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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”.
S. Woolis, and Y. Thayer. Communities of Practice: Creating Learning Environments for Educators, 2, chapter 3, Information Age Publishing, Charlotte, NC, (2008)