Dive into dynamic Leadership Skills Courses in Singapore at Coach Transformation. Uncover innovative coaching techniques tailored for your professional growth. Navigate intricate leadership landscapes with finesse, cultivate robust decision-making abilities, and foster high-performing teams. Harness the power of our premier courses to shape your leadership journey. Your path to mastery awaits.
Knowing how to build a strong business case is a valuable skill for nurses in any band or setting as it means you can demonstrate the value of your work or proposed projects. With NHS funding severely stretched, organisational leaders are continually making difficult decisions about where to invest and where to cut back. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
"Conclusion: Healthcare organisations must develop leaders who will foster a supportive and just culture that will enhance nurses’ practice with regards to reporting patient safety incidents."
This synthesis highlights the need to retain, as well as recruit staff. A whole system approach is needed for retention. The review emphasises the need to start with organisational culture and use strategies that recognise:
How workload and quality of care are linked
The need to invest in training and development
The importance of staff autonomy through involvement in how quality care is articulated and practised (often forgotten).
This report contains a recommendation to create a clear view on the expectations of line managers in the service in relation to people management and the implications for provision of people services.
As well as deepening your understanding and knowledge of leadership in the health and care system, this course will also help you develop your own practice of kind and compassionate leadership.
You’ll hear from leaders and experts from across the health and care system and explore some practical ways that you can both develop a compassionate mindset and cultivate kindness and compassion in your relationships with others.
3 week course, 6 hours study time, free unless you want a certificate
This report draws on interview and survey data from senior leaders working in integrated care boards, NHS providers, local government and the voluntary, community and social enterprise sector, and shares insights and evidence about how to collaborate well.
The research shows health and care leaders at all levels have a critical role in modelling and rewarding collaborative behaviours but this is insufficient on its own. Leaders also need to pay attention to six leadership practices if they want to build a stronger collaborative ethos.
This style of working is hard especially in a resource-constrained environment. We recommend leaders give greater attention to designing more participatory processes and developing the collaborative skills of other groups of staff.
Given the pace of change and disruption needed to solve many of the problems facing our health and care system, we recommend leaders extend the practice of collaborative leadership to work with a broader range of local organisations as well as local communities.
Good nursing leadership when practising innovation is vital to quality patient care. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Innovation, creativity and leadership in nursing are essential to meet healthcare’s constantly growing demands and to improve health and well-being. However, improvement initiatives require leadership and innovation support to make a positive impact (Knol and van Linge 2009).
Effective talent management is vital to retain skilled and experienced nurses and midwives in the NHS. In 2019, a group of NHS organisations in London set up a talent management support network (TMSN) aimed at helping specific groups of nurses and midwives facing challenges in fulfilling their professional potential. The network started by supporting nurses and midwives from minority ethnic backgrounds, later also offering the programme to dental nurses across England and to healthcare workers in Brazil. The network uses the power of action learning and networking in a framework that nurtures staff’s talents. This article describes the London TMSN team’s experience of setting up and running the network. It also explains how nursing and midwifery managers and leaders can create a business case for the development of a similar network in their setting. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Researchers have suggested that to address bullying employers need to intervene at team and/or organisational level rather than focusing solely on the individuals involved. To reduce the incidence of bullying and other adverse social behaviours in the workplace, many higher education institutions and healthcare organisations have developed dignity and respect (D&R) policies. In this article, the authors describe the development and implementation of several small-scale initiatives designed to increase awareness of bullying and D&R policy among staff and students at the School of Nursing and Midwifery at Trinity College Dublin. The interventions were informed by the concepts of distributed leadership and implementation science. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
this article discusses the benefits for nurse leaders to explore a new approach known as quantum leadership. This is a relationship-focused and value-based leadership style in which leaders understand that healthcare organisations have been in a state of flux and recognise how to respond constructively to change in the future. Quantum leadership enables nurse leaders to create and maintain synergistic team working, whereby the team works together towards the common goal of delivering optimal person-centred care. The author suggests that quantum leadership is an engaging and realistic approach to adopt, with benefits of all staff delivering healthcare services and ultimately for patients. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Leadership and management are concepts that are regularly discussed in relation to today's NHS. Practitioners at all levels of the organisation can be leaders, but there are many challenges faced by leaders in clinical practice. This article introduces some common leadership and management theories and provides an opportunity for practitioners to reflect on how these can be used in practice. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
It has been a long time coming, but now the NHS Long Term Workforce Plan is with us, does it measure up? Well, if it manages to do the things it says it will do (more on this below), then yes. This could be the point at which the NHS starts to overcome the repeated workforce crises that have periodically plagued it over the past 75 years.
Transactional leadership may be an unpopular tool in a nursing manager’s box, but it can help achieve short-term goals and provide clear direction and structure. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Transactional leadership has fallen out of fashion at a time when listening to and empowering team members is encouraged. But the reality is that you may well use it without even realising it.
This article describes several leadership models which all have something to offer to nurses looking to develop their ward leadership skills. It discusses core elements of effective ward leadership, notably providing support and direction to the team through coaching and mentoring, developing the ward as a learning environment, understanding the wider care context and taking time for self-care. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Not all nurses managers have experience so education in, and exposure to, compassionate leadership can be vital
What is the difference between a manager and a leader? All organisations need a manager, but they benefit from leaders. But when nurses become managers, are they managing, leading or both? To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The nursing profession is facing some of its greatest challenges. After providing society with highly skilled care during the pandemic, the effects of the demands made of nurses are becoming noticeable, leading to global staffing shortages. The positive impact of nursing leadership strategies on the profession’s response to COVID-19 have been significant, yet more recently we have seen the media portrayal of nurses shift from angels and heroes to disrupters. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
By identifying compassion fatigue managers can help staff develop emotional resilience. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
What nurse managers can do to help staff feel appreciated and keep teams unified – including gestures that make a difference and gimmicks to avoid. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
This article describes moral injury and its effects on nurses, and offers nurse leaders a practical framework for mitigating this issue. The framework aims to support nurse leaders to increase their understanding of moral injury, address any ethical challenges, ensure they are adequately prepared to provide support to nurses, and enhance their awareness of various interventions that can mitigate moral injury. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Team working is essential for delivering quality care, and in challenging times we need the support of colleagues more than ever. When someone is not pulling their weight or behaving in a hostile way, the atmosphere can feel negative and tense, and you and other colleagues may feel dragged down by it, and lose motivation or enjoyment of the job.
This article explores how nurses in management positions can create professional development opportunities for nurses, particularly in leadership. The author identifies how leaders can support their staff to broaden their skills and knowledge despite pressures on staffing and resources. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The report, NHS staffing shortages; why can’t politicians give the NHS the staff it needs?, focuses on the role of politicians in workforce planning and delivery. It sets out the scale of the workforce crisis and the impact that it has, and the causes – identified in the report as difficulties in workforce forecasting, a tendency to train too few staff in the UK, and the insufficiently strategic use of international migration to compensate. It also considers the political reasons around why it has historically been so hard to fix and considers three factors that could contribute to tackling the current shortages:
transparency in workforce forecasts
the establishment of an independent workforce-planning organisation
accepting the NHS’s historical reliance on recruitment from outside the UK as explicit future policy and planning accordingly.
Leadership in nursing is about inspiring colleagues to deliver the best care and improve patient outcomes, whether you are a student, newly qualified or a team leader
It is an outdated notion that leaders are only those who manage a team, or call all the shots. There is increasing recognition in nursing that everyone – at every level – can demonstrate leadership and develop as a leader.
To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The authors rapidly reviewed the international literature to identify determinants of workplace violence against hospital-based nurses and the effects of workplace violence on nurse outcomes. Twenty-one studies (22 articles) formed the final sample – 16 quantitative, three qualitative and two mixed-methods studies. Supervisors, other nurses and physicians were the major perpetrators of workplace violence against nurses. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
This literature review focused on nurses in the NHS and found that self-rostering had a positive effect on their work-life balance and job satisfaction. However, a move to self-rostering can pose challenges and it should be assessed for suitability before implementation.
Includes a link to a three week online course aimed at supporting NHS managers to understand better their own health and wellbeing and use that to better lead and support others.
How trying to ease constant pressures on healthcare teams, especially since the pandemic began, has affected nurse managers, plus how to spot the signs and seek support. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Empathetic and inclusive leaders enable teams to achieve better outcomes for patients, but can be difficult to find in the hierarchical organisations of the NHS
Compassionate leadership is good for staff and good for patients, with a growing evidence base showing that it results in staff being more motivated and delivering high-quality care.
To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Nurse managers can support junior nurses to develop their leadership skills, notably through training, mentoring, reflection and action learning. By guiding newly qualified nurses in the use of different leadership approaches, experienced nurses can contribute to enhancing the quality of patient care. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The King’s Fund has been dedicated to developing women leaders for over twenty years via the Athena programme. The Athena programme has supported hundreds of women to survive, thrive and step into more senior roles across health and care. Despite these many personal successes, what we heard in the workshops is that the basic structure of inequity remains untouched. That improving the representation of women at senior levels hasn’t yet led to structural change for women and other minoritised groups in the workplace.
NHS England’s guidance is clear that clinical director roles in PCNs can be held be GPs, general practice nurses, clinical pharmacists or other clinical professionals working in general practice. So why might it be that primary care leaders aren’t more professionally diverse?
"this review makes clear that collaborative and inclusive leadership is key to successfully delivering good-quality care. However, the elephant in the room is the deep workforce crisis that long pre-dates the pandemic and that government has been reluctant to face up to."
Listening to the voices of nurses working closest to patients and supporting them to implement positive change is a way to flatten traditional NHS hierarchies. Done properly, it can improve patient outcomes as well as increase job satisfaction for staff say nursing leaders.
This article provides an introduction to coaching and action learning as approaches nurse leaders and managers can use to promote leadership development among individual team members and within the team. It describes how coaching and action learning work and their potential benefits and challenges. It explains how the two approaches can be used to underpin effective problem-solving and goal setting, and support nurses in their professional development, the ultimate aim being to deliver safe and effective patient care.
Results Overall, the democratic style of leadership and the integrating style of conflict management were the most favoured by participants, while the laissez-faire leadership style and the dominating style of conflict management were the least favoured. Significant positive correlations were established between the leadership styles of participants and their conflict management styles. The regression analysis showed a significant predictive power of leadership styles, specifically the democratic and autocratic styles, on 30% of the variance in conflict management styles.
All nurses can be leaders. Find out about the value of compassion and communication in leadership, as well as training opportunities
To read the full article, log in using your NHS OpenAthens details.
By Suzie Bailey and Michael West. The shared vision must be to create an outstanding health and care system that embodies the values we have as a society, focused on enabling the staff who provide care to thrive and deliver the care they are passionately committed to offering. That requires leaders at every level in our society to rise to the monumental challenge and pursue the people-focused, evidence-based strategy we outline here.
Change in nursing can be a challenge to introduce and maintain. Find out how to achieve the best results with maximum buy-in and minimum stress. To read the full article, log in using your NHS OpenAthens details.
In this series of case studies, we highlight what providers have done to take a flexible approach to staffing.
The case studies show different ways of organising services. They focus on the quality of care, patient safety, and efficiency, rather than just numbers and ratios of staff.
They illustrate how providers have redesigned services to make the best use of the available range of skills and disciplines. Or they found new ways to work with others in the local health and care system.
This resource provides extra support and examples of good practice to those organisations seeking further help with staff engagement — it was developed in partnership with NHS Employers.
The report Providers deliver: better care for patients considers both the leadership approaches and frontline initiatives that underpin improvements in quality. Through 11 case study conversations, it considers some of the frontline work that has contributed to trusts’ improvements in CQC ratings, as well as exploring the role of trust leaders in providing an enabling, supportive environment in which this work has been possible.