Healthy London Partnership > Our work > Resources > Developing leaders and managers

Developing leaders and managers

To manage the increased scale and pace of change in such a complex and interdependent operational environment, there is a need to further identify, encourage and develop clinical and non-clinical leaders and managers. This will ensure the scale of transformation is achieved and delivered efficiently and effectively.

NHS Leadership Academy

The NHS Leadership Academy works with partners to deliver excellent leadership across the NHS to have a direct impact on patient care. Resources availble include, Healthcare Leadership Models, a Talent Management Hub and the TRUST model for effective and inclusive leadership.

Common insights

To drive forward the health and social care transformational agenda, further capability and capacity amongst leaders and managers is needed at all levels.

Inconsistent health and social care appraisal approaches do not provide managers and leaders with sufficient mentoring and professional development opportunities. As a consequence, a lack of overall direction and support for careers into management will develop. This could act as a barrier to developing emerging leaders and managers across the frontline workforce.

Given the degree of change at all levels across the health and social care system, leadership competencies in modern transformed services will differ to previously understood requirements. Existing leadership development programmes and methods may need to adjust to reflect this shift.

In cases where the scale, pace and complexity of change is high, leaders and managers will have significantly reduced capacity to focus on their professional development whilst also delivering the required change.

The development of leaders and managers at all levels is hindered by the shortage of sufficient leadership programmes to deliver the scale of professional development needed across the existing workforce.

Where there is a gap between the diversity of the local population and that of the workforce, including trust leadership and senior management, studies have highlighted that this under-representation adversely impacts on the provision of services across London.

Joint accountability for financial management and clinical delivery between managers and clinicians delivers improved value.

To ensure that best practice approaches are adopted in workforce deployment, management of flexible working practices, including ward round effectiveness, it is recognised the development of effective leaders and managers will be required.

Case studies

The TRUST model for effective and inclusive leadership: The NHS Leadership Academy outlines guidance on how to ensure the leadership community is representative of the groups that we serve.

Career development programme for BME and female staff: An overview of Barts Health Career Development Programme for black and minority ethnic and female staff.

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