Belinda Weir reflects on our women in leadership conference, which explored how to create cultures that redress the continuing scarcity of women leaders across the health care sector.
Our conversations with governors suggest they are still not fulfilling their potential as the voice of local populations on hospital boards. Not through a lack of will, but rather through a lack of clarity and support, says Becky Seale.
Vijaya Nath looks at what responsible officers – those who make recommendations to the General Medical Council about doctors’ fitness to practice – think about the process of revalidation.
The culture that patients are treated in is the one that we all work in, and if we are to learn from Francis and truly improve the NHS, it starts with us, says Donna Lee.
Chris Ham draws on his experience of Australian and American health care systems to highlight the importance of good medical leadership if we are to ensure the survival of a high-quality health care system.
Published in the BMJ Quality and Safety today, a research project has examined how quality and safety is prioritised across the NHS in England. Michael West discusses the highlights of this work on the culture of care.
This week is ‘Be Kind to Humankind’ week. Of course we shouldn’t need a week to exhort us to be kind, but there is much evidence for the benefits of kind and compassionate health care, says Belinda Weir.
Do health care leaders and stand up comedians have more in common than meets the eye? They both share the ability to connect, the courage to stand up and the commitment to deliver, says Belinda Weir.
The Keogh Review was hard-hitting about the need for change and supportive for those who will need to drive it. This is a delicate balance, and board leadership must be treated with care if the NHS is to achieve the openness that Keogh calls for.
Will the most successful leaders in the new NHS environment be those who are most able to compete or those most able to co-operate?
Judy Taylor blogs about the results of a survey run by the Health Service Journal and The King’s Fund, which has elicited some interesting insights into women’s leadership styles and the barriers that prevent women achieving their full potential.
Health care staff are usually motivated to enter their professions by a desire to make a difference for patients and service users. Why then, do they find it so hard to speak up for patients when they see care that does not meet satisfactory standards?
The financial and service challenges facing the NHS in London will not be met by the new NHS organisations established in April. This is the stark conclusion of our updated analysis of health care in London.
How do US organisations provide high-quality person-centred care? And what lessons can be drawn for the NHS, local authorities and the third sector?
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.