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FOLLOWING the initial development of Convair's delta‐winged aircraft, a new concept of fuel tank design became imperative because it is necessary to use every available cubic inch of space for fuel storage in relatively thin wings.

While the need for leadership in health care is well recognised, there is still the need to better understand how leadership contributes to improving healthcare services. The body of knowledge concerning improvement has grown significantly in recent years, but evidence about links between leadership and health services improvement remains poor, especially within the UK National Health Service. It remains unclear how and why leadership is important to service improvement, and how leadership development can optimise service improvement.This paper describes a study commissioned by The Health Foundation, exploring the links between leadership behaviours reported by clinicians and managers in NHS organisations and their service improvement work. The study highlights leadership behaviours that appear to be positively associated with NHS improvement work. This paper provides insights into which aspects of leadership are used for different types of improvement work and considers lessons for leadership development.

The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice.

This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries.

This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform.

To highlight the benefits and barriers to shared leadership for doctors.

Offers an alternative to traditional approaches to leadership.

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.

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.

Key learning related to programme design and delivery issues is highlighted, as is that relating to leadership itself.

This is a one‐country case study but draws upon recent international good practice.

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.

The purpose of this paper is to investigate to what extent an engaging or authentic leadership style is related to higher levels of patient safety performance.

A survey and/or interview of 53 medical and dental staff on their perceptions of leadership style in their unit was conducted. Scores obtained from 51 responses were averaged for each question and overall performance was compared with unit specific hand hygiene (HH) compliance data. Interview material was transcribed and analysed independently by each member of the research team.

A modest negative relationship between this leadership style and hand hygiene compliance rates (r=0.37) was found. Interview data revealed that environmental factors, role modelling by the leader and education to counter false beliefs about hand hygiene and infection control may be more important determinants of patient safety performance in this regard than actual overall leadership style.

The sample was relatively small, other attributes of leaders were not investigated.

Leadership development for clinicians may need to focus on situational or adaptive capacity rather than a specific style. In the case of improving patient safety through increasing HH compliance, a more directive approach with clear statements backed up by role modelling appears likely to produce better rates.

Little is known about patient safety and clinical leadership. Much of the current focus is on developing transformational, authentic or engaging style. This study provides some evidence that it should not be used exclusively.

The purpose of this paper is to surveys classic and recently developed strategies for quality monitoring and real-time control of laser-based, directed-energy deposition.Additive manufacturing of metal parts is a complex undertaking. During deposition, many of the process variables that contribute to overall build quality – such as travel speed, feedstock flow pattern, energy distribution, gas pressure, etc. – are subject to perturbations from systematic fluctuations and random external disturbances.

Sensing and control of laser-based, directed-energy metal deposition is presented as an evolution of methods developed for welding and cladding processes. Methods are categorized as sensing and control of machine variables and sensing and control of build attributes. Within both categories, classic methods are presented and followed by a survey of novel developments.

Additive manufacturing would not be possible without highly automated, computer-based controllers for processing and motion. Its widespread adoption for metal components in critical applications will not occur without additional developments and integration of machine- and process-based sensing systems to enable documentation, and control of build characteristics and quality. Ongoing work in sensing and control brings us closer to this goal.

This work serves to introduce researchers new to the field of additive manufacturing to common sources of process defects during metal powder-based, directed-energy deposition processing, and surveys sensing and control methods being investigated to improve the process. The work also serves to highlight, and stress the significance of novel developments in the field.

Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution.

The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress).

The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress.

The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance.

The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

This issue is a selected bibliography covering the subject of leadership.

Empathy, or the process of feeling or knowing how another feels, is a critical component of social interactions, and may be of particular importance to organizational functioning. This chapter addresses a literature gap on empathy in organizational contexts by providing a review of empathy research in a management setting.

We integrate the developing field of empathy research and provide a conceptual framework built on Ashkanasy’s (2003) five levels of analysis in emotions research, emphasizing within-person, between-person, interpersonal, group-level, and organization-level processes.

Our model addresses the complaint that empathy definitions are not consistent by illustrating how the level of analysis alters the view of empathy’s role in organizations.

This multi-level model of empathy provides a framework to identify gaps in the empathy literature and make recommendations for future research.

This new model of empathy will help practitioners use and understand empathy by providing a structure of how empathy is manifested in organizational settings.

The field of empathy research has been limited by inconsistent definitions and a lack of a model that outlines how empathy is used in organizations. This multi-level model of empathy provides the necessary framework for researchers and practitioners to advance the research and practice of empathy in organizations.