Strong clinical and care professional leadership will be crucial to delivering improvements in care and population health as we build effective integrated care systems across England. This is why NHS England and Improvement recently published guidance on the topic, the culmination of an extensive engagement exercise with more than 2,000 professionals. This webinar sees professionals from around
(Edited publisher abstract)
Strong clinical and care professional leadership will be crucial to delivering improvements in care and population health as we build effective integrated care systems across England. This is why NHS England and Improvement recently published guidance on the topic, the culmination of an extensive engagement exercise with more than 2,000 professionals. This webinar sees professionals from around the country share their knowledge on how to make this a reality and join a discussion about common opportunities and issues. The session explores how systems might meaningfully engage in decision making, the full range of clinical and care professional leaders at every layer of an ICS, and how they might strengthen professional collaboration across sectoral, professional and hierarchical boundaries. How can these changes be meaningfully implemented and what is the impact of working in this way? How will the guidance support the structural, legal and workforce changes that are set to form ICSs from 1 April 2022, subject to parliamentary approval.
(Edited publisher abstract)
This case study begins to explore the impact of the COVID-19 pandemic on the priorities, challenges and behaviours of system leaders. This is not a comprehensive review and the objective of this case study is to start an important conversation about the impact of COVID-19 on system leadership. The case study involved four interviews with a range of system leaders across the Hertfordshire and West...
(Edited publisher abstract)
This case study begins to explore the impact of the COVID-19 pandemic on the priorities, challenges and behaviours of system leaders. This is not a comprehensive review and the objective of this case study is to start an important conversation about the impact of COVID-19 on system leadership. The case study involved four interviews with a range of system leaders across the Hertfordshire and West Essex Integrated Care System (ICS). The interviews explored the following: the challenging factors for effective system leadership during the COVID-19 pandemic; the enabling factors for effective system leadership during the COVID-19 pandemic; the behaviours of system leaders highlighted as being most beneficial during the COVID-19 pandemic; the positive impact COVID-19 has had on the development of multi-professional, collaborative leadership models and the journey towards integrated care; the support and development needs of system leaders that have been accentuated by the COVID-19 pandemic; and essential next steps for system leaders following the COVID-19 pandemic. The cases study shows that having invested a lot of time and effort into developing strong relationships with partners at the ICP and the ICS level prior to COVID-19 proved to be crucial when trying to respond effectively to the pandemic. Crucially, COVID-19 has accelerated the journey that systems were already on towards integrated care and collaborative leadership models – it has impacted on the perceptions and use of technologies; increased levels of information sharing; led to new partnerships being formed; encouraged health and social care sectors to think about how they could work together in more streamlined ways to maximised capacity. This case study is an appendix to the main report 'How might leadership roles evolve in integrated health and care systems?'
(Edited publisher abstract)
Subject terms:
Covid-19, integrated care, leadership, systems leadership;
This guidance supports the development of distributed clinical and care professional leadership across integrated care systems (ICSs). It describes ‘what good looks like’ in this regard, based on an extensive engagement exercise involving over 2,000 clinical and care professional leaders from across the country, led by a multiprofessional steering group. The document describes two core...
(Edited publisher abstract)
This guidance supports the development of distributed clinical and care professional leadership across integrated care systems (ICSs). It describes ‘what good looks like’ in this regard, based on an extensive engagement exercise involving over 2,000 clinical and care professional leaders from across the country, led by a multiprofessional steering group. The document describes two core expectations for Integrated Care Boards (ICBs) to ensure clinical and care professional leadership is embedded in ICS arrangements from April 2022 and five core design principles for effective clinical and care professional leadership across ICSs. These include: integrating clinical and care professionals in decision making at every level of the ICS; creating a culture of shared learning, collaboration and innovation, working alongside patients and local communities; ensuring clinical and care professional leaders have appropriate resources to carry out their system role(s); providing dedicated leadership development for all clinical and care professional leaders; and identifying, recruiting and creating a pipeline of clinical and care professional leaders. It is part of a set of resources developed by NHS England and NHS Improvement to guide NHS leaders in their preparations to establish statutory ICS arrangements from April 2022.
(Edited publisher abstract)
Subject terms:
leadership, integrated care, integrated services, systems leadership;
Summarises the findings from a follow-on day of former participants to the Leadership for Change programme. Leadership for Change was a bespoke systems leadership programme which stemmed from the Imagining the Future work and was based on a number of key assumptions: human services organisations can be understood by using a living/social systems frame of thinking rather than a mechanistic frame...
(Edited publisher abstract)
Summarises the findings from a follow-on day of former participants to the Leadership for Change programme. Leadership for Change was a bespoke systems leadership programme which stemmed from the Imagining the Future work and was based on a number of key assumptions: human services organisations can be understood by using a living/social systems frame of thinking rather than a mechanistic frame; an uncertain and unpredictable future in which change is constant and in which new knowledge is emergent; and a complex and interdependent care system. Two years on and the group felt they wanted to get back together to: reconnect as a group; refresh themselves on systems leadership practices; consider how to maintain the Community going forward; and consider a strategic challenge the Community might work on during 2017, using the systems leadership skills and tools they have developed. Participants felt that they had practical experience of developing personal resilience as systems leaders, and that that was something valuable, which others may be interested in. Much of the follow-on day was spent discussing what the Imagine the Future community of practice offer might be to the wider health and social care sector. For many, understanding things from a systems perspective had helped them to see the value in acting as 'disrupters'; challenging conventional, mechanical thinking.
(Edited publisher abstract)
Subject terms:
systems leadership, change management, leadership, training;
Community Development Journal, 46(4), October 2011, pp.493-510.
Publisher:
Oxford University Press
Community development is a process which may arise from the initiatives of people within the community, utilising their social capital with relatively few economic or human capital resources. An individual or a group must mobilise the community for this purpose. It has been argued that leadership is an essential element of change. However, the literature on community development rarely addresses...
Community development is a process which may arise from the initiatives of people within the community, utilising their social capital with relatively few economic or human capital resources. An individual or a group must mobilise the community for this purpose. It has been argued that leadership is an essential element of change. However, the literature on community development rarely addresses the issue of emergent leadership. This article suggests that in order to answer the question of how the community is mobilised for development, the issue of leadership must be addressed, and a theoretical lens of complexity theory is used to analyse the ways in which leadership emerges. The article explores the issue of leadership in five community case studies from Australia, Sweden and Uruguay. Seven themes are identified, which are consistent with complexity theory: embedded networks; shared decisions; open systems; vision; practical management skills; succession planning; and energy, commitment and perseverance.
Subject terms:
leadership, community development, decision making, systems leadership;
...relying on command and control to bring about change; performance management has contributed to improvements in care but has had negative consequences, including disempowering staff and fostering a culture of compliance; there is an overreliance on regulation and an urgent need to value trust and restore respect between leaders at all levels; central leadership is needed on some issues and local
(Edited publisher abstract)
This paper focuses on the changes needed to create the conditions in which ICSs can improve outcomes for patients and the public and outlines a series of simple rules to guide those leading the reform programme. The ideas put forward are intended to provide a basis for debate with healthcare leaders and others in England about next steps. The paper starts from the premise that a key role of leaders is to harness the intrinsic motivation of health and care staff and public health teams to perform to the best of their abilities. Key points include: the NHS has evolved from an administered to a managed service with a complex overlay of competition, inspection and regulation; throughout its history, national leaders have expressed an ambition to devolve decision-making within the NHS even when relying on command and control to bring about change; performance management has contributed to improvements in care but has had negative consequences, including disempowering staff and fostering a culture of compliance; there is an overreliance on regulation and an urgent need to value trust and restore respect between leaders at all levels; central leadership is needed on some issues and local leadership on others, supported by peer challenge and support and the use of information on comparative performance; the partnerships that make up ICSs should draw on intelligence about the diverse populations served and harness community power in discharging their functions; the role of regions should be reviewed when ICSs have demonstrated their ability to act as system leaders, with a view to streamlining the organisation of the NHS; a major effort is needed to cultivate systems thinking and systems leadership and to build a ‘team of teams’ to underpin new ways of working; ICSs themselves should operate on the basis of subsidiarity and foster a culture of innovation and improvement in the neighbourhoods, places and organisations that make up systems; NHS leaders must engage in political management and push back on interventions that run counter to aspirations to devolve decision-making; a number of simple rules are proposed to support these developments; these rules should be tested and refined in the light of experience.
(Edited publisher abstract)
Subject terms:
systems leadership, integrated care, governance, accountability, leadership;
This collection of essays brings together a range of voices, representing different institutions and stakeholders, to show how place-based leadership is already developing. All contributors share a recognition that collaboration beyond organisational boundaries is essential.
(Edited publisher abstract)
This collection of essays brings together a range of voices, representing different institutions and stakeholders, to show how place-based leadership is already developing. All contributors share a recognition that collaboration beyond organisational boundaries is essential.
(Edited publisher abstract)
Subject terms:
place-based approach, leadership, joint working, collaboration, systems leadership;
Provides insights into the challenges faced by current and future NHS leaders, making some concrete recommendations on how they may be overcome. The report summarises the findings from a series of meetings where leading experts shared their views. Attendees included senior figures from national policy bodies; thought leaders and academics; patient leaders and advocates; clinicians; and leadership...
(Edited publisher abstract)
Provides insights into the challenges faced by current and future NHS leaders, making some concrete recommendations on how they may be overcome. The report summarises the findings from a series of meetings where leading experts shared their views. Attendees included senior figures from national policy bodies; thought leaders and academics; patient leaders and advocates; clinicians; and leadership experts. The paper also draws on the wider evidence gathered through a public call for evidence. It argues that the current debate on healthcare leadership, nationally and internationally, is about integration and systems leadership, arguably a reinvention of consensus management, but this time between organisations rather than within them. The paper looks at the evidence for a crisis on leadership, the causes of this crisis, the state of clinical leadership and the changing nature of the NHS and its leadership. It suggests that the era of managing single NHS organisations is coming to an end and that future managers will need to learn to influence across primary and secondary care, as well as between health and social care in an increasingly complex consumer driven environment. The report sets out a number of recommendations to help make system leadership more manageable, more attractive and more sustainable.
(Edited publisher abstract)
Subject terms:
NHS, leadership, systems leadership, managers, integrated care;
This guide looks at the key aspects of a holistic talent management and succession planning approach. Drawing on current research into collective leadership, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide is intended to enable board members and senior
(Edited publisher abstract)
This guide looks at the key aspects of a holistic talent management and succession planning approach. Drawing on current research into collective leadership, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide is intended to enable board members and senior leaders to challenge their current thinking on managing talent and succession planning and to help them decide which processes and systems need to be in place to support the recruitment, development, retention and deployment of a future agile and mobile workforce.
(Edited publisher abstract)
Subject terms:
leadership, recruitment, staff retention, staff development, systems leadership;
...the inevitable opposition; and pursue stability of leadership, something that has proved difficult in a context of frequent reorganisation of the provider and commissioning landscape. There was consensus among those interviewed that much more needs to be done to develop system leaders. This could include ‘buddying’ younger, less experienced managers and clinical leaders with more experienced counterparts
(Edited publisher abstract)
This report draws on the experiences of ten senior leaders to look in depth at the skills needed to be a system leader. The ten individuals are from different backgrounds and work in different contexts, and give some very candid reflections on their successes and failures. But they share a track record of having tried to bring about change (not always successfully) through using ‘soft’ power, enabling others to see and deliver the changes that are needed. Interviewees gave similar views on how to go about achieving system change and the barriers that need to be overcome. They emphasised the following strategies: start with a coalition of the willing, build an evidence base, and build outwards, engaging clinicians in understanding the need for change and to lead efforts to achieve that change; involve patients, service users and carers because they have an invaluable role to play in helping to identify which services need to be redesigned; strike the right balance between constancy of purpose and flexibility by facilitating conversations about what needs to change and how, being flexible about how that might be achieved, and ensuring the momentum is there to deliver change despite the inevitable opposition; and pursue stability of leadership, something that has proved difficult in a context of frequent reorganisation of the provider and commissioning landscape. There was consensus among those interviewed that much more needs to be done to develop system leaders. This could include ‘buddying’ younger, less experienced managers and clinical leaders with more experienced counterparts, and doing more to protect whistle-blowers. But there was some debate as to whether system leadership can be taught, or needs to be learnt the hard (and long) way.
(Edited publisher abstract)
Subject terms:
interviewing, systems leadership, leadership, skills, change management;