We have published a new quick guide to staff engagement in the NHS.
Approaches to improving staff engagement in the NHS looks at a range of approaches that organisations can take to sustain staff engagement.
The Faculty of Physician Associates (FPA) has announced that it will be running its first physician associates (PA) leadership programme commencing 23 April 2019 in conjunction with the Royal College of Physicians (RCP).
In this new case study from Blackpool Teaching Hospitals we learn how a leadership and development programme for newly-appointed senior doctors has increased their skills and knowledge and had a positive impact on patient care.
The programme, which has been running successfully since its introduction in 2015, is now part of mandatory training for all new specialty and associate specialist (SAS) doctors and consultants.
Approaches to improving staff engagement in the NHS looks at a range of approaches that organisations can take to sustain staff engagement.
There isn’t one simple solution or initiative that has been shown to be effective in resolving all engagement issues, but there are a core set of approaches that have had positive impacts, briefly outlined in this guide, in organisations where they have been implemented effectively. The guide links to resources and case studies looking at how NHS organisations have put ideas into practice.
Includes: Mobilising evidence to improve nursing practice; Understanding organisational culture for healthcare quality improvement [importance of leadership]; Developing allied health leaders; bullying intervention program for registered nurses
The article examines how leaders and managers in the workplace should determine and manage depression. Topics covered include the symptoms and behavioural changes that leaders should be made aware of, such as irritability and lack of motivation for work, the role of leaders to lessen the burden of mental health issues faced by employees, and some of the avenues that leaders could recommend to individuals that require further help with their mental health. To read the full article, log in using your MPFT NHS OpenAthens details.
Innovative cultures are generally depicted as pretty fun. They’re characterized by a tolerance for failure and a willingness to experiment. They’re seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors translate into better innovative performance. But despite the fact that innovative cultures are desirable, and that most leaders claim to understand what they entail, they are hard to create and sustain. That’s because the easy-to-like behaviors that get so much attention are only one side of the coin. They must be counterbalanced by some tougher and frankly less fun behaviors: an intolerance for incompetence, rigorous discipline, brutal candor, a high level of individual accountability, and strong leadership. Unless the tensions created by this paradox are carefully managed, attempts to create an innovative culture will fail. To read the full article, log in using your NHS OpenAthens details.
When seeking to understand others -- whether employees, customers, or competitors -- we're routinely advised to "take their perspective": to imagine that we are in their shoes. Social psychologists have documented many benefits of perspective taking, including increased altruism, decreased stereotyping, and stronger social bonds. But does it actually boost insights into what others are thinking and feeling? To read the full article, log in using your NHS OpenAthens details.
Attitudes toward risk are important at both the individual and the organizational level: Fear of a backlash may keep employees from raising concerns, say, while leaders' willingness to take chances affects decisions about such things as product launches and acquisitions. Previous research has identified several influences on risk preference, ranging from character traits such as extraversion to situational factors such as mood and how issues are framed. A new study explores another variable: the relationship between two competitors. To read the full article, log in using your NHS OpenAthens details.
This is an ambitious plan that includes a number of commitments which – if delivered – will improve the lives of many people. NHS leaders should be applauded for focusing on improving services outside hospitals and moving towards more joined-up, preventative and personalised care for patients. But some significant pieces of the jigsaw are still missing, and there should be no illusions about the scale of the challenge ahead.
The NHS Long Term Plan has been launched and long it indeed is, in every sense of the word, clocking in at a weighty 120 pages. Here’s my take on the top five things you need to know.
We've added 10 new Be Aware updates following your suggestions:
Musculoskeletal ; Osteoporosis ; Nutrition and obesity ; Falls ; HR ; Research Methods ; Information Governance ; Bladder, bowel and pelvic healthcare ; Rheumatology ; Medicines and healthcare products regulatory agency (circulated email)
We'd like to hear your suggestions for new book alert topics. Simply reply to this email with 'Book Alert Topic' and your suggestions. You can also view and sign-up to our current new book alerts here: http://library.sssft.nhs.uk/librarykeepuptodate
Implications for practice and research:
> Provides insight into the outcomes of the mentoring relationship from the perspective of the mentor.
> Identifies perspective on how to create workplace environments conducive to mentoring relationships.
> Outlines the mentors’ insight into the needs of persons’ transitions to new roles. To read the full article, log in using your NHS OpenAthens details
Contents include: Sir Ron Kerr review: empowering NHS leaders to lead; leadership in integrated care systems; Hancock speech on leadership within the NHS; Clinicians moving into senior management barriers and enablers report; Healthcare workforce in England make or break? from King's Fund; Brexit and the Health and Social Care Workforce in the UK; Podcasts; New books; Articles including: Organisational uptake of NICE guidance in promoting employees' psychological health; Communality as a nice (but expendable) trait in leaders; Respectful leadership: reducing performance challenges posed by leader role incongruence and gender dissimilarity; health-promotingn leadership: a qualitative study from experienced nurses' perspective
The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of integrated care systems
Researchers call for peer-to-peer support to enable nurses to take on ‘hybrid’ leadership positions. A study from Warwick Business School has confirmed the importance of shared leadership involving clinicians and managers and the value of nurses in ‘hybrid’ leadership roles. To read the full article, log in using your MPFT NHS OpenAthens details.
In a speech to The King’s Fund annual conference, Matt Hancock MP announced a series of measures to improve leadership in the NHS. His speech coincided with the publication of the Sir Ron Kerr review into the key challenges faced by executive leaders across the NHS.
This report sets out the findings of a review carried out by the Faculty of Medical Leadership and Management (FMLM) into how we can increase the numbers of clinical professionals taking up the most senior leadership roles in the NHS.
Links include: Nursing Standard - leadership key theme of 31/10/18 issue [available via MPFT ATHENS passwords]; Staff retention support programme - one year on; Change-capable leadership: the real power propelling successful change [white paper]; FAQs on NHS Workforce Race Equality Standard; several articles on diversity in the NHS; Race at Work 2018; Staff nurses' perceptions of their nurse maangers' transformational leadership behaviors; Emergence of informal clinical leadership as a catalyst for improving patient care quality and job satisfaction; Real management and leadership in clinical experiences; Connecting patient experience, leadership and the importance of involvement, information and empathy in the care process; Age Diversity in the Workplace: effect of relational age within supervisor-employee dyads on employee's work engagement; Consumer leadership; and more. Please contact library@mpft.nhs.uk to get copies of items mentioned in the blog post.
The purpose of this study was to identify the mechanisms through which different aspects of leadership affect mental health practitioners’ attitudes toward supervisory feedback.. Login at top right hand side of page using your MPFT NHS OpenAthens for full text.
Developed to mark National Stress Awareness Day the toolkit encourages conversations between managers and employees about the causes of work related stress. Six conversation templates have been designed to support managers and employees to talk about issues which may be causing work related stress or which could have potential to become future causes if not managed properly.
Nurses need a seat at the table if they’re to improve integration and outcomes. Nurses are at the heart of joined up care: they often see the parts of the patient pathway that other healthcare professionals aren’t involved in and have a holistic view of the patient’s needs. On a bigger scale, their insights can build up into a picture of what is needed to improve care locally. To read the full article, log in using your MPFT NHS OpenAthens details.
How one mental health trust took action to address the lack of diversity in senior nurse roles by equipping individuals to see themselves as leaders. When Kiran Jnagal started talking to colleagues about a new nursing leadership programme, not everyone was convinced. To read the full article, log in using your MPFT NHS OpenAthens details.
To analyze the critical attributes of clinical leadership and test a model linking clinical leadership behaviours of staff nurses to patient care quality and job satisfaction.. To read the full article, log in using your MPFT NHS OpenAthens details.
Articles include Leadership WalkRounds; EI and leadership; Coworkers' perspectives on mentoring relationships; role of eLEarning in health management and leadership capacity building;
Reports include: clinician to chief executive; diversity: the new prescription for the NHS; Q: the journey so far; Quality improvement in hospital Trusts; Leadership for improvement: board development programme; influence of leadership behaviour, organisational commitment, organisational support, subjective career success on organisational readiness for change in healthcare organisations; pausing for better leadership; thinking of being or becoming a leader; situational awareness: a leadership phenomenon; leadership in interprofessional health and social care teams; nurse leadership style, nurse satisfaction and patient satisfaction; decisional involvement: differences related to nurse characteristics, role and shared leadership participation
Resilience is an essential attribute for leaders in the healthcare profession, which in turn empowers and strengthens the resilience of their team. Employers have a responsibility to build resilience among healthcare professionals, via a favourable organisational culture, psychological and cognitive training, and a renewed focus on employee wellbeing. To read the full article, log in using your MPFT NHS OpenAthens details.
This article has three objectives: to review and analyse teamwork problems in healthcare, to present an evaluation of existing teamwork interventions in healthcare, and to assess teamwork approaches in aviation and sport, for the purpose of identifying recommendations in relation to addressing teamwork challenges in healthcare. To read the full article, log in using your MPFT NHS OpenAthens details.
FMLM is delighted to announce the publication of Leading as a junior doctor, an online toolkit designed specifically to support junior doctors taking a lead and engaging within their organisation.
The primary focus of Leading as a junior doctor is the setting-up and running of effective junior doctor representative groups within hospital trusts. The value of engagement within the medical profession, specifically with junior doctors, has been demonstrated, and the evidence on which this is based is incorporated within this toolkit.
This article critically compares transformational leadership and ethical leadership. It discusses the differences, similarities, weaknesses and strengths of the two styles. The importance of strong leadership in meeting an array of challenges and changes occurring in the NHS is highlighted. To read the full article, log in using your NHS OpenAthens details.
Very short article suggesting a framework for after action reviews and when and why to use them. To read the full article, log in using your NHS OpenAthens details.
The 7 Lenses maturity matrix is a practical tool to help teams reflect on their transformation, have focused discussions, and identify which areas need more attention.
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What should chief executives expect from their chair? The relationship is such a pivotal one and yet so complex – the chair is boss, challenger, supporter, colleague, arbiter, mentor and coach. The relationship is critical not just for the board, and the whole organisation, but in growing the great leaders we need and that the public pay for and deserve.
Items include: video of sessions from summer leadership conference, including 'The conscious leader', 'Hubristic Leadership' and 'Exploring workplace bravery'; Rosalind Franklin programme for mid-level leaders; evidence-based approach to employee engagement; Every nurse an e-nurse; Twitter's impact on engagement within the NHS; effectiveness of leadership capacity building in the health sector; management of wicked problems in health and social care; guide to medical leadership and the NHS 2018-19;
Looks at the right balance between being overly self-critical and too defensive - self-compassion. To read the full article, log in using your NHS OpenAthens details.
Discusses the cumulative impact of keeping adding initiative after initiative to a team's workload. To read the full article, log in using your NHS OpenAthens details.
The article offers information on the leadership of Vicki Palmer, chief executive officer (CEO) of Oasis-Talk. Topics discussed include preparing staff and operations to transition; team effort, and continues to be a very positive problem solving environment; and recruiting staff who can build relationships quickly.. To read the full article, log in using your MPFT NHS OpenAthens details.
Blog from UHB chair about challenges of replacing their Chief Executive and what type of background could make a good leader at a large Trust. A bit acute-focused.
Roundup of some of the latest articles and resources. King's Fund - leadership in today's NHS; transformational change in health and care; survey highlights lack of leadership training for junior doctors (and toolkit just launched for junior doctors); leadership of AHPs in trusts; realising the full potential of LGBT+ talent; flexible working in the NHS; When leadership powers team learning; linking talent management to traditional and boundaryless career orientations; why and when leadership training predicts effectiveness; case study approach to assessing alternative leadership models in healthcare; role of advanced nurse practitioners in leadership; emergence of shared leadership in newly formed teams with an initial structure of vertical leadership;