Trainee Leadership Board: learning about NHS leadership (original) (raw)
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International Journal of Health Planning and Management, 2014
The paper revisits the theme of clinical leadership in UK countries, following an earlier (2009) review. It examines the competency-based approach; considers the emerging voices of clinical leaders; explores the results of evaluation research studies; identifies learning from intra-UK and international comparisons and considers the issue of leader development versus leadership development. It concludes that there is little conceptual clarity; that there continues to be a major disconnect between clinicians and managers; that different approaches to developing clinical leaders are emerging in different parts of the UK and that the major challenge remains to develop leadership, rather than leaders.
Training and education in healthcare leadership: Is it time for a NHS healthcare academy?
Future Hospital Journal, 2014
In his report into Mid-Staffordshire NHS Foundation Trust, Robert Francis QC suggested the need for a physical NHS 'staff college' to support the strengthening of clinical leadership in the NHS. We present qualitative research data from a series of semistructured interviews with senior healthcare leaders in the UK that highlights their thoughts on the state of both clinician's managerial and leadership knowledge and training in the UK and the opportunities and challenges that a 'staff college' model would present using the UK Armed Forces Defence Academy as an existing public sector model. While progress has been made towards strengthening leadership and management training for NHS staff since this research was performed, this research suggests the need for a more inclusive, corporate, multidisciplinary approach to delivery, pooling the existing expertise and ensuring a whole workforce approach to the corporate NHS agenda.
Journal of the Royal Society of Medicine, 2014
Clinicians are being asked to play a major role leading the NHS. While much is written on about clinical leadership, little research in the medical literature has examined perceptions of the term or mapped the perceived attributes required for success. To capture the views of senior UK healthcare leaders regarding their perception of the term `clinical leadership' and the cultural backdrop in which it is being espoused. UK Healthcare sector PARTICIPANTS: Senior UK Healthcare leaders METHODS: Twenty senior healthcare leaders including a former Health Minister, NHS Executives, NHS Strategic Health Authority, PCT and Acute Trust chief executives and medical directors, Medical Deans and other key actors in the UK medical leadership arena were interviewed between 2010 and 2011 using a semi-structured interview technique. Using grounded theory, themes were identified and subsequently analysed in an attempt to answer the broad questions posed. Not applicable for a qualitative research ...
Barriers to doctors successfully delivering leadership in the NHS
Future Hospital Journal, 2016
Leadership will be essential to deliver the changes outlined in the Five year forward view and to ensure that the effi ciencies identifi ed in the Carter Review are delivered. To achieve the scale of savings outlined in these papers, while maintaining the quality and safety of care, all NHS staff will need to be involved in and to take the lead in identifying wasteful practice and procurement and, more importantly, to become the agents of change and architects of innovative and high-quality practice. However, many barriers exist to successful leadership by doctors in the NHS. In this article we present qualitative data from interviews with senior NHS leaders identifying several real-word barriers that need action to maximise the success of the medical profession in leading these changes.
Medical leadership and management in the United Kingdom
Australasian Psychiatry, 2016
Objective: This article aims to outline the historical development of medical leadership in the United Kingdom (UK), present recent advances, discuss professional development and future prospects. Conclusions: With increasing involvement of medical professionals in top managerial roles in the UK over the last 30 years, leadership development initiatives have been growing steadily and there is increasing recognition of the need for leadership and management skills for doctors. Such skills can help to greatly improve patient care as well as enhance organisational effectiveness and productivity. The central involvement of professional bodies such as the UK Faculty of Medical Leadership and Management, and the establishment of medical fellowship schemes, have provided a solid foundation for a new generation of aspiring medical leaders but there is still a long way to go to achieve a higher degree of professionalism for clinical leadership in the UK. The evidence base is weak such that integrated efforts by clinicians and management academics have much to offer in achieving the vision of socially responsible, clinically relevant and research-informed medical leadership training.
Clinical leadership: the elephant in the room
International Journal of Health Planning and Management, 2009
The article explores the concept of clinical leadership in the National Health Service in the UK by seeking to establish a workable definition and by contrasting it with managerial leadership, focussing on the ‘disconnected hierarchy’ in professional organizations. It proposes that the problems faced by clinical leadership relate to the current nature of general management in the NHS and concludes by suggesting that clinical leadership is the ‘elephant in the room’—often ignored or unaddressed. Copyright © 2008 John Wiley & Sons, Ltd.