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  • Service-line management, can it improve quality and efficiency?

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    Abstract:
    First introduced into health care in the 1980s in the United States, and later developed and championed by Monitor in England as part of its function to support good financial and performance governance in foundation trusts, service-line reporting (SLR) and service-line management (SLM) are one approach to informed clinical leadership ...

  • Leadership needs of medical directors and clinical directors.

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    Abstract:
    The National Health Service (NHS) is facing one of the toughest financial periods of its history during which it will need to maintain the quality of care. Clinical leadership will be critical as the service faces this challenge. The King’s Fund has a wealth of experience in developing the skills ...

  • rediscovering our purpose., Patient-centred leadership

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    Abstract:
    This report summarises the main findings of the Francis Inquiry into the failings of care at Mid Staffordshire in relation to NHS leadership and culture. It sets out what needs to be done to avoid similar failures in future, focusing on the role of three key 'lines of defence' against ...

  • a journey not an event., Medical engagement

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    Abstract:
    This report is based on case studies of four NHS trusts with acknowledged high levels of medical engagement. It aims to help other organisations that are seeking to create cultures in which doctors want to engage more in the management, leadership and improvement of services. Based on interviews with a ...

  • Leadership in today’s NHS, delivering the impossible.

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    Abstract:
    Leaders in today's NHS operate in a climate of extreme pressure. Staffing vacancies are rife, there are widespread challenges in meeting financial and performance targets and demands on services continue to increase. This report, written with NHS Providers, asks what can be done to support current leaders and encourage future ...

  • The instrumental value of medical leadership, engaging doctors in improving services.

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    Abstract:
    This paper was commissioned by The King’s Fund to inform its review of leadership in the NHS. and This paper will concentrate on medical leadership. The paper was commissioned to contribute to The King’s Fund’s 2012 review of leadership and engagement. It will therefore describe models of medical leadership and predominantly refer to the medical literature. Importantly, this paper’s focus on medical leadership is not intended to detract ...

  • the secondary care doctor’s perspective., Improving NHS productivity

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    Abstract:
    This paper was commissioned by The King’s Fund to inform its review of leadership in the NHS. and This paper explores the role of medical leadership and engagement as a means to improve productivity. It looks at the evidence about how doctors may best improve productivity, and how doctors practising today feel about this.

  • a personal view on working in a zone of emergence., The leadership challenge for general practice in England

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    Abstract:
    This paper assesses the barriers to providing high quality clinical leadership in general practice, what general practice can do to develop leadership capacity, and ways to measure the extent and quality of clinical leadership. and This paper was commissioned by The King’s Fund to inform the panel of the Inquiry into the Quality of General Practice in England. The views expressed are those of the authors and not of the panel.

  • The King’s Fund Junior Doctor Project., Facilitators and barriers to leadership and quality improvement

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    Abstract:
    This paper was commissioned by The King’s Fund to inform its review of leadership in the NHS. and In response to the commitment to clinical leadership, The King’s Fund instigated a project to determine the impact leadership programmes have on individuals and the system. Junior doctors who had completed or were currently on leadership programmes were interviewed in order to determine their experiences and aspirations for the future.