To deliver high-quality, compassionate care one, often overlooked, part of the equation is how to identify, recruit and retain the current and future senior leaders needed to take on this leadership challenge.
Encouraging leaders to take on new responsibilities will be challenging at a time when financial pain is driving many organisations to focus inwards rather than outwards, says Chris Naylor.
In organisations like hospitals, many of the answers are found among staff rather than in the executive offices and boardrooms, says Chris Ham.
While many policy-makers focus on organisational structures, it is clear that successful implementation of the NHS five year forward view will hinge on getting the staffing right.
What impact can feeling silenced and disempowered have on staff and the way they treat their patients?
Something very important happened on Thursday and it wasn't the publication of the NHS five year forward view. Far more important was the passion and confidence with which Simon Stevens launched the plan and challenged politicians to provide the funding needed to deliver it.
In terms of collectively redesigning services to improve patient care, is the most caring form of leadership to allow staff the space to explore and err, as long as certain safeguards are in place?
The deafening silence on future funding amounts to a failure of the political process at a time when the NHS is heading rapidly towards a deep and damaging crisis.
Parallels between the successful transformation of the Veterans Health Administration in the United States and the changes needed in the NHS in England have been made for a number of years. But recent troubles at the VA offer some important lessons for the NHS in the future.
Leaders across health and care agree that much more needs to be done to address the low representation of women in senior medical leadership roles.
In his new blog, Chris Ham discusses the recommendations of his review of staff engagement in the NHS. The review found compelling evidence that NHS organisations with high levels of staff engagement – where staff are strongly committed to their work and involved in decision-making – deliver better quality care.
There has been a call for the most expensive assets in health care – the doctors – to step up and engage in management and leadership. We use the right words when writing about medical engagement but how do we move from rhetoric to reality and more importantly why should doctors embrace this responsibility?
Relationships and people, not skills and authority derived from powers of office, are what’s important, says Mandip Kaur as she reflects on the responses we received during our Twitter debates on some of the challenges facing emerging clinical leaders.
New organisational models for the NHS could bring benefits but it's the quality of leadership alongside a culture of excellence in performance and accountability for results that will be key, says Candace Imison.
Are the days of the heroic pace-setting leadership of the NHS really behind us? Sarah Goodson reflects on discussions at this year's NHS Confederation conference.
Unless NHS leaders are prepared to change, reform from within will remain a distant dream, says Chris Ham.
What more is possible when leadership is shared with patients and service users? This was the question we posed at a roundtable event last month.
Collective leadership – planned, designed, developed and delivered – is the key to creating NHS cultures that deliver high-quality, compassionate and improved care for patients and communities, says Michael West.
Leadership in NHS organisations needs to be collective and distributed rather than located in a few individuals found at the top of these organisations. Involving doctors, nurses and other clinicians in leadership roles is essential, says Chris Ham.
Mandip Kaur reflects on Roger Kline's report on discrimination in NHS governance and leadership in London, and her own experience, to call for more action on difference and inclusion in the NHS.