Over the Christmas break we are bringing you a round-up of the best articles from our Leadership, Commissioning and Innovation and Efficiency channels. Today we focus on leadership and governance
In light of the Francis and Keogh report, which dominated much of NHS organisations’ planning around accountablility and safe reporting, Ian McDowell suggests that by redefining non-executive director roles they can encourage moral leadership and avoid repetition of the failures at Mid Staffordshire. Paula Higson examines how shifting the focus of non-executives to a few simple questions could dramatically improve the effectiveness of the role; and Josephine Ocloo tackles the governance of patient safety within foundation trusts and how the role of trust governor can be expanded to benefit care.
The NHS needs to focus more on encouraging conscience leadership if it wants to avoid a repetition of past failures. Ian McDowell suggests this can be encouraged through the redefinition of non-executive director and governor roles.
Mike Roddis responds to the crisis of moral leadership within the NHS, in light of events at Mid Staffordshire and Morecambe Bay.
Paula Higson suggests how focusing on a few simple questions could dramatically improve the effectiveness of non-executive directors.
The NHS could improve patient care by expanding the role of trust governors, says Josephine Ocloo.
Using the example of a German system of corporate governance, Naomi Chambers and Bill Gregory explain how the role of foundation trust governor can be developed further.
As part of our BME Pioneers week, Lord Victor Adebowale, chief executive of Turning Point, writes that the NHS requires leaders who are aware of who they are and their impact on others; a task that is not as easy as simply stating it.