Over the years there has been debate about the ‘appropriate’ style for leaders to adopt in the NHS. Some argue that transformational leadership may conflict with the type of performance management required for accountability in health care. In difficult times some styles may come to the fore more readily than others, particularly when there is a need to demonstrate to all that the service provided is both safe and cost effective.
Leading change and improvement
But there is also a need, and desire, to do things differently. So how can those who can see a better way be enabled to lead change and improvement?
Transformational leadership
Transformational leaders are those who lead through social exchange . They can initiate and cope with change, taking risks as necessary. Possibly the aspect that differentiates transformational leaders from those with other style of leadership is their ability to engage and EMPOWER others to lead, trusting staff to make decisions on important matters and giving them opportunities to develop their leadership ability. Research by Alimo-Metcalfe and Alban-Metcalfe in the late 1990s showed that the foremost dimension of leadership that motivated staff was ‘genuine concern for others’. Other aspects of transformational leadership include inspirational communication and networking skills and transparency. Above all, the transformational leader will engage others in ‘sculpting the vision’ and creating an environment where challenge is welcomed and where mistakes are turned into catalysts for learning.
The transformational leader will engage others in ‘sculpting the vision’ and creating an environment where challenge is welcomed and where mistakes are turned into catalysts for learning.
Challenges to NHS leaders
While many acute and foundation Trusts are reporting levels of activity that give little time and ‘head space’ for innovative thinking, leaders in CCGs are keen and impatient to make changes and improve things and are in danger of becoming frustrated with the time that change will take. It is generally accepted that significant change needs to be made across the whole health and care system and that will call for those dimensions of leadership seen in transformational leaders such as the ability to draw people together in a shared vision, working in partnership with a wide range of interested parties and communicating the vision with passion and commitment . Those leaders may come from a range of different backgrounds: clinical, managerial or lay people primarily engaged with health or the wider care sector.
It is generally accepted that significant change needs to be made across the whole health and care system and that will call for those dimensions of leadership seen in transformational leaders such as the ability to draw people together in a shared vision, working in partnership with a wide range of interested parties and communicating the vision with passion and commitment .
Enabling the transformational leaders
So this is where those less able to take a transformational approach come in. Many of the ‘must dos’ in NHS management are transactional processes performance management, controls assurance, audit, accreditation and so on. Releasing the innovators and transformational leaders from what is unlikely to come naturally to them may give them a little more time and space to contribute at their best. Transformational leaders also need back-up and support, as do those that they have empowered throughout the organisation.
….recognizing ones own and others’ leadership style and skills can produce productive and satisfying partnerships and lead to well supported and sustainable change….
So, as in many aspects of life, recognising ones own and others’ leadership style and skills can produce productive and satisfying partnerships and lead to well supported and sustainable change.
Dearden Search and Selection specialises in supporting NHS organisations select and develop the most talented leaders. If you would like to discuss how we can help your organisation to select the very best leaders, contact us on search.selection@deardenjobs.co.uk or 01404 814248.
References:
Firth-Cozens, J and Mowbray, D. Leadership and the quality of care. Qual Health Care 2001;10:ii3-ii7
Bass, B.M. and Riggio, R.E., ‘Transformational Leadership’, 2006, New Jersey, Laurence Earlbaum Associates.
Alimo-Metcalfe, B and Alban-Metcalfe, R. ‘Heaven can wait’ HSJ 12 October 2000 26-29, Oxford, Blackwell
Alimo-Metcalfe, B and Alban-Metcalfe, R. ‘Heaven can wait’ HSJ 12 October 2000 26-29, Oxford, Blackwel
Alimo-Metcalfe, B and Alban-Metcalfe, R. ‘Heaven can wait’ HSJ 12 October 2000 26-29, Oxford, Blackwell.