All Leadership articles – Page 188
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Blogs
Lessons to learn from Barclays
Bob Diamond appears to have seen nothing, heard nothing or known nothing. So said the Treasury Select Committee. But is it possible for chief executives to know everything that is going on in their organisation? Clearly not, but they do need to know what they should know.
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HSJ KnowledgeA few words on self-management
Multilingual peer educators in north west London are helping people in hard to reach communities manage their diabetes, say Sunder Chita and colleagues.
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CommentRuth Carnall: take the shakes out of the shake-ups
Revamping NHS organisations will always be intense but these lessons from London can help to make things easier.
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HSJ KnowledgeWhy patient leaders are the new kids on the block
In the first of a series of articles, David Gilbert and Mark Doughty look at the roles patient leaders can play and the challenges they face.
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HSJ Local
North Kirklees transitional accountable officer named
WORKFORCE: North Kirklees Clinical Commissioning Group has named Chris Dowse as its transitional accountable officer.
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LeaderWhy so many vacancies? Time to stop the NHS talent drain
Is the NHS heading for a leadership crisis?
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HSJ KnowledgeExploring attitudes to leadership among ‘grass roots’ doctors
Duncan Bland looks at the findings from nine leadership focus groups that reveal doctors’ definitions of clinical leadership, the skills they believed were important and the potential barriers to and enablers of leadership they perceived in the health system.
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HSJ KnowledgeA framework for nurturing leadership skills in doctor training
Doctors’ postgraduate training is the perfect time to nurture an understanding of the leadership framework, explain Amy Brockbank and her North Western deanery colleagues.
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HSJ KnowledgeHow to inject accountability into team performance
Role charters ensure everyone knows where they stand on accountabilities, say Graham Rich and James Kent.
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NewsExclusive: Stuart Bell to leave South London and Maudsley
Stuart Bell chief executive of the South London and Maudsley mental health foundation trust is to leave his job after 13 years, HSJ can reveal.
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NewsNumber of managers in NHS down by 5.7 per cent
The number of managers working in the NHS fell by nearly four times as much as other groups of staff over the past year, the NHS chief executive’s annual report reveals.
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NewsNew surveillance groups not 'command and control'
Planned new “quality surveillance groups” are not an attempt to impose “command and control” on the new system, the senior civil servant leading the work has said.
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HSJ KnowledgeThe NHS Commissioning Board local leadership challenge
The Commissioning Board’s local medical leads should be “shape shifters”, says David Black – flexibly commissioning a variety of services while keeping a clear strategic overview.
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NewsNHS needs new 'visionary' leadership style
The next generation of leaders in the NHS needs a different approach if the service is to deliver on future challenges, the man charged with leading the development of talent has told HSJ.
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HSJ KnowledgeHow to futureproof patient care
Peter Homa looks at how healthcare has evolved in the thirty-five years since the Silver Jubilee, and what can be done now to protect patient care from future difficulties.
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HSJ KnowledgeHow one trust's efficiency programme benefitted its foundation bid
As part of its foundation trust bid, Royal Wolverhampton Hospitals Trust embarked on a challenging three-year efficiency programme. Chief executive David Loughton explains what it achieved and how.
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HSJ Local
North Essex chair to stand down
WORKFORCE: North Essex Partnership Foundation Trust is looking for a new chair to replace Mary St Aubyn, who is standing down in November after nearly 10 years.
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NewsRevealed: highest-paid interim NHS chiefs on over £1k per day
The going rates for the health service’s most highly paid interim executives have been revealed as a result of a Treasury review of how public sector executives are employed.
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NewsFarrar: 'We are all culpable for failing to take big decisions'
NHS managers have avoided taking tough decisions and instead pursued short-term goals, according to the NHS Confederation’s chief executive.