By focusing on well-known examples, Goodall, through his compelling writing style, points to easily identifiable signposts that trapped “great” men. The profiles in Why Great Men Fall give pause to others in similar environments: corporate execs, mini
Ex: Managing the Metric vs Managing the Patient: The Physician’s View of Pay for Performance, Inpatient Management Guidelines for People with Diabetes, Reducing Health Care Costs for Plan Members with Congestive Heart Failure...
...to strive for a structureless group is as useful, and as deceptive, as to aim at an "objective" news story, "value-free" social science, or a "free" economy. A "laissez faire" group is about as realistic as a "laissez faire" society; the idea becomes a
The main reason IT people are unhappy at work is bad relations with management, often because geeks and managers have fundamentally different personalities, professional backgrounds and ambitions.
Catherine Beardshaw, former Chief Executive Officer of Aintree University Hospitals NHS Foundation Trust and one of the interviewees in our recent report, The chief executive's tale, gives a personal account of life as an NHS leader.
The Health, Safety and Wellbeing Partnership Group (HSWPG) has launched new resources and an infographic to support NHS organisations to develop cultures where staff are free from the fear of intimidating behaviour.
The partnership group recognises that bullying can have a detrimental effect on an individual’s overall health and wellbeing. The new resources include a webpage containing practical tools, evidence and support for tackling bullying, and an infographic that shows the impact of bullying and harassment in the NHS.
Article looks at skills required by chief executives in the future to lead a workforce of Generation Zs. To read the full article, log in using your NHS OpenAthens details
In the first of the blogs, Dan Robertson the Director of Diversity and Inclusion at the Employers Network for Equality and Inclusion, talks about bias in leadership and his own experience of it in both the private and public sector. Dan is a highly respected expert on workplace diversity & inclusion management, unconscious bias and inclusive leadership.
Explains the difference between employee morale and employee engagement and looks at the best ways of achieving both. To read the full article, log in using your NHS OpenAthens details
The article discusses on coaching which is a created condition when people connect and nourishes skillsets and talents. Topics mentioned include the traits that managers should hve to be effective coach, the definition of coaching as management approach that encourages people to reach their potential through self-belief and self-awareness, and the five components of coaching including the building of rapport, giving feedback, and listening. To read the full article, log in using your NHS Athens
[blog by Michael West] When the concept of engagement at work was introduced by William Kahn in 1990, he described it as the expression of our ‘preferred self’ in tasks that promote connection with our work and with others. Engagement underlies effort, involvement, flow, mindfulness and intrinsic motivation. The good news then is that levels of engagement, as recorded in the NHS Staff Survey, have increased since last year. So can we all relax?
This report, published in partnership with NHS Providers, draws on the views and experiences of 12 departed or departing chief executives, or those changing jobs within health care. It aims to illuminate the realities of leadership in today’s NHS. The interviews illustrate both the positives of the job and its current difficulties. The difficulties need to be addressed if we are, first, to hold on to experienced leaders who are able to transform the NHS in an innovative way, and, second, recruit the next generation.
People today are under intense pressure to be “ideal workers”—totally committed to their jobs and always on call. But after interviewing hundreds of professionals in many fields, the authors have concluded that selfless dedication to work is often unnecessary and harmful. It has dysfunctional consequences not only for individuals but also for their organizations. The authors discuss three typical strategies for coping with demanding workplaces, and the risks associated with each. To read the full article, log in using your NHS OpenAthens details
Findings from survey of employees to see what elements they thought were missing from their managers' performance management processes. To read the full article, log in using your NHS OpenAthens details
Kaizen, or continuous improvement, lies at the core of lean. Kaizen is implemented through practices that enable employees to propose ideas for improvement and solve problems. The aim of this study is to describe the types of issues and improvement suggestions that hospital employees feel empowered to address through kaizen practices in order to understand when and how kaizen is used in healthcare. Open Access Article
Within the NHS, we need to talk about productivity whether we are clinicians and/or managers. We have a responsibility to provide quality care as efficiently as possible. One of the challenges is that addressing this requires clinicians and managers to work together. This happens every day but isn’t always easy because the mindsets and approaches to a problem can be so different.
In our second podcast on inclusive leadership Jackie Daniel, Chief Executive at University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT), talks frankly about the practical steps they are taking to tackle behaviours that are not aligned with the organisations values.
Round up of the latest leadership articles etc from Bodleian Health Libraries. Includes improving wellbeing through leadership development; leading across cultures; exploring senior nurses' understanding of compassionate leadership in the community; regulation among leaders for service improvement; what works for you may not work for (Gen)me; making sense of effective partnerships among senior leaders in the NHS; human side of collaborative partnerships; perspectives on effective coaching by those who have been coached; mindfulness in organisations
'in our film Michael not only provides a clear exposition of what compassionate leadership actually means, but also how important it is to the health and well-being of both patients and staff.'
The latest news and articles on leadership. This month's news includes: NHS well-led framework; predictors of transformational leadership of nurse managers; effect of introducing new public management practices on compassion within the NHS; influence of leadership behavior on employee work-family outcomes; the future of clinical leadership; time to throw out the leadership competency framework?; impact of nurse managers' leadership style on staff nurse job satisfaction; mindfulness as substitute for transformational leadership;
Survey that found gap between people's expectations of working in a team and their actual experience. To read the full article, log in using your NHS OpenAthens details.
G. Carroll, L. Lane, and R. Harrison. (October 2006)University of Texas, DallasJ. Richard Harrison
University of Texas, Dallas
Glenn R. Carroll
Laurence W. Lane Professor of Organizations
Stanford Graduate School
of Business.