NHS England and NHS Improvement guide to professional development opportunities and possibilities to support allied health professionals (AHPs) lead at all levels. It describes the common features of the AHP leadership journey, by combining insights and evidence from trust executives and chief AHPs. Its primary audience is aspiring AHP leaders and those with responsibility for developing the AHP workforce.
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NHS Improvement, February 2019
This guidance provides an evidence-based national framework to guide action on improvement skill-building, leadership development and talent management for people in NHS-funded roles.
The framework focuses on helping NHS and social care staff to develop four critical capabilities:
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Department of Health and Social Care, November 2018
This review was led by Sir Ron Kerr and explored 3 challenges faced by executive leaders across the NHS:
The review makes a number of recommendations to address these challenges.
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Faculty of Medical Leadership and Management, November 2018
This report sets out the findings of a review carried out by the Faculty of Medical Leadership and Management (FMLM). Finds some common themes emerged between the professions, fundamental differences were also evident. Most people highlighted progression to senior leadership was rarely promoted as a legitimate career pathway as part of training programmes and even where programmes exist, such as the National Medical Director’s Clinical Fellowship scheme, these are not recognised as part of specialty training. Most felt the skills and competences for senior leadership, especially chief executive, are not always clear and there is a need to identify and develop leadership talent in a more structured way than is currently the case. In general, there is a lack of data about the backgrounds and qualifications of senior leaders in the NHS.
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Social Care Institute for Excellence, November 2018
This Future of Care paper, aimed at chief executives, directors and senior managers from the NHS, local authorities, housing organisations and voluntary and community sector, is based on findings from interviews with systems leaders and a review of the literature. The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of integrated care systems. The research will inform the Leadership Academy’s long-term plans for supporting leaders in integrated care systems. Quotes from these leaders are presented throughout the report.
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