Used the Balanced Scorecard model to develop an outline of the nurse ward manager role. This can help measure performance and provide a framework for managers to improve their skills. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
'Nurses who feel that they are treated fairly by their managers tend to have positive attitudes towards work, colleagues and management.' To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Looks at the importance of effective communication both in leadership and patient care. Covers different forms of communication and some practical ways to improve team members' communication skills.
Looks at what makes a bad boss; how to start constructive conversations and where to get help and support. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
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.
This interactive guide describes the common features of the AHP leadership journey, by combining insights and evidence from trust chief executives and chief AHPs. Its primary audience is aspiring AHP leaders and those with responsibility for developing the AHP workforce. It will also interest trust boards, commissioners and other system leaders, keen to recognise the AHPs’ potential for leading and delivery transformation across the health and care infrastructure.
Contact library for full text of these resources. Resources include: evidence-based nurse retention model; creating room for evidence-based practice: leader behavior in hospital wards; mentoring millennias for nursing leadership; model to streamline career progression for nurse managers; coaching approach to student nurse clinical leadership development; service user leadership and co-production in MH research; stress-preventive leadership in the workplace hospital; why nursing associates are splitting opinion;
We are excited to bring you a new podcast featuring Deborah Lee, Chief Executive, Gloucestershire Hospitals NHS Foundation Trust.
Listen to Deborah share her own experience with mental health and talk about the need for leaders to lead the way and tackle stigmas associated with mental illness.
Items include: millennial managers; recruiting the next generation of nursing leadership talent; leadership styles' influence on quality of nursing care; how proactive leadership helps address healthcare workforce challenges; physicians as leaders and managers in healthcare reform; leader's integrity and employee silence in healthcare; developing effective nurse leadership skills; gritty leaders; workplace strategies to reduce pharmacy leadership burnout; embracing diversity and inclusion in psychiatry leadership; book: values-based leadership in healthcare [on order for MPFT libraries!]; advanced practice nursing leadership; evidence-based leadership, innovation and entrepreneurship in nursing and healthcare;
Gamification is vital for engaging employees in a number of ways. Not only does it induce recognition mechanisms in employees, but it also helps them to learn the methods of collaboration, fun, and feedback. These four mechanisms are necessary for driving the basic human drivers – mastery, relatedness, purpose, and autonomy.
Items listed include: Views of 1st time NHS CEOs; lack of medical CEOs in NHS; 25 women leaders in UK healthcare; leadership events; the ideal hospital-based medical leader; research on quality improvement in five European countries; nurse practitioner views on leadership and research; informal clinical leadership as a catalyst for improving patient care quality and job satisfaction; super-hero to super-connector - changing leadership culture in the NHS; narrowing gender pay gap in NHS foundation trusts; best fit between leadership style and team-member interdependencies; mobilising evidence to improve nursing practice; facial expressions of authenticity; developing emerging leaders to support team-based primary care; does having been mentored affect subsequent mentoring?; impact of a compassionate care leadership programme; mindful leader development; exploring leadership drivers and blockers. Please contact the library if you'd like to read the full text of any of the articles in this resource.
Compassionate care delivery enhances patient satisfaction and quality of life and reduces nurse burnout. This study measured the perceptions of nursing and midwifery leaders regarding the impact of the ‘Leaders for Compassionate Care Programme’ on their personal development, learning experience, service and care delivery, programme quality, and satisfaction with the programme. To read the full article, log in using your MPFT NHS OpenAthens details.
Latest documents and articles on leadership include: report on need for more diverse leadership in the NHS; report on gender-related barriers to and facilitators of nurse leadership; flexible working arrangements; leadership survey: organisational culture is key to better health care; values-based leadership in health care; informal clinical leadership as catalyst for improving patient care quality and job satisfaction; three-roles model of responsible leadership; relationship between exclusive talent management, perceived organisational justice and employee engagement; pathway to leader emergence in self-managed work groups; gender differences in how leaders determine succession potential;
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.
Research has shown a positive relationship between practice leadership (frontline management focused upon supporting staff to work better) and better staff experiences of working with people with learning disabilities who may show challenging behaviours. However, little is known regarding the impact of frequency and accessibility of frontline managerial support upon staff experiences, or upon the provision of practice leadership. Current policy and practice in England may lead to frontline managers being responsible for more fragmented services, thus influencing the accessibility of managerial support and practice leadership for staff. The current study investigated the impact on staff experiences of frequency of contact with service manager and of practice leadership. . To read the full article, log in using your NHS Athens details. To access full-text: click “Log in/Register” (top right hand side). Click ‘Institutional Login’ then select 'OpenAthens Federation', then ‘NHS England’. Enter your Athens details to view the article.
Over the past decade we have seen an increasing focus on nurses as leaders. We are all familiar with the traditional leadership narrative and the often complex debate about ‘how to lead’ in today’s challenging and changing landscape of health and care. To read the full article, log in using your MPFT NHS OpenAthens details.
Blog post by Michael West and Suzie Bailey about how compassionate leadership can help the current feeling of overload among NHS staff and what compassionate leadership is not.
NHS managers are invited to join the Leading Healthy Workplaces train the trainer programme.
Held by NHS Improvement and Zeal Training Ltd the training programme will help managers understand, explore and develop supportive leadership and management behaviours to maximise their own potential as well as the staff they lead. Attendees will come away with practical tips, tools and techniques to deliver the training in your own organisation.
More articles and other resources on leadership in healthcare and generally. Contact the library if you need any help getting the full item. Topics this month include: HEE - workforce stress and the supportive organisation; three types of people needed for scale and spread in the NHS; developing the mindset of a successful leader; creating a culture of excellence; ACAS guidance on workplace neurodiversity; leadership perspective on HCAI guidelines implementation; healthcare portraiture and unconscious bias; women, healthcare leadership and societal culture; developing culturally competent and compassionate leaders; shared leadership and clinical team management; successful work cultures; servant leadership in healthcare; compassionate leadership in palliative and end of life care;
NHS England has funded a £2million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.
The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.
A new framework aimed at helping health and social care employers improve the mental wellbeing of their employees has been launched today by Health Education England (HEE).
Our popular people performance management toolkit has been refreshed to include links to new guidance and resources. The toolkit aims to support NHS managers to make time to discuss all aspects of performance with staff and to nurture talent in their teams.
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;
A new report from CIPD and Simply Health published shows a rise in stress is linked to poor management.
The research, which surveyed 1,078 organisations across the UK referencing 3.2 million employees shows that stress is a growing problem, and 37 per cent of UK businesses have seen an increase in stress-related absence.
The Chartered Institute of Personnel and Development (CIPD) have launched new menopause resources to help employers effectively support women going through menopause at work.
The resources are made up of three guides for HR teams and managers.
Leadership in today's NHS, either as a leader or follower, is everybody's business. In this article, an MSc student undertaking the Developing Professional Leadership module at King's College London describes two leadership models and considers their application to two dimensions of the NHS Healthcare Leadership Model: ‘Engaging the team’ and ‘Leading with care’. The author demonstrates the value of this knowledge to all those involved in health care with a case scenario from clinical practice and key lessons to help frontline staff in their everyday work. To read the full article, log in using your MPFT NHS OpenAthens details
How do you use information for your work and CPD? What do you think of MPFT library services? Tell us here and you could win £25 vouchers: https://www.surveymonkey.co.uk/r/B2JVNPR
Nurse managers at every level should ensure they stop discrimination and support fair treatment at work, say leaders. The RCN has stated that minority voices remain under-represented in managerial positions, and NHS leaders at middle and senior levels must identify and remove barriers to their progress. To read the full article, log in using your MPFT NHS OpenAthens details.
More must be done to release the leadership potential of mental health nurses in Wales, according to nurse leaders as a new set of ambitions were released for the profession. To read the full article, log in using your MPFT NHS OpenAthens details.
The article offers a guide for executives/business leaders to managing stress and avoiding burnout to ensure their effectiveness in their leadership role. Topics covered importance of time management to the efficiency of a leader, need for leaders to attend to their own feelings and emotions, tips on achieving work-life balance and ways to avoid burnout. To read the full article, log in using your NHS OpenAthens details.
Latest round-up of leadership articles, reports etc from a healthcare perspective. The library can help get hold of any articles listed here that you're interested in reading.
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.
Journal of Occupational Health Psychology Vol. 24, Iss. 1, (Feb 2019): 20-35. DOI:10.1037/ocp0000110
Addressing the stigma of mental illness and its effect in the workplace is a contemporary issue in occupational health. The role of leaders is a vital but relatively unexplored dimension of this phenomenon. This study examined the effectiveness and application of an online intervention to reduce depression-related stigma in organizational leaders.. To read the full article, log in using your NHS OpenAthens details.
NHS Employers' retention team will be hosting a lunchtime webinar on 7 March to discuss using key conversation with staff as a way to improve retention.
The webinar will take place from 1pm - 2pm and is for NHS HR staff and line managers. The session will examine the evidence behind how conversations can have a positive impact on staff retention and look at the different approaches NHS trusts have taken to implement them.
Read our latest case study to learn how Dorset HealthCare University NHS Foundation Trust improved its staff engagement results on the NHS Staff Survey.
Items include: increasing BME representation at senior level in NHS; improving mentorship at Combined - case study; Together we're better - organisational development and leadership factsheet from Staffs and Stoke on Trent STP; voices of [quiet] nursing students; teen health information literacy, empowerment and leadership programme in US; attachment and leadership; managing care errors in the wards; influence of change-oriented leadership on work performance and job satisfaction in hospitals; people with autism in the workplace; reducing turnover and improving retention of early career nurses;
This article encourages nurses to explore leadership in district nursing practice and community teams. ... The concept of compassionate leadership is presented and discussed using a case study approach. To read the full article, log in using your MPFT NHS OpenAthens details.
Sam Foster, Chief Nurse, Oxford University Hospitals, considers how clinical leaders in the NHS can best be empowered to lead, in light of the recent Kerr report. To read the full article, log in using your MPFT NHS OpenAthens details.
Open access. Collective or shared leadership approaches have been associated with team performance outcomes in several sectors. Based on this evidence, there have been calls for more inclusive approaches to leadership in healthcare settings, but guidance on how to achieve collective leadership is lacking. This study synthesised knowledge of interventions to introduce collectivistic leadership in healthcare settings.
As part of its work to improve staff engagement scores on the NHS Staff Survey, Lincolnshire Community Health NHS Trust has taken inspiration from the London Underground to develop a staff engagement tube map.
The case study looks at how the trust aimed to improve its Care Quality Commission rating and NHS Staff Survey score by focused on getting three areas right.
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).