Identifying goals with the NHS Healthcare Leadership Model

2014 ◽  
Vol 6 (3) ◽  
pp. 144-147 ◽  
Author(s):  
Peter Ellis ◽  
Jane Abbott
Keyword(s):  
Healthcare Leadership ◽  
Leadership Model

scholarly journals An Integrated Framework of Leadership for Healthcare Organizations to Navigate Through COVID-19 Crisis

2021 ◽  
Vol 16 (3) ◽  
pp. 16-20
Author(s):  
Mukul Kumar Jha
Keyword(s):  
Health Issues ◽  
Healthcare Organizations ◽  
Healthcare Leadership ◽  
Leadership Model ◽  
Integrated Framework ◽  
Leadership Challenges ◽  
Hours Of Work ◽  
Unique Framework ◽  
Model Of Practice ◽  
Healthcare Leaders

COVID-19 crisis has strained healthcare systems immensely creating a multi-front challenge to overcome. Healthcare leaders face stressful situations like long arduous hours of work, isolation from their loved ones, immense mental health issues along with fighting false narratives and campaigns by social media. Hence, there is a dire need for leaders to embrace this uncertainty and evolve by adopting a strategic shift in their mindset. To propose an effective functional leadership model of practice during crisis, author has undertaken a qualitative approach to understand the various literature published on crisis management, reviewed the literature on healthcare leadership, contextualized the papers about unique challenges posed by a crisis like COVID-19, and utilize the learnings to design an integrated framework for healthcare organizations to be applied during a crisis. Author presents a systems-based view of leadership challenges in healthcare organizations during a crisis and proposes a unique framework of 3A- Acknowledge, Activate, and Agility which could serve a comprehensive tool of strategic leadership for healthcare leaders to adopt during a crisis. When healthcare organizations adopt the principles embedded within 3A model elements, it would help them realize better patient outcomes, develop compassionate organizational culture, and enhance professional satisfaction within their teams.

The NHS Healthcare Leadership Model: the role of the renal manager

2014 ◽  
Vol 6 (4) ◽  
pp. 196-198
Author(s):  
Peter Ellis ◽  
Jane Abbott
Keyword(s):  
Healthcare Leadership ◽  
Leadership Model

Understanding the new NHS healthcare leadership model

2014 ◽  
Vol 6 (2) ◽  
pp. 90-92 ◽  
Author(s):  
Peter Ellis ◽  
Jane Abbott
Keyword(s):  
Healthcare Leadership ◽  
Leadership Model

scholarly journals Leadership: an effective human factor during COVID-19

BMJ Leader ◽  
2021 ◽  
pp. leader-2020-000384
Author(s):  
Adeel Abbas Dhahri ◽  
Jonathan Refson
Keyword(s):  
Human Factor ◽  
Well Being ◽  
Leadership Roles ◽  
Healthcare Leadership ◽  
Leadership Model ◽  
Administrative Roles ◽  
Team Members ◽  
Surgical Department ◽  
Managerial Roles ◽  
Hierarchical Decision

BackgroundA hybrid leader is an individual with a professional background who takes on managerial roles. For surgeons, leadership is a non-technical skill within a domain of a human factor and a diverse role that makes them an effective hybrid leader.ObjectivesWe hypothesised that a surgical leader acts as a link between different departments in an organisation to influence performance at the workplace to bring positive changes in healthcare and patient safety.MethodsWe followed the nine-dimension Healthcare Leadership Model (HLM) and reflected on the leadership roles within our surgical department at the Princess Alexandra Hospital NHS Trust, United Kingdom.ResultsChanges were quickly adopted and monitored while leadership learned adaptability to function quickly. Hierarchical decision making was removed while levelling up communication. Telemedicine was quickly adopted at both elective and ambulatory emergency settings. The local survey also showed trust and co-operation among team members.ConclusionsHybrid surgical leadership is a complex but divergent role that acts as a bridge between the surgical team and others in administrative roles that promotes safer patient outcomes and better well-being for the organisations’ members

An overview of the new NHS Healthcare Leadership Model

2014 ◽  
Vol 6 (1) ◽  
pp. 42-44 ◽  
Author(s):  
Peter Ellis ◽  
Jane Abbott
Keyword(s):  
Healthcare Leadership ◽  
Leadership Model

Putting the contradictions back into leadership development

2018 ◽  
Vol 39 (7) ◽  
pp. 859-872 ◽  
Author(s):  
Russ Vince ◽  
Mike Pedler
Keyword(s):  
Leadership Development ◽  
Final Section ◽  
Learning Opportunities ◽  
Alternative View ◽  
Healthcare Leadership ◽  
Leadership Model ◽  
Teaching Programme ◽  
Content Type ◽  
Organizational Environments ◽  
Leadership Behaviour

PurposeThe purpose of this paper is to outline an alternative view of leadership development that acknowledges the likelihood of unintended and contradictory outcomes in leadership work. Helping leaders to engage with contradictions is as important as developing their positive capabilities. A focus on the contradictions of leadership can help to address the emotional and political limitations that development programmes unwittingly impose on learning.Design/methodology/approachThe paper discusses how leadership development currently falls short in helping people to lead in complex organizational environments. This argument is illustrated by examples taken from MBA teaching programme in a School of Management together with an analysis of contradictions in the National Health Service Healthcare Leadership Model. The final section gives four examples of how to put the contradictions back into leadership development.FindingsThe paper does not seek to present empirical findings. The illustrations support an argument for changes in practice. Examples are provided of a different approach to leadership development.Originality/valueThe paper critiques approaches to leadership development on the grounds of its relentless positivity regarding leadership behaviour and that focusses primarily on the development of individuals. Attention is called to the contradictions inherent in leadership work which extend to the leadership development process itself. Once acknowledged, these contradictions offer important leadership learning opportunities for both individuals and organizations.

scholarly journals Functional Results-Oriented Healthcare Leadership: A Novel Leadership Model

2012 ◽  
Vol 27 (2) ◽  
pp. 104-107 ◽  
Author(s):  
Salem Said Al-Touby
Keyword(s):  
Functional Results ◽  
Healthcare Leadership ◽  
Leadership Model

Nimitz and Goleman: Study of a Civilian Leadership Model

2009 ◽  
Author(s):  
Derrick A. Dudash
Keyword(s):  
Leadership Model ◽  
Civilian Leadership

Real-World Application of the EI Leadership Model: Working With Worldviews in a Medical Organization

2012 ◽  
Author(s):  
Kelly Dyjak Leblanc ◽  
Caitlin Femac ◽  
Craig N. Shealy ◽  
Renee Staton ◽  
Lee G. Sternberger
Keyword(s):  
Real World ◽  
Medical Organization ◽  
Leadership Model ◽  
Real World Application
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