Swimming together or sinking alone: health, care and the art of systems leadership

Institute of Healthcare Management, January 2017

This report is based on interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process.  The report will help leaders understand the values, culture and skills they need to survive and thrive as the NHS tries to change from organisations working in silos to local health and care networks focussed on the needs of patients.

Heather Tierney-Moore, Chief Executive of Lancashire Care NHS Foundation Trust, is a contributor to the report.

Click here to read the full report.

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Developing people – improving care: a framework for action on improvement and leadership development in NHS-funded services

National Improvement Leadership and Development Board, December 2016

This framework, co-developed by 13 bodies across health and care, is designed to help team leaders at every level of the NHS to develop improvement and leadership capabilities among their employees and themselves. The framework focuses on helping NHS and social care staff to develop four critical capabilities: systems leadership; quality improvement methods; inclusive and compassionate leadership; and talent management.

Click here to view the framework.

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

National Institute for Health Research, June 2015

The objective of this study is to evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.

Click here to download the full text document.

Fellowship opportunities: Clore Social Leadership Programme

Equality and Diversity Forum, 12 May 2015

Applications for the Clore Social Leadership programme are open from 11 May to midday on 25 June 2015.

Clore Social develops leaders with a social purpose so they can transform the world around them.

The fully-funded Fellowship programme includes residential training, coaching, mentoring, a secondment, a research project and an individualised budget to spend on development. It’s all tailored to the individual, undertaken alongside the most inspiring, creative and supportive people you’re ever likely to meet.

Three new Specialist Fellowships are also available for 2016, for those working on gender equality, with young people and with migrant communities. Specialist Fellowships focused on finance, older people, North East England, housing and homelessness, ex-service personnel and economic resilience are also offered.

Click here for further information on how to apply.

HSJ interactive toolkit identifying the barriers to change in the NHS and practical solutions

HSJ, April 2015

Explore the HSJ interactive toolkit identifying the barriers to change in the NHS and practical solutions – as identified by NHS staff and service users.
HSJ, together with sister title Nursing Times and NHS Improving Quality, launched the Challenge Top-Down Change campaign to find out if the power of the crowd could help NHS organisations change better.

Click here for further information and to view the toolkit.

Leadership and leadership development in health care: The evidence base

The King’s Fund, February 2015

A key challenge facing all NHS organisations is to nurture cultures that ensure the delivery of continuously improving high-quality, safe and compassionate health care. Leadership is the most influential factor in shaping organisational culture and ensuring the necessary leadership behaviours, strategies and qualities are developed is fundamental.

The Faculty of Medical Leadership and Management, The King’s Fund and the Center for Creative Leadership share a commitment to evidence-based approaches to developing leadership and collectively initiated a review of the evidence by a team including clinicians, managers, psychologists, practitioners and project managers. This report summarises the evidence emerging from that review.

Click here to view the full report.