delivering quality through leadership: nhsscotland ......1.2 the review 1.3 the strategy 1.4 guiding...
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DELIVERING QUALITY THROUGH LEADERSHIPNHSScotland Leadership Development Strategy
June 2009
DELIVERING QUALITY THROUGH LEADERSHIPNHSScotland Leadership Development Strategy
ContentsFOREWORD 01
1.0 INTRODUCTION 02
1.1 Background
1.2 The review
1.3 The strategy
1.4 Guiding principles of the strategy
2.0 CHANGING CONTEXT 08
2.1 Quality of care
2.2 Mutuality and public engagement
2.3 Workforce and succession planning
2.4 Achieving public value
2.5 Resource management
2.6 Cross-working and complexity
2.7 Partnership working and influencing
2.8 Diversity and equality
3.0 LEADERSHIP QUALITIES AND BEHAVIOURS 12
3.1 Leadership qualities
3.2 Code of personal governance
3.3 Using the leadership qualities and behaviours
4.0 PRIORITIES FOR ACTION 16
4.1 Work with partners to drive cultural change
4.2 Build leadership and organisational development capacity and capability
4.3 Develop current leaders and teams
4.4 Nurture the supply of future leaders
4.5 Evaluate the impact of leadership development
5.0 GOVERNANCE AND ACCOUNTABILITY 26
APPENDICES
Appendix 1. Participants in the 2008-2009 Review of ‘Delivery through Leadership: NHSScotland Leadership Development Framework and Plan’ (2005) 29
Appendix 2. Leadership Qualities and Behaviours – detailed descriptors 30
Appendix 3. Code of Personal Governance for Managers 39
Appendix 4. Implementation Plan (2009-2012) 40
Appendix 5. Governance arrangements for the National Leadership Board 47
5.1 The Leadership Board 47
5.2 The National Leadership Unit and Team 48
FOREWORD
iv|01
INTRODUCTION
1.0
1.0 INTRODUCTION
1.1 Background
02|03
|Introduction|
1.2 The review
1.3 The strategy
04|05
1.4 Guiding principles of the strategy
|Introduction|
Figure 1:
Strategic context
Leadership role
Role-specifi c knowle
dge &
skills (“knowing”)
S
ervi
ce o
bje
ctiv
es
(“do
ing”
) S
ervic
e excellence
Personal qualities(“being”)
Future focus
06|07
CHANGING
CONTEXT
2.0
08|09
2.0 CHANGING CONTEXT
2.1 Quality of care
2.2 Mutuality and public engagement
2.3 Workforce and succession planning
|Changing context|
2.4 Achieving public value
2.5 Resource management
2.6 Cross-working and complexity
2.7 Partnership working and influencing
2.8 Diversity and equality
10|11
Links to other processes and resources:
LEADERSHIP QUALITIES AND
BEHAVIOURS
3.0
12|13
3.0 LEADERSHIP QUALITIES AND BEHAVIOURS
3.1 Leadership qualities
|Leadership qualities and behaviours|
Figure 2:
3.2 Code of personal governance
Ensuring focus
Achieving results
Delivering governance
Setting the direction
Developingcapability
& capacity with partners
Leading change
Creating and making choices
Personal qualities
Personal governance
Personal management
Seeking understanding
Service excellence
Future focus
14|15
3.3 Using the leadership qualities and behaviours
Inherent within the leadership qualities is the need for consistent use of positive behaviours by leaders. These are summarised in the updated version of the leadership qualities framework in Appendix 2.
The summary of behaviours recognises that performance is not simply about getting things done regardless of how. Fully effective performance requires balancing what needs to be done with how it gets done. It should be used as part of the performance review and personal development planning processes.
There is an on-line 360° feedback diagnostic tool available to support the use and development of the leadership qualities and behaviours. (For further information on the 360° tool contact your Board Development lead or the National Leadership Unit.)
PRIORITIES FOR ACTION
4.0
1716|
4.0 PRIORITIES FOR ACTION
4.1 Work with partners to drive cultural change in support of the delivery of high quality services
|Priorities for action|
Collaborating for Outcomes in Public Services
18|19
Building OD capability through networking
4.2 Build leadership and organisational development capacity and capability
|Priorities for Action|
4.3 Develop current leaders and teams
20|21
Framework for Chief Executive Development
|Priorities for action|
4.4 Nurture the supply of future leaders
22|23
Management Training Scheme
Delivering the Future
|Priorities for action|
4.5 Evaluate the impact of leadership development
24|25
GOVERNANCE AND
ACCOUNTABILITY
5.0
2726|
5.0 GOVERNANCE AND ACCOUNTABILITY
Figure 3:
OD Network
National Leadership Unit
National Leadership Board
|Chapter title|
Appendices
28|29
APPENDIX 1
Internal stakeholders in Scottish Government
NHSScotland Groups
External partners: Individuals for 1:1 dialogue:
|Appendix 2 – Leadership qualities and behaviours|
APPENDIX 2Leadership Qualities and Behaviours
Ensuring focus
Achieving results
Delivering governance
Setting the direction
Developingcapability
& capacity with partners
Leading change
Creating and making choices
Personal qualities
Personal governance
Personal management
Seeking understanding
Service excellence
Future focus
30|31
Personal Qualities
Personal Qualities
Personal governance
Personal management
Seeking understanding
|Appendix 2 – Leadership qualities and behaviours|
Personal governance (also see Appendix 3 – Code of Personal Governance)
Descriptors Behaviour statements in 360° tool
Ó
Personal Qualities
Ó Positive behaviours Negative behaviours
32|33
Ó Positive behaviours Negative behaviours
|Appendix 2 – Leadership qualities and behaviours|
Personal Qualities
Ó Positive behaviours Negative behaviours
Personal management
Descriptors Behaviour statements in 360° tool
Ó
34|35
Personal Qualities
Ó Positive behaviours Negative behaviours
Seeking understanding
Descriptors Behaviour statements in 360° tool
Ó
|Appendix 2 – Leadership qualities and behaviours|
Service excellence
Ensuring focus
Descriptors Behaviour statements in 360° tool
Delivering governance (clinical, staff, financial and corporate)
Achieving results
Ensuring focus
Achieving results
Delivering governance
Service excellence
36|37
Future focus
Setting the direction
Descriptors Behaviour statements in 360° tool
Creating and making choices
Setting the direction
Developingcapability &
capacity with partners
Leading change
Creating and making choices
Future focus
|Appendix 2 – Leadership qualities and behaviours|
Developing capability and capacity with partners
Descriptors Behaviour statements in 360° tool
Leading change
Descriptors Behaviour statements in 360° tool
3938|
APPENDIX 3Leaders’/Managers’ Code of Personal Governance
|Appendix 4 – Implementation plan 2009 to 2012|
De
velo
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ent
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rity
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eve
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ent
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ions
Me
asu
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of
Ach
ieve
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nt
Nati
onal A
ctio
ns
Whe
n B
yLo
cal A
ctio
ns
Whe
n B
y
AP
PE
ND
IX 4
Imple
me
nta
tio
n P
lan 2
00
9 t
o 2
012
De
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P
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Ke
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Ach
ieve
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nt
Nati
onal A
ctio
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Whe
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Whe
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40|41
|Appendix 4 – Implementation plan 2009 to 2012|
De
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P
rio
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Ke
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Act
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Me
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Whe
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42|43
De
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P
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Act
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Me
asu
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Ach
ieve
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Nati
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Whe
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Whe
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y
|Appendix 4 – Implementation plan 2009 to 2012|
De
velo
pm
ent
P
rio
rity
Ke
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eve
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Act
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Me
asu
res
of
Ach
ieve
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Nati
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Whe
n B
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ns
Whe
n B
y
44|45
De
velo
pm
ent
P
rio
rity
Ke
y D
eve
lopm
ent
Act
ions
Me
asu
res
of
Ach
ieve
me
nt
Nati
onal A
ctio
ns
Whe
n B
yLo
cal A
ctio
ns
Whe
n B
y
|Appendix 4 – Implementation plan 2009 to 2012|
De
velo
pm
ent
P
rio
rity
Ke
y D
eve
lopm
ent
Act
ions
Me
asu
res
of
Ach
ieve
me
nt
Nati
onal A
ctio
ns
Whe
n B
yLo
cal A
ctio
ns
Whe
n B
y
4746|
APPENDIX 5GOVERNANCE AND ACCOUNTABILITY ARRANGEMENTS
5.1 The Leadership Board
|Appendix 5 – Governance and accountability arrangements|
5.2 The National Leadership Unit and Team
4948|
w w w . s c o t l a n d . g o v . u k
© Crown copyright 2009
RR Donnelley B61519 10/09
This document is also available on the Scottish Government website:www.scotland.gov.uk
Further copies available fromNational Leadership UnitNHS Education for ScotlandThe Lister11 Hill SquareEdinburghEH8 9DR