Leadership

New Evidence on Management and Leadership – NHS National Institute for Health Research – December 2013

Posted on January 10, 2014. Filed under: Health Mgmt Policy Planning, Leadership | Tags: |

New Evidence on Management and Leadership – NHS National Institute for Health Research – December 2013

 

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Leading Improvement Across the Continuum: Skills, Tools and Teams for Success – American Hospitals Association – October 2013

Posted on October 29, 2013. Filed under: Clin Governance / Risk Mgmt / Quality, Leadership |

Leading Improvement Across the Continuum: Skills, Tools and Teams for Success – American Hospitals Association – October 2013

Health Research & Educational Trust. (2013). Leading Improvement Across the Continuum: Skills, Tools and Teams for Success. Chicago, IL: Health Research & Educational Trust.

“As health care leaders implement diverse improvement projects, from reducing hospital-acquired infections to reducing obesity prevalence, they must identify the appropriate strategies for success across many different settings. This guide provides two new frameworks, the Improvement Continuum and the Leadership Action Model, for conceptualizing and planning improvement activities.

The Improvement Continuum describes four categories of improvement activities: topic or microsystem, care coordination, defined population and community health. For each of these categories, the framework describes the skills, tools and teams that lead to successful improvement efforts. The guide also includes a Leadership Action Model, a framework for how to use the Improvement Continuum. Equipped with these frameworks, leaders will be better able to design and implement improvement efforts of varying scope across diverse topics.”

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Changing of the guard: lessons for the new NHS from departing health leaders – Nuffield Trust – 28 March 2013

Posted on April 2, 2013. Filed under: Leadership | Tags: |

Changing of the guard: lessons for the new NHS from departing health leaders – Nuffield Trust – 28 March 2013

“Just prior to the new NHS structures going live in April 2013, we interviewed some of the most experienced NHS leaders to gather their lessons for the new generation of leaders.

These frank reflections from 12 former or soon-to-depart hospital, primary care trust (PCT) and strategic health authority (SHA) chief executives, along with health regulators, offer insights into the challenges they faced during the last decade or more in the NHS.”

… continues on the site

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Studying policy implementation using a macro, meso and micro frame analysis: the case of the Collaboration for Leadership in Applied Health Research & Care (CLAHRC) programme nationally and in North West London

Posted on October 23, 2012. Filed under: Knowledge Translation, Leadership, Research |

Studying policy implementation using a macro, meso and micro frame analysis: the case of the Collaboration for Leadership in Applied Health Research & Care (CLAHRC) programme nationally and in North West London
Sarah EM Caldwell and Nicholas Mays
Health Research Policy and Systems 2012, 10:32 doi:10.1186/1478-4505-10-32
Published: 15 October 2012

Abstract (provisional)

Background
The publication of Best research for best health in 2006 and the “ring-fencing” of health research funding in England marked the start of a period of change for health research governance and the structure of research funding in England. One response to bridging the ‘second translational gap’ between research knowledge and clinical practice was the establishment of nine Collaborations for Leadership in Applied Health Research and Care (CLAHRCs). The goal of this paper is to assess how national-level understanding of the aims and objectives of the CLAHRCs translated into local implementation and practice in North West London.

… continues on the site

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Capitalizing on Change: Building Leadership Competency in Public Health in Quebec – National Collaborating Centre for Determinants of Health – 2012

Posted on June 19, 2012. Filed under: Leadership, Public Hlth & Hlth Promotion | Tags: |

Capitalizing on Change: Building Leadership Competency in Public Health in Quebec – National Collaborating Centre for Determinants of Health – 2012

“The NCCDH produced a series of case studies that profile action on the social determinants of health in various setting. The cases are designed to help public health practitioners in a range of settings advance health equity within the scope of their practice.

Extensive changes to the health structure in Québec meant that public health risked being lost in the shuffle. Legislation in November 2005 merged public health services, traditionally provided through community service locations, into regional centres that included long-term care facilities and hospitals. Seizing the opportunity, Dr. Jocelyne Sauvé, Public Health Director for the region of La Montérégie, developed a detailed training program to embed a population health approach in the new managers, many of whom had little or no experience in public health. Her program was a resounding success, and is now being implemented province-wide, instilling a population-health perspective into all health service delivery.

Use this resource to:

Develop leadership in public health and health equity.
Make inroads into health care by capitalizing on public health successes.
Make ‘systems change’ by building health equity into planning and performance indicators.”

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Leadership Accountability in Canadian Healthcare: Creating the momentum to improve quality – Canadian Health Services Research Foundation – 29 August 2011

Posted on August 30, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Leadership | Tags: |

Leadership Accountability in Canadian Healthcare: Creating the momentum to improve quality – Canadian Health Services Research Foundation – 29 August 2011

Report on the Fifth Annual CEO Forum

“The theme of the 2011 CEO Forum, Leadership Accountability in Canadian Healthcare: Creating the momentum to improve quality, grew from a clear message heard at the 2010 forum: Canada must create a culture of excellence in healthcare. We wanted to use this year’s meeting to discuss how to create an atmosphere that encourages quality improvement, and to share practical strategies to create a high-performing, integrated healthcare system. We also wanted to talk about the infrastructure needed to support innovation and quality improvement; how to align accountability at different levels, and how to measure performance to improve outcomes and reduce inefficiency. The afternoon sessions explored strategies for getting better value for money in healthcare—variation research, integrated care models and disinvestments strategies. These strategies are described briefly in the “Breakout Discussion” boxes in this report.”  … continues on the site

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Engaging the next generation of health leaders: Perspectives of emerging health leaders – Healthcare Management Forum – Spring 2011

Posted on May 4, 2011. Filed under: Health Mgmt Policy Planning, Leadership | Tags: |

Engaging the next generation of health leaders: Perspectives of emerging health leadersHealthcare Management Forum – Spring 2011

“Abstract
Identifying and engaging the next generation of Emerging Health Leaders (EHLs) is a foremost challenge for the Canadian healthcare system. If intellectual capital is the currency of the 21st century, identifying and developing EHLs must be a strategic objective of innovative and progressive health organizations. We have integrated our experiential knowledge with some relevant findings from the literature and data collected from a cohort of EHLs to assist senior leaders and organizations with this challenge.”

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Evaluation of the Leadership Qualities Framework 360 review process – NHS Institute for Innovation and Improvement – August 2010

Posted on August 20, 2010. Filed under: Health Mgmt Policy Planning, Leadership | Tags: |

Evaluation of the Leadership Qualities Framework 360 review process – NHS Institute for Innovation and Improvement – August 2010

The NHS Leadership Qualities Framework (LQF) was launched in 2002 specifically for senior leaders within the NHS. The LQF is supported by a 360 review tool, designed to support individuals identify where their strengths and development needs align with the NHS Leadership Qualities. This report is an evaluation of the impact the LQF 360 tool has on the individual, the organisation and the wider NHS.

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Enhancing Engagement in Medical Leadership – NHS

Posted on January 14, 2010. Filed under: Leadership, Medicine | Tags: |

Enhancing Engagement in Medical Leadership – from the NHS Institute for Innovation and Improvement

“The Enhancing Engagement in Medical Leadership project is a jointly led by the Academy of Medical Royal Colleges (AoMRC) and the NHS Institute. This UK-wide project aims to promote medical leadership and help create organisational cultures where doctors seek to be more engaged in management and leadership of health services and non-medical leaders genuinely seek their involvement to improve services for patients across the UK. The project team has been working closely with the medical professional, regulatory and education bodies and health service organisations in promoting these goals.”

As part of the project we have developed:

A Medical Leadership Competency Framework which describes the leadership competences doctors need in order to become more actively involved in the planning, delivery and transformation of health services. We are working with the General Medical Council (GMC), Postgraduate Medical Education and Training Board (PMETB), Medical Schools, Medical Royal Colleges and Postgraduate Deaneries to embed these competences in undergraduate and postgraduate training. We are also working with health care organisations across the UK to encourage the use of these competences in the health service for development, recruitment and appraisal. A Medical Leadership Curriculum has been developed for the postgraduate phase of training, it can be downloaded here.

A Medical Engagement Scale which enables NHS trusts a greater insight to the level of engagement of doctors in their organisation and ways in which this engagement might be improved.

We have also undertaken several research projects including exploring the link between medical engagement and organisational performance, an international study of how doctors are prepared for leadership roles in other countries and how they are engaged in the management and leadership of the health service. We are currently undertaking a Medical Chief Executive study to better understand the factors that influence doctors to assume Chief Executive roles and identify how more doctors may be encourage to apply for these positions.

Further information about these various aspects of the project are available through the links on the right-hand side of the page. You can also download our latest project update here.”

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What can management theories offer evidence-based practice? – article 19 May 2009

Posted on May 20, 2009. Filed under: Evidence Based Practice, Health Systems Improvement, Knowledge Translation, Leadership |

Research article
What can management theories offer evidence-based practice? A comparative analysis of measurement tools for organisational context
Beverley French, Lois H. Thomas, Paula Baker, Chris R. Burton, Lindsay Pennington and Hazel Roddam
Implementation Science 2009, 4:28doi:10.1186/1748-5908-4-28 Published:     19 May 2009

“Abstract (provisional)

Background
Given the current emphasis on networks as vehicles for innovation and change in health service delivery, the ability to conceptualise and measure organisational enablers for the social construction of knowledge merits attention. This study aimed to develop a composite tool to measure the organisational context for evidence-based practice (EBP) in healthcare.
Methods
A structured search of the major healthcare and management databases for measurement tools from four domains: research utilisation (RU), research activity (RA), knowledge management (KM), and organisational learning (OL). Included studies were reports of the development or use of measurement tools that included organisational factors. Tools were appraised for face and content validity, plus development and testing methods. Measurement tool items were extracted, merged across the four domains, and categorised within a constructed framework describing the absorptive and receptive capacities of organisations.
Results
Thirty measurement tools were identified and appraised. Eighteen tools from the four domains were selected for item extraction and analysis. The constructed framework consists of seven categories relating to three core organisational attributes of vision, leadership, and a learning culture, and four stages of knowledge need, acquisition of new knowledge, knowledge sharing, and knowledge use. Measurement tools from RA or RU domains had more items relating to the categories of leadership, and acquisition of new knowledge; while tools from KM or learning organisation domains had more items relating to vision, learning culture, knowledge need, and knowledge sharing. There was equal emphasis on knowledge use in the different domains.
Conclusions
If the translation of evidence into knowledge is viewed as socially mediated, tools to measure the organisational context of EBP in healthcare could be enhanced by consideration of related concepts from the organisational and management sciences. Comparison of measurement tools across domains suggests that there is scope within EBP for supplementing the current emphasis on human and technical resources to support information uptake and use by individuals. Consideration of measurement tools from the fields of KM and OL shows more content related to social mechanisms to facilitate knowledge recognition, translation, and transfer between individuals and groups.”

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Leading improvement effectively: Review of research – March 2009 – UK The Health Foundation

Posted on April 17, 2009. Filed under: Health Systems Improvement, Leadership, Research |

Leading improvement effectively: Review of research – March 2009 – UK The Health Foundation

Evidence from research supports the common view that the right leader’s actions are important for improving quality and safety. Yet exactly what should different leaders do to achieve improvements in different healthcare services?

Research can provide some answers by using scientific methods to test or build theories using systematic observation. Using other knowledge can reduce the limitations of the research for answering this question. This review presents such knowledge, where research evidence is not available.

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The design and establishment of the Leadership Council

Posted on April 8, 2009. Filed under: Leadership, Workforce | Tags: , |

The design and establishment of the Leadership Council

For David Nicholson, NHS Chief Executive & Clare Chapman, Director General Workforce, NHS
by Sandra Dawson,
Professor, Judge Business School, University of Cambridge
Pam Garside,
Newhealth and Fellow, Judge Business School, University of Cambridge
Robyn Hudson
Strategic Development Manager, UCLH NHS Foundation Trust*
Colin Bicknell
Senior Lecturer and Consultant Vascular Surgeon, Imperial College

A team based at Judge Business School, University of Cambridge was commissioned in September 2008 by Clare Chapman, Director General NHS and Social Care Workforce and David Nicholson NHS Chief Executive to bring forward recommendations for the design of the NHS Leadership Council, as proposed in High Quality Care for All: NHS Next Stage Review, 2008 (NSR).

14 January 2009

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Inspiring leaders: leadership for quality – guidance for NHS talent and leadership plans 22 Jan 2009

Posted on April 8, 2009. Filed under: Health Mgmt Policy Planning, Leadership | Tags: |

Inspiring leaders: leadership for quality – best practice guideline

This is the first national guidance on talent and leadership planning for the NHS. Strategic health authorities (SHAs) have a key role to play in fostering investment and collaboration so that the right conditions are in place for improving talent and leadership development. The guidance has been designed with four SHA health economies and system-wide engagement to provide a framework for developing talent and leadership plans.   35 p.

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