Firm foundations?
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Decision Making, Organizational↗
Biomedical subjects
Jean Faugier
Publications and source records attributed to Jean Faugier.
Lessons from LEO.
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Attitude of Health Personnel↗
Lessons from LEO: Part Two.
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Allied Health Personnel↗
Valuing 'voices from below'.
The publication of Commission for Health Improvement (CHI) reports in recent years have revealed that employees attempted to blow the whistle on abuse, corruption or malpractice but were largely ignored by senior members of staff. The CHI report into the North Lakeland National Health Service (NHS) Trust (November 2000), for instance, states that an initial failure among management to listen to the concerns of student nurses led to the sustained abuse of patients. To protect patients from incompetent and unethical practitioners and improve standards of care, an environment needs to be created where health care professionals feel able to express legitimate concerns openly and honestly to senior staff, safe in the knowledge that senior managers will take their concerns seriously and act accordingly. The government has pledged to create an 'open culture' in the NHS to encourage staff with genuine concerns to speak out. This can only be achieved if the current leadership culture characterized by conflict avoidance, blame and hierarchical control is replaced with openness and accountability. To produce the desired changes in culture and attitudes, the NHS needs strong leaders capable of challenging the existing social equilibrium.
Humans↗
Supporting clinical leaders in achieving organisational change.
Clinical leaders in nursing may feel stuck in the middle of conflicting demands from the various members of their organisation and patients' needs. The LEO programme aims to help these clinical leaders identify their problems, agree action plans and ask for the support they need in bringing about positive change in their workplace.
Humans↗
The impact of the LEO programme.
Effective leadership is essential if health services are to modernize and provide improvements for patients. The Leading an Empowered Organisation programme is providing tens of thousands of clinical staff with the tools to achieve these goals. This study provides evidence that the programme is empowering clinical staff to promote new ways of working, and as a result advances in service delivery and patient care are being made. The issue facing clinical leadership development is how prepared organisations are to receive the empowered staff once they have completed the programme.
Attitude of Health Personnel↗