Professionalisation of leadership

thumb image

The Academy approach follows a well-established model in industry where talent is identified, managed and developed to create an effective succession pipeline for key roles.

In the NHS we have increasing challenges identifying senior leaders able and ready to take on some of the more enduringly complex roles in challenged NHS organisations.  Much work is being done to create a temporary solution to this shortage, but the problem is one of sustained underinvestment in developing skilled leaders at every level in the NHS.  Without a more structured, robust and informed strategy to address this problem we will need to keep undertaking short term fixes to find the right candidates for key roles.

The Academy is in a position where the complexity of a leadership role is more understood, and we are working with two internationally respected consortia able to deliver high quality leadership training and skills development, in the context of healthcare.  Having the right number and quality of leaders at every level is no accident and the NHS needs to be at least as rigorous in developing talent as any other industry.  Our programmes ensure people are properly trained to fulfil the roles they aspire to and there is more likelihood of a more consistent level of success in these roles.  It also creates a more robust pipeline of talent, who have properly gained skills, experience and competence in their roles, have a structured and assessed development programme matched to their career progression and so a greater degree of confidence in securing a more senior role.

The professional leadership programmes form the Academy’s main intervention to achieve the professionalisation of leadership in healthcare – to insist that leaders are properly developed to qualify them for leadership roles before taking them up.  If leaders are ever to be taken seriously in their roles, if the profession is to be recognised as a crucial contributor to a great health service rather than a burdensome cost then the discharging of leaders’ roles and responsibilities should carry the same requirements for demonstration of fitness to practice, as other professions across the NHS.

4 thoughts on “Professionalisation of leadership

  1. I worked in the NHS.I have a post graduate certificate in healthcare leadership.Will my hospital pay for my elizabeth Gareth programme. If not, what are the other options. Thanks

    1. Hello Imelda,

      Thanks for getting in touch. There are a few options available, so I’ve passed this on to our Elizabeth Garrett Anderson programme team who will be in touch with you to discuss this further by the end of this week.

      Many thanks,
      James.

  2. I have completed the edward jenner programme of leadership fonudations and got the academy award. This course was very useful for my development and my patients . I would like to continue my leadership journey to the next level but funding and finance issue in the nhs is hindering me. Therefore i may not proceed without help with some fubding due to constrainst on my sude too interms of finance. I need help in what so ever to do the mary seacol programme may be not soon but the next cohot at the end of the year. My organisation has just paid for a level 6 course in neurology at kings college starting sept to december and that means they cannot fund any programme for me now.