HEALTHCARE DELIVERY


Nursing leadership Briefly mentioned in the press reports, but with scarce detail, is a new focus on the role and support given to the ward sister/charge nurse. It is to be welcomed that there is to be new emphasis on the role of the ward leaders, who are often to be found in the most difficult place between managers and frontline staff. In addition, cuts to staffing and services, to meet the efficiency savings are being felt most strongly in the clinical areas, particularly with continuing staff reductions across the service. The importance of support to the ward leaders is critical to any implementation of change, achievement of quality improvement and reducing waste in process management. The Nursing Quality Forum will be asked to look at how to secure greater frontline nursing leadership in the future. If one searches for ‘nursing leadership’


in a search engine, today, there are few recent UK documents which come to light. The NHS Leadership Framework from the National Leadership Council merely identifies clinical leadership among its possible users. The Leadership Framework is universal to all disciplines, although a number of different scenarios are included throughout the framework documents for leaders in clinical roles in the Clinical Leader Competency Framework (CLCF). The Framework is based on the


concept that leadership is not restricted to people who hold designated leadership roles and where there is shared responsibility for the success of the organisation being delivered. The five


core domains of the Leadership Framework are demonstrating personal qualities, working with others, managing services, improving services and setting direction.4


In addition to the core


domains, and elements which are specific criteria, are different levels or ‘stages’. Stage one relates to personal professional leadership or that within the team, stage two is defined as across different teams and services; while stage three broadens across services and stage four highlights the broadest possible stage across organisational boundaries. There are many helpful tools and


learning resources within the Framework, which could enable development of excellence in at many different levels of leadership within healthcare. In the foreword to the Leadership


Framework, Sir David Nicholson writes: “This is a unique period in the NHS and a time of significant change for health and


‘It is no wonder that Trusts are failing to devise a spread of the initiative while they are consumed with the cost saving agenda.’


care services in England, with an unprecedented level of responsibility being devolved to frontline staff. Building on our successes as we design the future requires bold and thoughtful leadership, rethinking how we work, challenging current practice and thinking outside of our own organisational and professional interests.”5


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MARCH 2012


THE CLINICAL SERVICES JOURNAL


19


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