Leadership in Health and Social Care
The NHS is entering a new phase of reform. Promoting and developing efficient and effective leadership behaviours is central to developing a patient-led, quality-enhanced, local service. Improving compassion and the quality of patient care starts with leadership (NHS Leadership Academy 2013) and The Kings Fund (2011). This recognises the value of leadership that is shared, distributed and adaptive - where leaders must focus on engaging staff in delivering results.To achieve this locally and nationally, NHS trusts, foundation trusts, primary care trusts, social care organisations, along with the independent and third sector, will have to devise strategic frameworks and action plans to help promote and develop leaders within their organisations and services. All of this requires developing health and social care staff in promoting, identifying and supporting the development of leadership capability. It means being able to use a variety of tools and techniques that underpin effective and sustained leadership development, and working in partnership across professional and organisational boundaries to improve patient-focused care. Developing transformational leadership skills to support this framework means that you need to: articulate a compelling vision of the future; use stories and symbols to communicate your vision and message; have a strong sense of purpose and a collective mission; talk optimistically and enthusiastically, and express confidence about achieving goals; engender trust and respect by doing the right thing, rather than doing things right; instil pride in your employees in being associated with you; talk about your most important values and beliefs; consider the moral and ethical consequences of decisions; seek different perspectives when solving problems; get employees to challenge old assumptions and think about problems in new ways; spend time teaching and coaching; consider each employee's needs, abilities and aspirations; and be compassionate, appreciative and responsive to each employee, recognising and celebrating their achievements. The new Healthcare Leadership Model offers 360-degree feedback linked to nine dimensions: inspiring shared purpose; leading with care; evaluating information; connecting our service; sharing the vision; engaging the team; holding to account; developing capability; and influencing for results. These dimensions provide a supportive model for you to assess your own leadership strengths and areas of challenge, and for critical evaluation throughout your programme.
Please note that due to current anticipated changes to NHS education and HE funding, information relating to funding will be updated on Teesside University website.
|Qualification||Study mode||Start month||Fee||Course duration|
|Postgraduate Certificate - PgCert||Part-time day||September 2016||-||1 years|
|Campus name||Town||Postcode||Region||Main campus||Campus||Partner|
|Teesside University||Middlesbrough||TS1 3BA||North East|
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School of Health and Social Care