All Leadership articles – Page 7
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NewsTrust chair quits following dispute with CEO and directors
A trust chair who “exceeded her authority” in suspending the organisation’s chief executive has stood down.
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NewsNational A&E lead named by NHSE
NHS England has appointed a new national urgent and emergency care clinical lead after the previous director stepped down last month.
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NewsNHSE rows back on controversial target
NHS England has rowed back on what was widely understood to be a new target for the proportion of patients it wanted “diverted” away from waiting lists, after accusations it was rationing care.
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CommentBoards should not rely on assurance reports when assessing cyber risk
The people who prepare the NHS England assurance reports dealing with risks such as cyber attacks are good at their jobs. Unfortunately, that is the problem
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NewsNHSE whistleblowing takeover ‘will have chilling effect’
NHS England’s plan to take over a key whistleblowing initiative will have a “chilling effect” on staff wishing to speak up, experts have warned.
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NewsDHSC ran nine-day recruitment for national role
The Department of Health and Social Care left an application window of just nine days to recruit a co-chair who will oversee delivery of its national cancer plan.
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NewsTwo trusts announce joint chair
Two trusts who have said they want to work more closely together have appointed a joint chair.
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NewsFourteen trusts rated red for ‘capability’
NHS England has rated 14 trusts “red” for “capability” – meaning their management has been unable to “grip” long-running problems.
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NewsDHSC medical director revealed
An integrated care board member has been appointed as the new national medical director across the Department of Health and Social Care and NHS England.
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NewsTrust loses ‘outstanding’ rating
A trust’s leadership has been downgraded from an “outstanding” rating to “requires improvement” by the care watchdog, which cited poor management practices, “pockets of poor culture” and bullying.
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NewsChief nurse appointed as trust CEO
A trust’s chief nurse has been appointed as its permanent chief executive.
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CommentManagers can prevent another contaminated blood scandal
On the eve of a national memorial, NHS leaders must confront preventable transfusion harm, embed safer practice, and deliver change
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NewsTwo directors resign amid trust leadership dispute
Two non-executive directors have resigned from a trust whose chief executive is suspended amid a dispute with the chair.
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CommentCultural differences in British society are being ignored by NHS reform
Structural reforms ignore how to handle cultural differences within the population, leaving clinicians without frameworks for making complex decisions, risking inequity, unsafe care, and weak accountability
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NewsGovernors block CEO appointment pushed by NHSE
A trust’s governors voted to block an NHS England proposal to appoint a new chief executive without an open recruitment process, claiming the move would “bypass due process”.
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NewsICB appoints new CEO amid reopening of staff consultation
An integrated care board has recruited a new substantive CEO, to replace an exec whose £300,000 exit payment faces ongoing scrutiny.
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HSJ PartnersStrengthening NHS leadership through emotional intelligence
Across the NHS, chief executives and senior leaders are facing a familiar set of pressures: falling staff morale, workforce shortages, and relentless operational demands. These challenges dominate today’s leadership conversations. Yet within them lies an opportunity to rethink how leadership itself is developed and practised.
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NewsChair ‘exceeded authority’ when suspending trust chief, investigation finds
A trust chair “exceeded her authority” and “badly handled” the suspension of its chief executive, according to investigation findings seen by HSJ.
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CommentLeadership resilience is not just about endurance
Leadership resilience narratives overlook systemic pressure, leaving NHS leaders internalising strain while structural demands erode decision-making, wellbeing, and organisational effectiveness
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CommentHow boards handle pressure is more important than any plan
Boards are constantly balancing two roles: translating external demands into something coherent, and transmitting those demands to maintain assurance. How that balance shifts under pressure has profound consequences for behaviour, learning and improvement