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Effective medical leadership development for a complex NHS.
John Edmonstone1, Rebecca Malby
1Director of the Centre for Innovation in Health Management, Keele University, Keele.
British Journal of Hospital Medicine (London, England : 2005)
|August 12, 2014
Summary
The NHS Leadership Academy
Area of Science:
- Healthcare Management
- Leadership Development
- Organizational Psychology
Background:
- The National Health Service (NHS) Leadership Academy in England is implementing a new £46 million standardized development model.
- Academic qualifications are becoming mandatory for future NHS leadership positions.
Purpose of the Study:
- To critically evaluate the NHS Leadership Academy's new standardized development model for healthcare leaders.
- To identify potential drawbacks and misplaced assumptions within the new leadership development strategy.
Main Methods:
- Critical analysis of the NHS Leadership Academy's investment and policy.
- Examination of underlying assumptions regarding healthcare leadership and its development.
Main Results:
- The standardized model, requiring academic qualifications, is deemed a "cul-de-sac" for medical leaders.
- The strategy is founded on flawed premises about effective healthcare leadership and its cultivation.
Conclusions:
- The current NHS leadership development strategy may hinder rather than support the progression of medical leaders.
- A re-evaluation of the assumptions underpinning healthcare leadership development is necessary for effective implementation.
