The paper seeks to describe a national strategic and multi‐professional clinical leadership programme designed and developed for the National Health Service in Scotland. It…
Abstract
Purpose
The paper seeks to describe a national strategic and multi‐professional clinical leadership programme designed and developed for the National Health Service in Scotland. It addresses the policy imperatives behind the programme, the local and national processes for identifying future clinical leaders and their preparation through the programme.
Design/methodology/approach
The background context and case for the programme are considered against international and local contexts. The programme's roots are explored, drawing upon the extensive consultation process used. The programme design is explained and the evaluation methodology and results are described.
Findings
Key learning related to programme design and delivery issues is highlighted, as is that relating to leadership itself.
Research limitations/implications
This is a one‐country case study but draws upon recent international good practice.
Originality/value
The case study identifies how a small (five million population) country can devise a strategic clinical leadership programme which reflects the distinctive direction adopted at policy level of working closely with clinical leaders.
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The application of behavioural science insights to the problems of work organisations is often given the generic title of Organisation Development (abbreviated to OD). However…
Abstract
The application of behavioural science insights to the problems of work organisations is often given the generic title of Organisation Development (abbreviated to OD). However, most accounts of OD interventions in the UK seem to describe events in the management levels of organisations (with the possible exception of job redesign exercises) and details of OD interventions in the industrial relations sphere are, at least in Britain, almost non‐existent. American accounts tend to treat management‐union relations purely as inter‐group problems and to ignore other aspects of the field. In this article an account is given of work undertaken by an internal OD unit within the UK National Health Service—in the area of joint consultation within a health authority—and some thoughts are offered on the most fruitful relationship between OD practice and the field of IR.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Helen Hancock, Steve Campbell, Pat Bignell and Julie Kilgour
This study sought to evaluate the impact and sustainability of the Leading Empowered Organisations (LEO) programme on the role of G Grade Nurse Managers, their colleagues and…
Abstract
Purpose
This study sought to evaluate the impact and sustainability of the Leading Empowered Organisations (LEO) programme on the role of G Grade Nurse Managers, their colleagues and therefore on patient care at CHS.
Design/methodology/approach
A qualitative, inductive research methodology, which employed 360‐degree research evaluation, was used. A purposive sample of four G Grade Nurse Managers was included. Each G Grade and eight of each of their colleagues were interviewed. Data were analysed according to the principles of thematic analysis.
Findings
There was evidence of a sustained impact of the LEO programme on G Grade Nurse Managers in relation to competence, action plans, delegation, communication strategies, problem solving, risk taking, leadership and management. The study also revealed a number of significant personal and contextual factors that affected the implementation of the LEO principles. Empowerment, or a lack of it, underpinned much of what occurred in the implementation of the LEO principles by the G Grades into practice.
Originality/value
The findings indicated that both organisational and individual action is necessary to achieve leadership development. Organisations need to ensure that investment in leadership is not restricted to the LEO programme, but that it becomes a strategic priority.
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This is a guide to networking; how to establish new groups and increase the creativity of those already in existence.
This paper aims to propose that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration…
Abstract
Purpose
This paper aims to propose that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers.
Design/methodology/approach
Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based.
Findings
The way forward for higher education institutions is to include work- or practice-based approaches alongside academic approaches.
Practical implications
The paper suggests that there is a challenge for higher education institutions to adopt and integrate practice-based development methods into their programme designs.
Originality/value
The paper provides a challenge to the future role of higher education institutions in developing leadership in healthcare.
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The purpose of this paper is to report a scoping review of reviews which investigated HLDP evaluations to determine: how the conceptualisation of leadership development programmes…
Abstract
Purpose
The purpose of this paper is to report a scoping review of reviews which investigated HLDP evaluations to determine: how the conceptualisation of leadership development programmes (HLDPs), and despite growing calls for robust evaluations of their pedagogic design, delivery and effectiveness, there are concerns regarding the quality of data associated with their evaluation. This scoping review of reviews investigated the reporting of HLDP evaluations to determine: how the conceptualisation of leadership underpinning HLDPs influence their evaluation; how the pedagogical approaches within HLDPs influence their evaluation; and the evaluation designs and measures used to assess HLDPs.
Design/methodology/approach
The scoping review was conducted on reviews of HLDPs. Searches were performed on four databases and on the grey literature. Data were extracted and a narrative synthesis was developed.
Findings
Thirty-one papers were included in the scoping review of reviews. A great deal of heterogeneity in HLDPs was identified. Evaluations of HLDPs were affected by poor data quality, and there were limitations in the evidence about “what works”. Leadership was conceptualised in different ways across HLDPs, and consequently, there was a lack of consistency as to what is being evaluated and the methods used to assess HLDPs.
Originality/value
This review of reviews summarises the current evidence on the evaluation of HLDPs. Evaluations of HLDPs need to explicitly account for the complexity of health systems, how this complexity impacts on the development and articulation of leadership practice, and how the underlying conceptualisation of leadership and the associated theory of change articulate a set of assumptions about how HLDPs support leaders to affect change within complex systems.
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This paper aims to make the case that there is a need to move beyond a focus on an approach to leadership development which is confined to health care only. It argues that, given…
Abstract
Purpose
This paper aims to make the case that there is a need to move beyond a focus on an approach to leadership development which is confined to health care only. It argues that, given the economic, financial, social and organisational context within which health and social care organisations in the UK operate, there is a need to develop leadership within health and social care systems, rather than within the existing “siloed” sectors.
Design/methodology/approach
The paper considers the context within which health and social care organisations in the UK operate; examines the nature of those organisations; makes the case for focusing on the health and social car system through systems leadership; and identifies the need for leadership, rather than leader development.
Findings
There is a danger of health and social care organisations “walking backwards into the future” with eyes fixed on the past. The future lies with treating health and social care as a system, rather than focusing on organisations. The current model is individual leader focused, but the emerging model is one of collective multi-agency teams.
Originality/value
The paper seeks to go beyond a health-care-only focus, by asserting that there is a need to regard health and social care as a single system, delivered by a multiplicity of different organisations. This has implications for the kind of leadership involved and for how this might be developed.
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The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD…
Abstract
The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.
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The purpose of this paper is to review eight major evaluations of leadership and management development programmes in parts of the UK National Health Service and also to identify…
Abstract
Purpose
The purpose of this paper is to review eight major evaluations of leadership and management development programmes in parts of the UK National Health Service and also to identify learning from these as a basis for an evaluation framework which focuses on impact within healthcare organisations.
Design/methodology/approach
Eight evaluations conducted over a 13‐year period are reviewed in terms of the staff groups covered, numbers involved, duration, programme elements, evaluation approach adopted and key learning points. General conclusions are derived from this review.
Findings
Although each evaluation relates to a unique context or setting, there are clear common messages running across all those studied which are of wider interest and concern.
Practical implications
The framework developed from the review may be useful to those commissioning, designing, delivering and evaluating leadership programmes.
Originality/value
The paper seeks to identify common learning across programmes involving some 1,653 people, ranging in duration from seven to 18 months and covering first‐line clinical management to executive director positions.