Alex Till

Clinical leadership effectiveness, change and complexity.

This article explores how an understanding of approaches to leading and managing change and complexity science can help clinical leaders engage with and manage change in complex environments and systems more effectively.

Twelve tips for integrating leadership development into undergraduate medical education

Abstract Healthcare systems need effective leadership. All healthcare professionals can and should “learn to lead” and this requires a clear focus on leadership development from the earliest stages of a career. Within medicine, undergraduate students should be provided with opportunities to thrive and develop their skills in terms of leadership, management and followership. Drawing from the existing evidence base, the authors’ expertise and the latest “thought leadership”, these 12 tips provide practical guidance to universities and associated provider organizations, and to academic and clinical faculty, on how to integrate leadership development into their undergraduate medical programs. These 12 tips will help educators provide medical education that incorporates leadership as a core part of a professional’s identity, and help students gain a deeper understanding of themselves and the teams, organizations and system they work within.

Vertical leadership in highly complex and unpredictable health systems.

This article explores how the concept of vertical leadership development might help health organizations cope with and thrive within highly complex and unpredictable health systems, looking at concepts of VUCA (volatility, uncertainty, complexity and ambiguity) and RUPT (rapid, unpredictable, paradoxical and tangled).

Developing and harnessing the leadership potential of doctors in training

This article considers existing leadership approaches operating within health-care organizations and why and how these should be reviewed to harness the leadership potential of doctors in training through engaging in quality improvement.

Medical leadership and management: An international revolution

Medical leadership and management are increasingly receiving widespread attention internationally. Significant focus has been paid as to the style of leadership within healthcare and how to develop both leadership and management skills and competencies (the two are inseparable yet distinct) throughout the careers of all healthcare professionals. This article discusses how leadership and management development is being considered internationally, both at an organisational and personal level, helpful models and frameworks and challenges and opportunities.

Transformational leadership: is this still relevant to clinical leaders?

Transformational leadership theory has been at the centre of health-care leadership research for the past three decades, has had a tangible influence on the evolution of NHS leadership development strategies, and is still evident in current frameworks. This article provides an overview of the key concepts and weaknesses of transformational leadership theory and discusses its relevance within the context of the NHS working environment.

Exploring UK health-care providers' engagement of trainee doctors in leadership

The need for doctors at all levels to undergo some form of leadership development is well evidenced, but provision remains patchy and models underpinning such development are often inconsistent. This article sets out the findings of a literature review into leadership development opportunities for doctors in training in the UK.

Inclusive and person-centred leadership: creating a culture that involves everyone

Contemporary leadership theory is based on the dynamic processes that occur between leaders and followers. One such theory is inclusive leadership, which is a person-centred approach that focuses on the empowerment and development of followers. It has roots in other leadership theories such as transformational leadership, but there are distinguishing features. This review discusses these features and presents a case study. Inclusive leadership is also viewed in the context of diversity, organizational culture and innovation. This is then further explored in regards to the diverse workforce of the NHS, with particular focus on the black and minority ethnic groups.

Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?

The delivery of high quality, compassionate care is imperative for all healthcare organisations and systems. Current thought leadership explores the necessity for compassionate and inclusive leadership as a prerequisite to develop the culture within which this can be achieved. In this article, we explore the background to this thinking and how it might work in practice.

What do doctors and nurses think about development of clinical leadership

Leadership development for health-care professionals is a priority within the NHS. Training is generally targeted at individual staff groups in isolation, even though contemporary leadership thinking recognizes the benefits of collaborative leadership between different clinical disciplines. Focussing on the attitudes and perceived training needs of undergraduate and qualified medical and nursing professionals, this article highlights the similarities and differences and will help to inform the design of existing and future leadership programmes.