The authors argue that organizational success depends on simultaneously addressing such conflicting demands, not choosing between them. Leaders need to become comfortable with multiple truths and inconsistency. To read the full article, log in using your NHS OpenAthens details
How the Royal Mail CEO went about changing organisational culture to reduce bullying and harassment. To read the full article, log in using your NHS OpenAthens details
Overall, this study shows that transformational leadership may have a dark side, but needs more investigation to better understand the link.
Some pressure at work can be motivating, but can eventually lead to work-related stress when it becomes excessive.
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
Physical space matters. It’s easier to be productive, creative and happy at work in a colourful, organic, playful environment than in a grey, linear, boring one.
From Charisma: "These 30 leaders certainly are not the only individuals who should be recognized by Charisma. (Our selections were culled from nominations submitted by leaders in charismatic and Pentecostal churches throughout the United States.) But we b
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.
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.
One manager's approach to destressing and boosting confidence at the same time. Brief article - personal experience. To read the full article, log in using your NHS OpenAthens details.
Very short article summarising research suggesting slightly above average charisma is great but more than that can be counterproductive. To read the full article, log in using your NHS OpenAthens details.
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.
Healthcare is increasingly delivered in a team-based format emphasizing interdisciplinary coordination. While recent reviews have investigated team-building interventions primarily in acute healthcare settings (e.g. emergency or surgery departments), we aimed to systematically review the evidence base for team-building interventions in non-acute settings (e.g. primary care or rehabilitation clinics).
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.
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.
Open access. To establish what leadership competencies are expected of Master level educated nurses like the Advanced Practice Nurses and the Clinical Nurse Leaders as described in the international literature.
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
Includes: A partnership to assess clinical nurse leadership skills; Perceived impact of leaders' humility on team effectiveness; mindfulness and leader flexibility; developing the organisational culture in a healthcare setting; Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout; Self-awareness and cultural identity as an effort to reduce bias in medicine; nurses' leadership self-efficacy, motivation and career aspirations; Goleman's leadership styles at different hierarchical levels in medical education; development and retention of Generation Y employees; futureproofing our NHS: a generational shift;
Topics include: how staff understand 'well led' hospital Trust; personal qualities required for effective nurse leadership; how overparenting in adolescence can affect leadership development; coaching experience of Advanced Practice Nurses in national leadership programme; innovativeness amongst nurse leaders in acute care; nurse practitioner views on leadership and research; leadership development through patient care coordinator role; role of professional identification in employees' reactions to talent management; pathways to resilience;
In his latest blog, AQuA Chief Executive David Fillingham shares his thoughts on adapting Lean thinking within health and social care, and how this can be supported through improving Whole System Flow.
Survey of problem solving across 17 countries and public and private sector organisaitons. Key is identifying the problem then reframing it to find a creative solution. To read the full article, log in using your NHS OpenAthens details
The latest in our series focusing on staff involvement for quality improvement, the case study focuses on how Ashford and St Peter's has used innovative staff involvement techniques to help all staff improve quality of patient care. Beginning as an initiative solely for medical staff engagement, it has now been adopted across the organisation.
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;
Commentary on:
Laschinger HK, Borgogni L, Consiglio C, et al. The effects of authentic leadership, six areas of worklife, and occupational coping self-efficacy on new graduate nurses’ burnout and mental health: a cross-sectional study. Int J Nurs Stud 2015;52:1080–89.
Implications for practice and research
The introduction of new graduates into clinical teams requires careful attention. Authentic leadership characteristics are essential to create and support healthy work environments that support new graduates.
Future research should focus on longitudinal study designs that carefully test more comprehensive models and associations at various levels. These studies can extend cross-sectional findings as well as evaluate certain interventions or dynamics in hospitals and clinical teams. To read the full article, log in using your NHS OpenAthens details
We’ve just heard that SSOTP will not be renewing their agreement with SSSFT LKS for library services for this financial year. Because of this we will be reviewing our Be Aware bulletins. Sadly we won’t be accepting any new sign-ups from SSOTP staff and will be withdrawing some of the physical healthcare bulletins that we…
We're currently making some changes in the background of our email updates to solve some problems we've been having recently. During our testing phase this may automatically generate some alerts, which will show below, but you can ignore these! If all goes according to plan we will be resuming normal service in the next week…
Systems Leadership is about how you lead across boundaries – departmental, organisational or sector. It’s how you lead when you’re not in charge, and you need to influence others rather than pull a management lever. It describes the way you need to work when you face large, complex, difficult and seemingly intractable problems; where you need to juggle multiple uncertainties; where no one person or organisation can find or organise the solution on their own; where everyone is grappling with how to make resources meet demand which is outstripping them; and where the way forward therefore lies in involving as many people’s energies, ideas, talents and expertise as possible.
N. Wallerstein, and N. Wiggins. La Santé en action, (décembre 2018)Tiré du dossier EMPOWERMENT DES JEUNESURL : http://inpes.santepubliquefrance.fr/SLH/sommaires/446.asp?.