It is the actions of the staff working in and with the health and social care organisations that will make the goal of integrated care a reality, says Nicola Walsh.
One of the most effective things NHS leaders can do is to help people see how their work matters or help them articulate for themselves what contribution their work makes, says Liz Saunders.
Vijaya Nath reflects on Don Berwick's lecture on clinical leadership and putting the patient at the heart of NHS services.
The NHS cannot afford to wait another 30 years to ensure that medical leadership moves from the margins to the mainstream, says Chris Ham.
One of the key things leaders need is the opportunity to step back, to enable them to look at what they’re doing and decide where they want to focus, says Liz Saunders.
Nicola Hartley considers the key points of Michael Woodford's leadership lecture, including what NHS leaders could learn from his experience.
Should NHS leaders be more like Liberal Democrat Leader Nick Clegg or Nigel Farage, Leader of the UK Independence Party?
At a time when patients, carers and communities are feeling let down by the lack of care in hospitals, we heard an inspirational lecture from Professor Michael West last week on how leaders can change the culture of care in their organisation.
Jocelyn Cornwell gives her advice to non-executive directors following the Francis Inquiry report.
Will NHS leaders of the future adopt similar leadership approaches to former prime minister Margaret Thatcher or to Birgitte Nyborg, the fictional lead character in Danish political drama series Borgen?
Revalidation has been a popular topic in our leadership work with medical directors, GPs and consultants – so what have we learnt so far?
Having spent the first half of the Parliament legislating for radical changes to the organisation of the NHS, the government now needs to focus on the mundane but much more important challenge of implementing and executing the service changes on which its record will ultimately depend.
Chris Ham draws on discussions from our recent integrated care conference to identify four key building blocks of a whole-system solution.
What did participants at this year's Global Health Leadership Forum, held at the Fund, learn from the experience?
Looking back on the conference, Anna Dixon considers outstanding reform issues, including the difficult decisions that must be made around hospital reconfiguration.
If the NHS is to address financial challenges, while improving patient care, leaders will need to balance the pace-setting style that predominates among top leaders.
Chris Ham argues that If integrated care is to emerge at scale and pace, the NHS needs more positive deviants.
What did the participants who ventured to Kaiser in our recent study tour learn from the experience?
As doctors are expected to play increasing roles in the commissioning and delivery, it is vital they are prepared for their increased responsibilities early on.
Is the obsession with organisational structure missing the point? Angela Coulter looks at why NHS organisations need to show leadership in engaging patients.