As the evidence base for the economic advantage of diversity grows, the NHS ignores it at its peril, says Mandip Kaur.
For the true potential of clinical directors to be realised, we need to think about the role differently, says Matthew Rice.
Intellectually, the idea of working across boundaries in health care makes good sense but in practice it is not just difficult to achieve – it requires us to confront possibly our greatest flaw as a species.
One of the priorities of our medical leadership work is to support those attracted to medical leadership and management. One way of encouraging medical leaders is to give them the same professional status that the medical profession gives to education, training and clinical practice.
International Women’s Day 2015 urges everyone around the world to #MakeItHappen. Both genders must be involved and technology can help us achieve gender equality at pace.
There are welcome signs that policy-makers and NHS leaders are becoming more open to exploring how health professionals could work more collaboratively with patients as leaders. Many patient leaders already working to improve health and wellbeing in their communities.
Michael West reviews the evidence base for leadership in health care, and finds that leadership development is often based on fads and fashions rather than hard evidence.
Sir Robert Francis has published a new report on the need to support staff who speak out about poor-quality care. But how can we create cultures in which it becomes possible to hear and be heard without resorting to whistleblowing?
At our recent summit we heard from women and men who have taken action, taken on organisations and started to make the progress we need to advance women in medicine, but there is still much more to do.
The NHS faces three major challenges in 2015: preparing for the spending review, achieving much closer integration of health and social care, and ensuring that the NHS has the leadership in place to deliver the highest possible standards of care within available resources.
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.