All HSJ Leadership articles – Page 7
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Comment'Reform could lead a transition to a non-hierarchical NHS'
Charles Alessi on implementing the reforms.
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HSJ KnowledgeApplying leadership to organisational change
Effective leadership programmes work to a model of organisational change; Charles Marshall explains how to make this a reality.
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HSJ KnowledgeHow to successfully lead from within a partnership
Leading from within a partnership may sound like a paradox but with care it can be done. Adam Turner looks at how to go about it
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HSJ KnowledgeHow an MBA programme is helping staff to lead more effectively
Clinical and non-clinical leaders in London are thinking more strategically and commercially thanks to an MBA programme that helps staff be more effective in the workplace.
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HSJ KnowledgeCollaboration can bring improvements in the quality and productivity of care
Barbara Green examines the barriers to improving quality and productivity in the NHS through collaboration.
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HSJ KnowledgeWhy effective teamwork is a cliché crucial to collaboration
Peter Homa discusses the vital place of effective teamwork in healthcare delivery.
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NewsNicholson calls for 'leap forward' in management style
The NHS chief executive said the management style of the service will have to make a “great leap forward” if it is to survive with little or no investment in the future.
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Comment'It is within leaders' power to make things better'
Professor Chris Ham on leadership for engagment.
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Comment'The NHS needs strong leadership at all levels'
Skilled and confident leaders are vital in helping the NHS overcome the challenges it faces, writes Institute of Leadership and Management chief executive Charles Elvin.
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HSJ KnowledgeHow international health links can help the NHS workforce develop
Brenda Longstaff explores how health links between the NHS and developing countries deliver benefits to the NHS workforce.
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HSJ KnowledgeThriving in the NHS - five tips for healthcare leaders
Redundancies, reduced budgets and endless uncertainty. Being a senior manager in the NHS certainly brings its challenges. But there is a way to turn almost every high-pressure situation into an opportunity to shine, as Judith Krichefski explanis.
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HSJ KnowledgeDial Q for quality: the programme helping healthcare leaders deliver change
To improve quality leaders must focus on relationships that facilitate change. Daloni Carlisle looks at a project to develop the right skills.
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Comment'Clinical engagement cannot be considered too expensive now'
HSJ interviews Dr Richard Bohmer on the scale of challenge facing NHS organisations.
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HSJ KnowledgeWonderful workplaces: how to design 'doable jobs' for staff
Staff are happiest and most productive when their jobs are “doable” – so how do we go about achieving this state of workplace nirvana, ask Lubna Haq and Sharon Crabtree.
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Blogs
Clinician involvement is key - but keep an eye on the cost
It is vital that clinicials are involved in setting new organisation structures and plans, writes Dr Jonathan Fielden, but they must be committed to the cause.
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HSJ KnowledgeWill clinical leadership be the panacea for all health service woes?
Be careful what you wish for, warns Dr Shikha Pitalia, as clinicians are burdened with expectation that their new decision making powers can right all the wrongs in the NHS.
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HSJ KnowledgeWhy collaboration is the new tool of effective peer leadership
The end of job security for senior NHS staff is giving rise to a new era in which the “peer leader” collaborates to tackle tough problems. Robin Douglas and Jane Keep explain.
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Blogs
Are online patients empowered patients?
Liberating health data can stimulate innovation and get patients involved in their own health, according to one speaker at a US event. Pamela Garside blogs about whether this approach could take off in the UK as well.
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HSJ KnowledgeHow coaches can get the best out of leaders' skillsets
A good coach can help leaders adapt their management style, resulting in better use of their skills. Sue Mortlock hears some success stories.
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HSJ KnowledgeCase study: how coaches help managers improve their performance
Two managers share their experiences of using coaching sessions to improve their skills - and consequently performance in their roles.