All Leadership articles – Page 187
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NewsCommissioning board moves to halt NHS director exodus
The NHS Commissioning Board is attempting to stem the rapid drop in the number of senior clinical advisers by bringing in more expertise from primary care, NHS medical director Sir Bruce Keogh has told HSJ.
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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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CommentSue Slipman: there must be a line between management and regulation
The trouble with troubleshooters.
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HSJ KnowledgeHow to identify - and manage - conflicts of interest
Identifying, disclosing and managing conflicts of interest will help prevent the risk of issues coming back to haunt you, advise Jonathan Hayden and Ben Troke.
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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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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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CommentReaders' letters – 3 May 2012
Why revalidation should inform doctors’ professional development, and NHS 111 rollout fears
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CommentNigel Edwards: how Lansley's big vision got shredded
Does the Health Act leave Lansley powerless?
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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.
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HSJ KnowledgeHow to deliver integrated care alongside effective staff engagement
How and why is people management crucial to the success of integrated care? HSJ Award winner Jane Wells explains.
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HSJ KnowledgeLearning from listening: engaging the healthcare workforce
HSJ looks at three case studies from the Listening into Action programme aimed at engaging the NHS workforce.
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HSJ KnowledgeHow boards can better prepare for governance challenges
Research showing a clear gap between the theory and reality of board practice suggests there need to be changes to the governance systems that NHS organisations currently follow. Seamus Gillen looks at the challenges facing NHS boards.
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HSJ KnowledgeEngage staff by tuning in to their concerns - and celebrating their achievements
How can we engage 1.4 million NHS staff? Start by celebrating their achievements and ensuring that they feel empowered to drive change, says Hannah Forbes.
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HSJ KnowledgeHow localism really can be achieved in healthcare provision
Critics of the Health Act say the reform plans are about central control. In reality, the exact opposite is achievable if people are committed to making it happen, says John Rooke.
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NewsThree top NHS regional chiefs decline commissioning board roles
Three of the NHS’s most experienced and respected leaders have decided against joining the NHS Commissioning Board.
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NewsAccess to 'Top Leaders' coaching to be expanded
The Department of Health is considering expanding access to the intensive leadership coaching only currently available to those on the elite “Top Leaders” scheme, HSJ has learnt.
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HSJ KnowledgeHow staff can lead the way in a redesign
There is no shortage of examples of staff-led redesign saving money while improving care - the workforce just needs the permission to do it, writes RCN chief executive Peter Carter.
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HSJ KnowledgeHow to put great ideas into serious practice
Amazing ideas ran freely through one trust but it did not know how to make them a reality until it embedded innovation as a core value, explains Tony Bell.