Leading the health service into the future: transforming the NHS through transforming ourselves

Akhtar, Mansoor; Casha, James Norbert; Ronder, Julia; Sakel, Mohamed; Wight, Catherine; Manley, Kim

doi:10.19043/ipdj.62.005

Cited by 14 publications

(14 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Applied practice using action learning sets was shown to be effective in providing participants with the opportunity to use their skills in a safe environment, while the workplace project enabled participants to apply their skills in their local context. This action learning, where there is active learning within the context of a workplace (Dewing, 2010, Akhtar et al, 2016, is considered a fundamental element leading to the success of this It has been suggested that 'person-centredness is ultimately concerned with human flourishing' (Dewing and McCormack, 2017, p.150). Enhanced workplace engagement and workplace culture outcomes found with this leadership program indicate an improved capacity of the allied health leaders to flourish through well-being, a sense of empowerment and achievement (Dewing and McCormack, 2017).…”

Section: Overall Results Have Clearly Demonstrated That the Allied Hmentioning

confidence: 99%

“…Applied practice using ALSs was shown to be effective in providing participants with the opportunity to use their skills in a safe environment, while the workplace project enabled participants to apply their skills in their local context. This action learning, where there is active learning within the context of a workplace (Dewing, 2010;Akhtar et al, 2016), is considered a fundamental element leading to the success of this program.…”

Section: Person-centred Healthcarementioning

confidence: 99%

See 1 more Smart Citation

Developing allied health leaders to enhance person-centred healthcare

Bradd

Travaglia

Hayen

2018

JHOM

View full text Add to dashboard Cite

Purpose: This article presents finding from a mixed methods study investigating leadership development of allied health practitioners within a large public healthcare organisation in Australia. Design/methodology/approach: The South Eastern Sydney Local Health District Allied Health Leadership Development Program was undertaken with an allied health cohort (n=16) between May 2014 and March 2015 and comprised all-day workshops, action learning sets and individual coaching. Using experiential learning, the program tested whether practice development methods and action learning approaches developed the leadership skills of participants compared with a control group (n=17). Descriptive statistics were collected to evaluate participant and program outcomes. Leadership, workplace culture and engagement measures were analysed as part of the study. Findings: The Allied Health Leadership Development Program received high ratings by participants. They reported enhanced skills in leading self and others through mechanisms such as critical reflection and facilitation, and greater confidence managing change and with engaging staff, colleagues and patients in decision-making affecting the quality and safety of healthcare. Statistically significant differences were found with transformational leadership elements, leadership outcomes, and measures of workplace culture and engagement after program completion for intervention group participants, compared with the control group. Research implications: Results provide new empirical evidence about the effectiveness of using practice development for allied health leadership development. Practical implications: This low-cost leadership program can be replicated by other organisations. Originality/value: Outcomes from an allied health leadership development program have not been previously reported in the literature.

show abstract

Section: Overall Results Have Clearly Demonstrated That the Allied Hmentioning

confidence: 99%

Section: Person-centred Healthcarementioning

confidence: 99%

Developing allied health leaders to enhance person-centred healthcare

Bradd

Travaglia

Hayen

2018

JHOM

View full text Add to dashboard Cite

show abstract

“…[24] Where an individualistic profession focus perpetuates siloed leadership programmes, competency in interprofessional leadership cannot be gained. [26] Knowledge and awareness of the interplay between professions is key to leading the contemporary healthcare system and services provided. Leadership in this context is therefore required to not only acknowledge the contributing professions but their culture, identity and unique skill mix.…”

Section: Methodsmentioning

confidence: 99%

The Future of Allied Health leadership in New Zealand-Aotearoa: A literature review

George

Webster²

2021

APJHM

View full text Add to dashboard Cite

Background: The allied heath, scientific and technical (allied health) workforce is the second largest workforce in New Zealand, providing diagnostic, therapeutic and preventative services. Increasingly consumers present with complex conditions requiring multiprofessional integrated services and a legacy of profession-focused leadership development is being challenged. [1] Future health and disability systems require leaders prepared to lead complex services, less focussed on their professional background and more on understanding their interprofessional services. [2, 3] The Allied health workforce is well placed to lead these systems, providing interprofessional experience, a biopsychosocial lens and collaborative models of practice. Aim: To provide an understanding of the literature and research available that addresses the leadership of healthcare services by allied health clinicians. Methodology: An initial database review was completed using a systematic approach, across CINAHL complete; EBSCO Business; Medline; and EBSCO Health databases from March 2020 to September 2020. An expanded search used Google Scholar and NZ, UK and Australian based government websites to access institutional documents, such as policies, reviews and reports. Results: The review identified an emerging pool of research on allied health leadership in Australia and the UK but a paucity of literature on allied health leadership in New Zealand. Three themes were identified and explored within the article: health leadership frameworks, current state and barriers and enablers identified. Conclusions: Literature advocates for a broader scope of clinicians into strategic leadership roles. Despite evidence of strategic allied health roles in New Zealand there remains a dearth of literature on allied health leadership. To foster and sustain the development of allied health leaders in New Zealand it is important to understand the enablers that impact this process.

show abstract

“…This listening enables what is important to people to be heard and is the starting point for reflection, stretching our current thinking and innovating together (Hewison and Morrell, 2014;Cummings et al, 2010;Dewar et al, 2017;Dewar and Cook, 2014;Adamson et al, 2011;Gottlieb, 2013;Hannah, 2016;Sharp, 2018) Leadership (priorities, values, beliefs). Helping ourselves and others to take the risk and harness the learning from disappointments alongside delights (Manley et al, 2011;The King's Fund, 2011;Best et al, 2012;Manley and Titchen, 2016;Akhtar, 2016;Adamson et al, 2011;Sharp, 2018) Commitment, well-being, staff satisfaction and retention Improved confidence to speak up, self-awareness and empowerment leading to increased skills, improved relationships and career development Teams are healthy, effective and empowered with cultures of active learning, engagement, reflection and adaptation Have a strong team commitment to better practice, creativity, innovation and improving performance Guiding light 4: Lighting up the known and the yet to be known Aspiring to be a source of steadiness in the midst of change by Sharing information on what is known and stable Showing a level of comfort engaging with uncertainty and valuing that what will light the way forward will be found in relationships which (Soo Young, 2017;Edmonson, 2010;Hewison and Morrell, 2014;Cummings et al, 2008;Karimi et al, 2017;Hurlock-Chorostecki and McCallum, 2016;Stavrianopoulos, 2012;Hutchison and Jackson, 2012;NHS England, 2015;Dewar and Cook, 2014;Best et al, 2012;Akhtar et al, 2016;Manley et al, 2008;Plsek and Wilson, 2001 The realist evaluation identified a contextual...…”

Section: Allied Health Professional Leadershipmentioning

confidence: 99%

“…The second mechanism is actively seeking out multiple perspectives with a real desire to see the world through the eyes of others, recognising everyone is an expert of their own experience (National Improvement and Leadership Development Board, 2017;Soo Young, 2017;Sharp, 2018). This mechanism places value on cultures that place value on patient experience (Akhtar et al, 2016) and commitment to hearing a range of perspectivesfor example, patient storiesand using this evidence to inform practice (Dewar and Cook, 2014;Sharp, 2018). This links to a third mechanism that enables the exploration of contributions and strengthsby focussing on engagement (Davies, 2013;West et al, 2015;Akhtar et al, 2016) in different and creative ways enabling a blending of different types of knowledge (people's experience, research, policy, etc) (Sharp, 2018).…”

Section: Lhs 344mentioning

confidence: 99%

Strengthening nursing, midwifery and allied health professional leadership in the UK – a realist evaluation

Jackson

McBride

Manley

et al. 2021

LHS

Self Cite

View full text Add to dashboard Cite

Purpose This paper aims to share the findings of a realist evaluation study that set out to identify how to strengthen nursing, midwifery and allied health professions (NMAHP) leadership across all health-care contexts in the UK conducted between 2018 and 2019. The collaborative research team were from the Universities of Bangor, Ulster, the University of the West of Scotland and Canterbury Christ Church University. Design/methodology/approach Realist evaluation and appreciative inquiry were used across three phases of the study. Phase 1 analysed the literature to generate tentative programme theories about what works, tested out in Phase 2 through a national social media Twitter chat and sense-making workshops to help refine the theories in Phase 3. Cross-cutting themes were synthesised into a leadership framework identifying the strategies that work for practitioners in a range of settings and professions based on the context, mechanism and output configuration of realist evaluation. Stakeholders contributed to the ongoing interrogation, analysis and synthesis of project outcomes. Findings Five guiding lights of leadership, a metaphor for principles, were generated that enable and strengthen leadership across a range of contexts. – “The Light Between Us as interactions in our relationships”, “Seeing People’s Inner Light”, “Kindling the Spark of light and keeping it glowing”, “Lighting up the known and the yet to be known” and “Constellations of connected stars”. Research limitations/implications This study has illuminated the a-theoretical nature of the relationships between contexts, mechanisms and outcomes in the existing leadership literature. There is more scope to develop the tentative programme theories developed in this study with NMAHP leaders in a variety of different contexts. The outcomes of leadership research mostly focussed on staff outcomes and intermediate outcomes that are then linked to ultimate outcomes in both staff and patients (supplemental). More consideration needs to be given to the impact of leadership on patients, carers and their families. Practical implications The study has developed additional important resources to enable NMAHP leaders to demonstrate their leadership impact in a range of contexts through the leadership impact self-assessment framework which can be used for 360 feedback in the workplace using the appreciative assessment and reflection tool. Social implications Whilst policymakers note the increasing importance of leadership in facilitating the culture change needed to support health and care systems to adopt sustainable change at pace, there is still a prevailing focus on traditional approaches to individual leadership development as opposed to collective leadership across teams, services and systems. If this paper fails to understand how to transform leadership policy and education, then it will be impossible to support the workforce to adapt and flex to the increasingly complex contexts they are working in. This will serve to undermine system integration for health and social care if the capacity and capability for transformation are not attended to. Whilst there are ambitious global plans (WHO, 2015) to enable integrated services to be driven by citizen needs, there is still a considerable void in understanding how to authentically engage with people to ensure the transformation is driven by their needs as opposed to what the authors think they need. There is, therefore, a need for systems leaders with the full skillset required to enable integrated services across place-based systems, particularly clinicians who are able to break down barriers and silo working across boundaries through the credibility, leadership and facilitation expertise they provide. Originality/value The realist evaluation with additional synthesis from key stakeholders has provided new knowledge about the principles of effective NMAHP leadership in health and social care, presented in such a way that facilitates the use of the five guiding lights to inform further practice, education, research and policy development.

show abstract

Leading the health service into the future: transforming the NHS through transforming ourselves

Cited by 14 publications

References 0 publications

Developing allied health leaders to enhance person-centred healthcare

Developing allied health leaders to enhance person-centred healthcare

The Future of Allied Health leadership in New Zealand-Aotearoa: A literature review

Strengthening nursing, midwifery and allied health professional leadership in the UK – a realist evaluation

Contact Info

Product

Resources

About