Summary
The National Institute for Health Research (NIHR) has collated evidence on management and leadership. Findings from sixteen recent studies on leadership and management practice are reviewed. The aim is to improve services for patients, whilst keeping control of costs.
Reference
NIHR Health Services and Delivery Research Programme (2013). New Evidence on Management and Leadership. Southampton: National Institute for Health Research (NIHR), December 2013.
The Institute for Healthcare Improvement Contribution
A more international perspective may be obtained from the Institute for Healthcare Improvement (IHI). Three interdependent dimensions of leadership contribute to high-impact leadership in health care:
- New mental models.
- High-impact leadership behaviour.
- The IHI high-impact leadership framework.
Full Text Link (Free registration may be required for access to this document).
Reference
Swensen, S. Pugh, M. [and] McMullan, C. [et al] (2013). High-impact leadership: improve care, improve the health of populations, and reduce costs. IHI White Paper. Cambridge [Massachusetts]: Institute for Healthcare Improvement; 2013.
An older IHI Innovation white paper:
Reference
Reinertsen, JL. Bisognano, M. [and] Pugh, MD. (2008). Seven leadership leverage points for organization-level improvement in health care (2nd edition). IHI Innovation Series white paper. Cambridge [Massachusetts]: Institute for Healthcare Improvement; 2008.
Survey of Medical Directors
A recent Monitor and the NHS Trust Development Authority survey of medical directors (the senior consultants who sit on the boards of NHS trusts and foundation trusts), indicates that clinicians need more support and encouragement to take on NHS leadership roles in hospital trusts.
Reference
Supporting the role of the medical director. London: Monitor, May 2014.
Note: There is a selected list of further recent influential leadership models and approaches.
