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
Speaking at the NHS Providers annual conference, the Health Secretary announced new measures to bring in the sharpest graduates and aspiring leaders and turn them into chief executives of the same standard as the best in the NHS and the private sector.
Mr Hunt acknowledged the challenges hospital leaders face, saying that running a hospital is one of the most difficult jobs in Britain today.
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.
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.
Nurses have been called to lead change to advance the health of individuals, populations and systems. Conceptual clarity about leading change in the context of nursing and healthcare systems provides an empirical direction for future research and theory development that can advance the science of leadership studies in nursing. Login using your SSSFT NHS OpenAthens for full text. SSOTP - You can request a copy of this article by replying to this email. Please ensure you are clear which article you are requesting.
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.
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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.