Marcus Powell joined The King’s Fund in 2016 as Director of Leadership and Organisational Development, having spent his whole career outside the NHS in the private sector. This paper contains his initial observations about leadership in the NHS.
This report, published in partnership with NHS Providers, draws on the views and experiences of twelve departed or departing chief executives, or those changing jobs within health care. It aims to illuminate the realities of leadership in today’s NHS. The interviews illustrate both the positives of the job and its ...
In light of the high number of board-level vacancies in the NHS and an increasing reliance on expensive locum and agency staff, NHS organisations need to have effective strategies in place to develop future leaders. This paper helps boards and other NHS leaders to decide which processes and systems need ...
This paper seeks to identify the skills, knowledge and behaviours required of new system leaders and to learn from systems attempting to combine strong organisational leadership with collaborative system-level leadership approaches. The paper draws on three years' development work with leaders in health care systems in north-west England, undertaken by ...
This report was commissioned by NHS Employers and the Local Government Association. and This report looks at the evidence on new roles and ways of spanning organisational workforce boundaries to deliver integrated health and social care. It finds increasing focus on roles which facilitate co-ordination and management of care, development of existing roles to increase the skill-mix and enable the provision of more ...
This paper encourages boards and other leaders to focus on staff engagement and suggests a number of questions boards can ask to assess their organisation’s level of staff engagement.
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 ...
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 ...
The aim of this report is to provide an update on the service changes taking place in the NHS in London, and in particular to address the question of who will lead these changes in the NHS structures that came into effect in April 2013. The report builds on an ...
The King’s Fund, in collaboration with the HSJ Future of NHS Leadership Inquiry, undertook a freedom of information (FOI) request to obtain an accurate picture of board-level vacancies, supplementing the data gathered with in-depth interviews and a literature review. This report details the level of vacancies and their impact and ...