1. CATHERINE GUELBERT Thursday 6th December 2001 Leadership and PERFORMANCE AND MANAGEMENT

2. THE NHS LEADERSHIP CENTRE A virtual organisationA virtual organisation Consolidation of existing teams and programmesConsolidation of existing teams and programmes Integral to the Modernisation AgencyIntegral to the Modernisation Agency Leadership is a keynote of the NHS PlanLeadership is a keynote of the NHS Plan

3. AIMS To develop leadership:To develop leadership: –Capability –Capacity To share good practiceTo share good practice To learn from the pastTo learn from the past To celebrate successTo celebrate success

4. OUR WORK PROGRAMME Citizen leadershipCitizen leadership Mental healthMental health MESOLMESOL DoctorsDoctors Chairs and Non ExecutivesChairs and Non Executives

5. OUR WORK PROGRAMME Allied health professionalsAllied health professionals Primary carePrimary care Nurses midwives and health visitorsNurses midwives and health visitors ManagersManagers

6. CONTEXT Leadership is a keynote of the NHS PlanLeadership is a keynote of the NHS Plan ModernisationModernisation Rapid and fast paced changeRapid and fast paced change From command and control to involve and devolveFrom command and control to involve and devolve Demand demand demandDemand demand demand

7. FOCAL CHANGE From organisation to citizenFrom organisation to citizen From hierarchy to devolutionFrom hierarchy to devolution From control to influenceFrom control to influence

8. HUNG UP ON DEFINITION? Leaders are interested in practical resultsLeaders are interested in practical results Academics are interested in relationships between things, in cause and effect and theoriesAcademics are interested in relationships between things, in cause and effect and theories Philosophers think nothing is real except differences between thingsPhilosophers think nothing is real except differences between things

9. AN EVOLUTION OF LEADERSHIP Ordinary behaviour Administration Management Leadership ?

10. THE LEADERSHIP FOCUS StyleStyle FunctionsFunctions Achievement - qualityAchievement - quality Delivery - meeting targetsDelivery - meeting targets

11. THE LEADERSHIP CHALLENGE Face onFace on Appropriate styleAppropriate style Responding to the external environmentResponding to the external environment Changing behavioursChanging behaviours Resourcefulness - taking a fresh look at things which seem obviousResourcefulness - taking a fresh look at things which seem obvious ResultsResults ImprovementImprovement

12. SOME THOUGHTS ON LEADERSHIP It was hardly realised that the problems really all boiled down to human ones The Coal Board 1946It was hardly realised that the problems really all boiled down to human ones The Coal Board 1946 It certainly looked as if we were dealing with some problem of managerial style Lancashire hospitals 1956It certainly looked as if we were dealing with some problem of managerial style Lancashire hospitals 1956

13. ……………………. Its the managers (leaders) themselves, not outside experts, who can make really significant improvements in their organisation - V H Brix 1984Its the managers (leaders) themselves, not outside experts, who can make really significant improvements in their organisation - V H Brix 1984