Effective Healthcare Leadership (eBook)

Dr Melanie Jasper is Principal Lecturer at the Institute of Medicine, Health and Social Care, University of Portsmouth and also the Editor of the Journal of Nursing Management. Melanie Jasper is Course Leader for MSc Nursing Studies, MA Advanced Professional Practice in Healthcare and the Professional Doctorate in Nursing at the University of Portsmouth. Dr Mansour Jumaa is Principal Lecturer of Health Care and Nursing Management at the School of Health and Social Sciences, Middlesex University, and is also Director of the Sussex Research and Development Centre for Work Based Learning (CWBL).

Contents 7
Foreword 13
List of Contributors 15
Introduction 21
Section 1 The Challenges of Leadership in Healthcare 29
1.The Context of Healthcare Leadership in Britain Today 31
Introduction 31
The context of leadership within the British National Health Service 32
A culturally specific concept of leadership 33
Transformational leadership –the latest trend? 35
Leadership in nursing –a case study for healthcare 37
Small steps –giant strides 44
Leadership is about influencing what happens tomorrow today 45
2.What is Leadership?A Critical Overview of Frameworks, Models and Theories 48
Introduction 48
Significant leadership approaches from the early twentieth century to present day 49
Leadership,power,style and culture of the organisation 51
Understanding leadership particularly in nursing and in healthcare 52
A more realistic model for understanding leadership situations 52
Conclusions 57
3.What is Effective Healthcare Leadership?A Case Study of the NHS in England 60
Introduction 60
What is the goal of effective leadership in healthcare in England? 61
The nature of the stakeholder relationship 64
Managing within an environment of trust 64
How effective is healthcare leadership currently perceived? 65
Who or what could sustain effective healthcare leadership and when? 67
Summary and conclusions 72
4.Strategic Leadership for Healthcare Management 76
Whole-picture leadership 76
Vision,goals and targets 77
Changes to the scenery of healthcare provision 78
Training for strategic leaders 79
Diversity 80
Transparent behaviour through the management code 81
Creating the environment 82
Intervention and risk 83
The recipe for success 84
5.Healthcare Governance Through Effective Leadership 86
The challenges of leadership for healthcare governance 86
Setting leadership in the context of modernisation:key drivers 87
Defining the terms healthcare governance and leadership 89
Demonstrating the complementary and integrated nature of healthcare governance and leadership 94
Making it happen 98
Conclusions 100
Section 2 Using the CLINLAP/LEADLAP Model for Effective Healthcare Leadership 105
6.The CLINLAP Model –A Model for Nursing Management and Leadership Development 107
Introduction 107
A multiperspective modelling approach to leadership development in nursing and healthcare 108
The CLINLAP model ’s assumptions 109
How the CLINLAP model was developed 110
Why strategic leadership now? 113
Specific clinical goals –stages 1 and 2 of the model 114
Explicit clinical roles 115
Operationalising the model through the five strategic questions 115
Finding answers to the five strategic questions 119
The final stage of the model –implementing high quality service/care 120
What are the findings and lessons learnt from these activities? 121
Why the CLINLAP model approach? 121
Advantages of the CLINLAP model 122
Disadvantages of the CLINLAP model 123
Sustainable healthcare performance 123
Facilitating the clinical leadership process 124
The environment for CLINLAP 124
Summary and conclusions 125
7.Implementing the CLINLAP Model –A Case Study of Policy Change in Managing Deliberate Self-Harm 128
Introduction 128
Background 129
Application of the CLINLAP model in effective care processes 131
Conclusions 145
8.Leadership Through Group Clinical Supervision 148
Introduction 148
What is clinical supervision? 149
Why was this project needed? 151
What are leadership and management? 152
How can group clinical supervision facilitate leadership/management development? 152
Towards a new definition of group clinical supervision 153
Why the CLINLAP way? 153
Research aim and questions 154
Methodology 154
When can research and development become an empowerment process? 155
Project activities 157
The context of the district nurse ’s world prior to group clinical supervision 158
Content and processes of group clinical supervision 159
Project outcomes 164
Management and leadership skills for supervisors of group clinical supervision 165
9.Leadership for Evidence-Based Practice 167
Introduction 167
The context of the study –the Finnish healthcare system 167
The terms of reference of the study and the research questions 168
A focused literature review 169
Project activity including methods and processes 173
Rationale for collaborative inquiry 173
A small case study –the hallmark of the ‘Finnish way ’ 177
Key findings of the inquiry 179
The new nurse leader as stakeholder manager and strategic planner for EBP –a felt need for change and acting on that change 181
A high quality R& D activity –could this approach be applied elsewhere?
Conclusions and recommendations 184
10.Leadership for Emotional Intelligence 187
Introduction 187
What is meant by resources and capabilities for leadership in emotional intelligence? 188
What is emotional intelligence? 189
Why develop emotional intelligence competencies and capabilities in nursing and healthcare? 192
The leadership necessary for the development and sustaining of necessary emotional intelligence resources and capabilities 196
Conclusions 202
Section 3 Strategies for Making a Difference in Healthcare Leadership 205
11.Leading Change in Primary and Community Care 207
The challenges of the shifting focus of healthcare delivery 207
Leadership and the policy framework 207
Leadership in primary care 209
Clinicians in strategic leadership roles 212
Multiprofessional leadership training –service development and commissioning 214
Shifting boundaries and changing practice –inter-agency leadership training and development 216
Conclusion –the changing roles of nurses and healthcare professionals 218
12.Leading an Older Persons ’Outreach and Support Team Through Transformational Leadership 221
Introduction 221
Transformational leadership 221
Key principles for authentic transformational leadership 222
Learning to lead 223
Starting with the vision 223
A self-managed team in a complex organisation 225
Dealing with adversity 226
The growth factor 228
Quality control 230
On reflection 230
Back to the future 232
13.Leadership for Practice Development 235
Introduction 235
The nature and purpose of practice development 236
Influence of leadership on practice developement and change 238
Leadership roles in practice development:transformational leader,facilitator,practice developer 239
Reflecting on the influences of leadership and approaches to practice development in action:the realities of practice 243
Conclusions 247
14.Leadership in an Interprofessional Context:Learning from Learning Disability 250
The challenges of working in an interprofessional context 250
The challenges of interprofessional practice 251
Leadership approaches used in this study 252
Origins of transformational leadership roles 253
The participants 253
The research process 253
The conceptual framework for practice 254
Exploring the concepts and practice characteristics 255
The framework in practice 259
Learning to apply the framework 259
Example of practitioner use of the framework 260
Outcomes from using the framework 264
Fitness for purpose:a role in transforming services? 265
What can be learnt for learning disabilities practice? 265
Wider application of the framework 267
Conclusions 267
Section 4 Challenges for Leadership in the Future 271
15.The Challenges for Leadership in the Future 273
Introduction 273
Challenge one:gaining hearts and minds –the challenge of culture change 273
Challenge two:leadership-for-all 275
Challenge three:overcoming traditional boundaries/barriers 278
Challenge four:education for leadership 279
Conclusions 283
Index 284