DELIVERING QUALITY THROUGH LEADERSHIP NHSScotland Leadership Development Strategy

Transcription

1 DELIVERING QUALITY THROUGH LEADERSHIP NHSScotland Leadership Development Strategy June 2009

2 DELIVERING QUALITY THROUGH LEADERSHIP NHSScotland Leadership Development Strategy

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4 Contents FOREWORD INTRODUCTION Background 1.2 The review 1.3 The strategy 1.4 Guiding principles of the strategy 2.0 CHANGING CONTEXT Quality of care 2.2 Mutuality and public engagement 2.3 Workforce and succession planning 2.4 Achieving public value 2.5 Resource management 2.6 Cross-working and complexity 2.7 Partnership working and influencing 2.8 Diversity and equality 3.0 LEADERSHIP QUALITIES AND BEHAVIOURS Leadership qualities 3.2 Code of personal governance 3.3 Using the leadership qualities and behaviours 4.0 PRIORITIES FOR ACTION Work with partners to drive cultural change 4.2 Build leadership and organisational development capacity and capability 4.3 Develop current leaders and teams 4.4 Nurture the supply of future leaders 4.5 Evaluate the impact of leadership development 5.0 GOVERNANCE AND ACCOUNTABILITY 26 APPENDICES Appendix 1. Participants in the Review of Delivery through Leadership: NHSScotland Leadership Development Framework and Plan (2005) 29 Appendix 2. Leadership Qualities and Behaviours detailed descriptors 30 Appendix 3. Code of Personal Governance for Managers 39 Appendix 4. Implementation Plan ( ) 40 Appendix 5. Governance arrangements for the National Leadership Board The Leadership Board The National Leadership Unit and Team 48

5 FOREWORD iv 01

6 1.0 INTRODUCTION

7 1.0 INTRODUCTION 1.1 Background 02 03

8 Introduction 1.2 The review 1.3 The strategy

9 1.4 Guiding principles of the strategy 04 05

10 Figure 1: Strategic context Service objectives ( doing ) Leadership role Service excellence Role-specific knowledge & skills ( knowing ) Personal qualities ( being ) Future focus Introduction

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12 2.0 CHANGING CONTEXT

13 2.0 CHANGING CONTEXT 2.1 Quality of care 2.2 Mutuality and public engagement 2.3 Workforce and succession planning 08 09

14 2.4 Achieving public value 2.5 Resource management 2.6 Cross-working and complexity 2.7 Partnership working and influencing 2.8 Diversity and equality Changing context

15 Links to other processes and resources: 10 11

16 3.0 LEADERSHIP QUALITIES AND BEHAVIOURS

17 3.0 LEADERSHIP QUALITIES AND BEHAVIOURS 3.1 Leadership qualities 12 13

18 Figure 2: Service excellence Delivering governance Ensuring focus Setting the direction Creating and making choices Personal qualities Personal governance Personal management Seeking understanding Leading change Future focus Achieving results Developing capability & capacity with partners 3.2 Code of personal governance Leadership qualities and behaviours

19 3.3 Using the leadership qualities and behaviours Inherent within the leadership qualities is the need for consistent use of positive behaviours by leaders. These are summarised in the updated version of the leadership qualities framework in Appendix 2. The summary of behaviours recognises that performance is not simply about getting things done regardless of how. Fully effective performance requires balancing what needs to be done with how it gets done. It should be used as part of the performance review and personal development planning processes. There is an on-line 360 feedback diagnostic tool available to support the use and development of the leadership qualities and behaviours. (For further information on the 360 tool contact your Board Development lead or the National Leadership Unit.) 14 15

20 4.0 PRIORITIES FOR ACTION

21 4.0 PRIORITIES FOR ACTION 4.1 Work with partners to drive cultural change in support of the delivery of high quality services 16 17

22 Collaborating for Outcomes in Public Services Priorities for action

23 4.2 Build leadership and organisational development capacity and capability Building OD capability through networking 18 19

24 4.3 Develop current leaders and teams Priorities for Action

25 Framework for Chief Executive Development 20 21

26 4.4 Nurture the supply of future leaders Priorities for action

27 Management Training Scheme Delivering the Future 22 23

28 4.5 Evaluate the impact of leadership development Priorities for action

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30 5.0 GOVERNANCE AND ACCOUNTABILITY

31 5.0 GOVERNANCE AND ACCOUNTABILITY Figure 3: National Leadership Board National Leadership Unit OD Network 26 27

32 Chapter title Appendices

33 28 29 APPENDIX 1 Internal stakeholders in Scottish Government NHSScotland Groups External partners: Individuals for 1:1 dialogue:

34 APPENDIX 2 Leadership Qualities and Behaviours Service excellence Delivering governance Ensuring focus Setting the direction Creating and making choices Personal qualities Personal governance Personal management Seeking understanding Leading change Future focus Achieving results Developing capability & capacity with partners Appendix 2 Leadership qualities and behaviours

35 Personal Qualities Personal Qualities Personal governance Personal management Seeking understanding 30 31

36 Personal Qualities Personal governance (also see Appendix 3 Code of Personal Governance) Descriptors Behaviour statements in 360 tool Ó Ó Positive behaviours Negative behaviours Appendix 2 Leadership qualities and behaviours

37 32 33 Ó Positive behaviours Negative behaviours

38 Personal Qualities Personal management Descriptors Behaviour statements in 360 tool Ó Ó Positive behaviours Negative behaviours Appendix 2 Leadership qualities and behaviours

39 Personal Qualities Seeking understanding Descriptors Behaviour statements in 360 tool Ó Ó Positive behaviours Negative behaviours 34 35

40 Service excellence Ensuring focus Service excellence Delivering governance Achieving results Ensuring focus Descriptors Behaviour statements in 360 tool Delivering governance (clinical, staff, financial and corporate) Achieving results Appendix 2 Leadership qualities and behaviours

41 Future focus Setting the direction Creating and making choices Developing capability & capacity with partners Leading change Future focus Setting the direction Descriptors Behaviour statements in 360 tool Creating and making choices 36 37

42 Developing capability and capacity with partners Descriptors Behaviour statements in 360 tool Leading change Descriptors Behaviour statements in 360 tool Appendix 2 Leadership qualities and behaviours

43 38 39 APPENDIX 3 Leaders /Managers Code of Personal Governance

44 APPENDIX 4 Implementation Plan 2009 to 2012 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By Appendix 4 Implementation plan 2009 to 2012

45 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By 40 41

46 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By Appendix 4 Implementation plan 2009 to 2012

47 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By 42 43

48 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By Appendix 4 Implementation plan 2009 to 2012

49 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By 44 45

50 Development Priority Key Development Actions Measures of Achievement National Actions When By Local Actions When By Appendix 4 Implementation plan 2009 to 2012

51 APPENDIX 5 GOVERNANCE AND ACCOUNTABILITY ARRANGEMENTS 5.1 The Leadership Board 46 47

52 5.2 The National Leadership Unit and Team Appendix 5 Governance and accountability arrangements

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54 Crown copyright 2009 RR Donnelley B /09 This document is also available on the Scottish Government website: Further copies available from National Leadership Unit NHS Education for Scotland The Lister 11 Hill Square Edinburgh EH8 9DR w w w. s c o t l a n d. g o v. u k