It argues that different cultures value different leadership approaches and highlights ways in which this should be considered in line with a diverse workforce.

This paper requires free registration for full access to the text.

Click here to access the white paper.