Quality in Ageing and Older Adults, 16(3), 2015, pp.177-182.
Publisher:
Emerald
Purpose: The purpose of this paper is to share information regarding the Global Action Against Dementia Legacy, to critically reflect on the views of the Canadian Young Leaders of Dementia and to strengthen the impact of their voices in the global discussion surrounding dementia. Design/methodology/approach: This offers a critical reflection and review of the innovative intergenerational discussions and solutions offered by younger Canadians – specifically, the Millennial Generation. Findings: The paper provides insights about how change and solutions in dementia actions may be established through intergenerational collaboration. Research limitations/implications: Researchers are encouraged to make room for the voices of younger, less established generations in both discussions and research related to dementia. The younger generations will provide future direction to the Global Action Against Dementia Legacy so it is time to hear their voice too. Originality/value: This paper draws on developments in the Canadian context to highlight the potential of encouraging a less-usual, intergenerational approach to developing engagement, research and solutions in dementia.
(Edited publisher abstract)
Purpose: The purpose of this paper is to share information regarding the Global Action Against Dementia Legacy, to critically reflect on the views of the Canadian Young Leaders of Dementia and to strengthen the impact of their voices in the global discussion surrounding dementia. Design/methodology/approach: This offers a critical reflection and review of the innovative intergenerational discussions and solutions offered by younger Canadians – specifically, the Millennial Generation. Findings: The paper provides insights about how change and solutions in dementia actions may be established through intergenerational collaboration. Research limitations/implications: Researchers are encouraged to make room for the voices of younger, less established generations in both discussions and research related to dementia. The younger generations will provide future direction to the Global Action Against Dementia Legacy so it is time to hear their voice too. Originality/value: This paper draws on developments in the Canadian context to highlight the potential of encouraging a less-usual, intergenerational approach to developing engagement, research and solutions in dementia.
(Edited publisher abstract)
This book provides an overview of the key skills required of leadership for those working with people with dementia. Person-centred dementia care relies on leadership that supports the ongoing process of learning about and valuing individuals, their feelings, strengths and needs, and using this knowledge to enhance wellbeing and create a positive care environment. This book aims to equip readers...
This book provides an overview of the key skills required of leadership for those working with people with dementia. Person-centred dementia care relies on leadership that supports the ongoing process of learning about and valuing individuals, their feelings, strengths and needs, and using this knowledge to enhance wellbeing and create a positive care environment. This book aims to equip readers with the practical skills, knowledge and confidence necessary to lead person-centred dementia care. Topics covered include: the key goals for person-centred dementia care, and the type of leadership approach most likely to bring them to fruition; common barriers to person-centred dementia care, and how leaders can identify and combat them; how to nurture, support and empower staff; how to maximise the effectiveness of verbal and written communications; and how as a leader to respond to challenging situations and risk. The book will be of interest to those with a formal or informal leadership role within a wide range of dementia care settings, including managers, deputy managers, team leaders, service managers and experienced care staff involved in leading or mentoring others.
Subject terms:
leadership, person-centred care, staff management, dementia;
Dementia: the International Journal of Social Research and Practice, 18(6), 2019, pp.1976-1993.
Publisher:
Sage
Dementia Care Mapping is an internationally applied method for enhancing person-centred care for people with dementia in nursing homes. Recent studies indicate that leadership is crucial for the successful implementation of Dementia Care Mapping; however, research on this topic is rare. This case study aimed to explore the influence of leadership on Dementia Care Mapping implementation in four...
(Edited publisher abstract)
Dementia Care Mapping is an internationally applied method for enhancing person-centred care for people with dementia in nursing homes. Recent studies indicate that leadership is crucial for the successful implementation of Dementia Care Mapping; however, research on this topic is rare. This case study aimed to explore the influence of leadership on Dementia Care Mapping implementation in four nursing homes. Twenty-eight interviews with project coordinators, head nurses and staff nurses were analysed using qualitative content analysis. Nursing homes that failed to implement Dementia Care Mapping were characterised by a lack of leadership. The leaders of successful nursing homes promoted person-centred care and were actively involved in implementation. While overall leadership performance was positive in one of the successful nursing homes, conflicts related to leadership style occurred in the other successful nursing homes. Thus, it is important that leaders promote person-centred care in general and Dementia Care Mapping in particular. Furthermore, different types of leadership can promote successful implementation.
(Edited publisher abstract)
Subject terms:
case studies, dementia, policy implementation, leadership, person-centred care, nursing homes;
Gloucestershire's multiagency training and education strategy group has developed a dementia link worker role in care homes to promote best practice in dementia care. To ensure that care managers and staff understand the importance of the dementia link worker role the Dementia Leadership Award training programme was developed. Aimed at care-home owners, managers and clinical leads throughout...
Gloucestershire's multiagency training and education strategy group has developed a dementia link worker role in care homes to promote best practice in dementia care. To ensure that care managers and staff understand the importance of the dementia link worker role the Dementia Leadership Award training programme was developed. Aimed at care-home owners, managers and clinical leads throughout Gloucestershire, the training has helped to improve the quality of dementia care. The programme has helped to create a person-centred, staff-centred working environment. It also enables them to support the advanced training these team members undertake, and appreciate their own significant impact on the quality of care delivered to people with dementia. A short case study provides an overview of how one participant benefited from the Dementia Leadership Award training programme and gained ownership of her role as a care home manager.
Subject terms:
leadership, managers, person-centred care, staff development, training, care homes, dementia;
Journal of Dementia Care, 20(6), November 2012, pp.30-32.
Publisher:
Hawker
This article describes a project conducted by the Learning and Development Team for Derbyshire County Council’s Adult Care Department with the staff and managers at Staveley Community Care Centre. The aim of the project was to embed a person-centred culture of care in the services for the people with dementia who live at or visit the facility. Although staff had received training in best practice in person-centred dementia care, it wasn’t bringing about the required changes in care practice. For person-centred care to be embedded into the culture of care, it needs to be demonstrated through modelling and coaching. An 8-stage model was developed during which 3 team members worked alongside the staff and management to model good practice. The model of training has helped staff to make real-life links between theory and practice. Management now work alongside staff supporting the implementation of good person-centred care. There has been an improvement in the well-being of people living on the unit, a move from task-centred to person-centred care, a reduction in inappropriate antipsychotic medication, and an improvement in staff morale.
This article describes a project conducted by the Learning and Development Team for Derbyshire County Council’s Adult Care Department with the staff and managers at Staveley Community Care Centre. The aim of the project was to embed a person-centred culture of care in the services for the people with dementia who live at or visit the facility. Although staff had received training in best practice in person-centred dementia care, it wasn’t bringing about the required changes in care practice. For person-centred care to be embedded into the culture of care, it needs to be demonstrated through modelling and coaching. An 8-stage model was developed during which 3 team members worked alongside the staff and management to model good practice. The model of training has helped staff to make real-life links between theory and practice. Management now work alongside staff supporting the implementation of good person-centred care. There has been an improvement in the well-being of people living on the unit, a move from task-centred to person-centred care, a reduction in inappropriate antipsychotic medication, and an improvement in staff morale.
Subject terms:
leadership, person-centred care, staff management, training, adult social care, dementia;
Dementia: the International Journal of Social Research and Practice, 11(2), March 2012, pp.263-274.
Publisher:
Sage
...on persons with more advanced dementia, based on the work of Jitka Zgola (n=5 leaders). Resident characteristics linked with successful leadership were identified. The results demonstrate that long-term care residents are capable of leading a variety of group activities for persons with dementia, which increases the number of individuals available for leading activities within programs and facilities
This study aimed to: determine whether nursing home residents from several different long-term care facilities could effectively lead group activities; to expand the number of activities available to residents by including a new type of activity for patients with more advanced dementia; and to examine the amount of staff assistance needed by Resident–Assisted Programming (RAP) leaders. Data were collected from four facilities in the Cleveland area. Residents in these long-term care facilities were trained to fill the role of group activity leaders using a RAP training regimen. RAP training enabled residents across a wide range of mental status levels to fill the role of group leaders for persons with dementia in two Montessori-based activities (n=6 leaders) and in an activity which focused on persons with more advanced dementia, based on the work of Jitka Zgola (n=5 leaders). Resident characteristics linked with successful leadership were identified. The results demonstrate that long-term care residents are capable of leading a variety of group activities for persons with dementia, which increases the number of individuals available for leading activities within programs and facilities providing care for persons with dementia. The scheme also provides the opportunity for RAP leaders to fulfil meaningful social roles in these facilities.
Subject terms:
leadership, leisure activities, long term care, nursing homes, training, user participation, dementia;
Health and Social Care in the Community, 19(4), July 2011, pp.438-448.
Publisher:
Wiley
...service priorities; valuing staff; and solution-focused approaches. Some organisations described their service as being person-centred without the necessary cultural shift to make this a reality. The participants highlighted resource constraints and the knowledge, attitudes and personal qualities of staff as a barrier to implementing person-centred care. Leadership style, the way that managers’ support
Implementing person-centred care within services for people with dementia or their carers is difficult in practice. This article explores the impact of organisational culture in the provision of person-centred care in respite-care or short-break services for people with dementia. As part of a mixed-methods study of respite care and short breaks for people with dementia and their carers, 49 telephone semi-structured interviews, 2 focus groups, and 5 face-to-face in-depth interviews involving front-line staff and operational and strategic managers were completed. Qualitative thematic analysis of transcripts identified 5 themes on aspects of organisational culture that are perceived to influence person-centred care: understandings of person-centred care; attitudes to service development; service priorities; valuing staff; and solution-focused approaches. Some organisations described their service as being person-centred without the necessary cultural shift to make this a reality. The participants highlighted resource constraints and the knowledge, attitudes and personal qualities of staff as a barrier to implementing person-centred care. Leadership style, the way that managers’ support and value staff and the management of risk were considered important influences. The article concludes that person-centred dementia care is not strongly embedded in the organisational cultures of all local providers of respite-care and short-break services. Provider organisations should be encouraged to develop a shared culture at all levels of the organisation to ensure person-centred dementia care.
Subject terms:
leadership, organisational culture, person-centred care, short break care, carers, dementia;
Journal of Dementia Care, 18(6), November 2010, pp.24-26.
Publisher:
Hawker
This article argues that person-centred dementia care services require person-centred leadership. Without good leadership, staff lack clear priorities, goals and motivations, and the needs of people with dementia often go unmet. The article describes an accredited course in dementia care leadership developed by the author in partnership with Quantum Care. The Dementia Care Leadership Programme
This article argues that person-centred dementia care services require person-centred leadership. Without good leadership, staff lack clear priorities, goals and motivations, and the needs of people with dementia often go unmet. The article describes an accredited course in dementia care leadership developed by the author in partnership with Quantum Care. The Dementia Care Leadership Programme is highly practical course for managers which builds on their understanding of person-centred dementia care by developing the knowledge, skills and behaviour required to lead a quality dementia care service. It is structured around four units: managing person-centred dementia care; developing communication and relationships; supporting staff and managing challenges; and establishing systems and structures. The coursework includes focusing on a person with dementia whose low level of well-being is giving cause for concern. A case study from this coursework demonstrates the effectiveness of the facilitative management approaches taught by the course. Another important component of the course is the ‘Learning Walk’ in which participants gather evidence that will help them better understand the nature of communication and engagement within their care settings and develop a plan of action. The article also describes a second training programme aimed at non-managerial dementia care leaders, referred to as ‘Dementia Champions’.
Subject terms:
leadership, managers, person-centred care, staff management, training, dementia;
Inspiring sets out a compelling vision of dementia care. It provides evidence for this vision with an example of a model service and summarises two inspiring interviews with leaders with valuable lessons to share. It ends with a 50 point Action Checklist for services to appraise themselves and to develop their future action planning.
Inspiring sets out a compelling vision of dementia care. It provides evidence for this vision with an example of a model service and summarises two inspiring interviews with leaders with valuable lessons to share. It ends with a 50 point Action Checklist for services to appraise themselves and to develop their future action planning.
Subject terms:
leadership, managers, social services, staff, training, care homes, dementia;
This Collection brings together the latest evidence on the quality of care in care homes, and how to improve it, including the importance of leadership, tools and techniques to help people with dementia, and the use of technology. The findings are important for those commissioning, regulating, working and living in care homes. Care homes are responsible for a vulnerable group of people...
(Edited publisher abstract)
This Collection brings together the latest evidence on the quality of care in care homes, and how to improve it, including the importance of leadership, tools and techniques to help people with dementia, and the use of technology. The findings are important for those commissioning, regulating, working and living in care homes. Care homes are responsible for a vulnerable group of people with complex health and social care needs. This presents a considerable leadership and care challenge. Care homes need proactive support and engagement from the wider health and care system. And within each home, a well-trained, stable workforce is the key to making improvements. Care homes need to invest in their managers and staff in order to deliver person-centred care, tailored to each individual. Once in place, the evidence shows that this approach can improve the experience of both residents and staff. Importantly, by reducing the involvement of GPs and hospitals, it can be cheaper to deliver. There is a need to improve the care offered to many residents. Good evidence now exists on approaches that can help care homes effectively manage and care for their residents.
(Edited publisher abstract)
Subject terms:
older people, care homes, residential care, adult social care, quality improvement, dementia, leadership, information technology, evidence-based practice;