The NHS is the pride of Britain being the fifth largest employer in the world. It is more than a health service provider. It is part of who we are. It never fails to hit the headlines almost every day for various achievements, underperformance or deficit. It has become every political party's agenda to have proposals of how to protect, preserve, enhance and improve performance of the NHS. The core of the NHS lies in the millions of staff working tirelessly to provide the best possible care for the patient. Like with any other large business organizations the NHS faces innumerable challenges. But what sets it apart from other businesses is the fact that the NHS core values are centered on the well being of patients. It strives to achieve the …show more content…
They must be adaptable and flexible to take the lead in responding to the needs of people of all ages in a variety of circumstances, including situations where immediate or urgent care is needed (NMC Standards for competence for registered nurses,2010)
My organization, University Hospitals Southampton (UHS) NHS values and vision is to put patients first, working together and improving always. UHS values the importance of leadership and invests heavily in grooming its staff members with the importance of good leadership. The trust is striving to develop a culture of leadership (2020 vision UHS). Senior clinicians and managers in the trust are encouraged to join the leadership
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1. Action centred leadership
2. Situational leadership
3. Management by Walking Around: Leadership Style (MBWA)
John Adair’s action centred leadership focuses on the skills of leadership.
It works with the NHS on a day to day basis. It works by recognizing the task, identifying the individuals performing the task and by doing the task collectively as a team. The success of this type of leadership lies in effectively working well together, by focusing on each team member identifying the task on hand and working in unison to fulfill the task collectively as a team. The core functions needed for the success of this leadership are Planning- planning the task, the people who would be performing the task and the team that will be working on the task.
Initiating-briefing, task allocation, setting standards
Controlling-maintaining standards, ensuring progress, ongoing decision-making
Supporting-individuals' contributions, encouraging, team spirit, reconciling, morale
Informing-clarifying tasks and plans, updating, receiving feedback and interpreting
Evaluating- feasibility of ideas, performance, enabling self
When most people think of a leader, they picture the president of a club or an organization. However, it is my belief that a good leader is actually just a good person who leads by example, rather than any other authority. In this context, I satisfy the leadership requirement for the NHS. As I have mentioned before, I have always been ready to help others. Not only am I ready to help as an individual, I am also able to work well with a team.
Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016).
Both, Brooker’s and the health foundation’s principles emphasise the importance of valuing and treating patients with dignity while providing care, this is important as it empowers the patient and helps the health professionals see their patients as a person instead of their medical conditions only. Treating patients with dignity also corresponds with the set of values 6Cs (NHS 2013). The 6C’s are Care, compassion, commitment, competence, courage and communication.
The NHS Constitution established the principles and values that are fundamental to service users on how appropriate clinical decisions are made for the delivery of quality care (Department of Health 2010). It provides explicit information for patients to understand their care, what to expect, and feel more empowered involving in their own care (DH 2010). The NHS constitution explains the behaviour expected from stakeholders such as staff, patients and the public (DH 2010). This prevent the government from making alteration and give the NHS complete autonomy and protection against political change without the full involvement of stakeholders to achieve transparency in the delivery of care (DH 2010).
To answer this question I analyzed 5 different aspects of NHS. Overview of the nonprofit, ethics, planning, roles, and funding. To get multiple perspectives rather than
This is continued to be developed; established 'dignity champions ' to make a difference locally. Human Right in Healthcare -A Framework for Local Action 2007/08 Is a framework that assist local NHS Trust so they can develop and apply human right approaches in the design and delivery of their services The service focus on FREDA values which are Fairness, Respect, Equality ,Dignity and Autonomy Organisational policies: There are guidelines that provide the basis on which an organisation can develop their own policies. Regardless the size of the organisation all must have polices and guidelines on expected for staff, good practice in the delivery of care and the support of individuals.
Health care provider need to be open and transparent to the service user and the health care commissioner on how the service are. One way of doing this is to use relevant NICE guidance and quality standards to show where high quality care is being provided and highlight areas for improvement REF. The care quality commission (CQC) was established in 2009 to independently regulate, monitor, rate and inspect health and social care services in England, Its duty is to register providers and managers who meet the legal requirement to offer health and social care service to the people. REF CQC make sure the organisation meet the fundamental standards of quality and safety and also they have the right to publish what they find including performance rating to help people choose care.
There are 7 key values that guide the NHS in everything they do. The 7 key values are: working together for patients, respect and dignity, commitment to quality of care, compassion, improving lives and everyone counts (NHS constitution, 2015). These key values are in place so that, when providing quality of care they have basic requirements for all NHS staff.
As leaders we need to be able to actively respond to concerns and make the case for change, demonstrating the value (Health Foundation, 2014b). Within the authors organisation patient stories have been a powerful tool in achieving
Previously, majority of healthcare systems were driven by other goals such as ensuring enhanced care access, containing the costs of healthcare delivery, and promoting patient convenience/customer service in a bid to improve the efficiency and quality of healthcare. However, the financial collapse had far-reaching consequences for the healthcare systems as it
(Finkelman, et al, 2013). The importance to having all health care members working together in leadership roles is imperative to positive changes within the health care setting. Nurses can give an insight on matters that only a nurse can, and this is an important viewpoint that needs to be included when
Patients are our priority and when there is any complaint from their side, it should be handled and sorted
As I journal on these area it help me to develop a strategy plan to work on both of these areas in order to grow and develop into an authentic leader. My overall perspective of the relevance and applicability of the Authentic Leadership framework is that as you continue to grow and develop. As a leader, we must understand that this is a process and will take time to learn how to be an authentic leader. I believe that
They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or
For example, selecting experienced employees and delegate authority to them for resolving problems (Yukl and Mahsud, 2010). This will lessen the stress of management and leadership to guide the team effectively towards accomplishing the organisational