Faculty of Medicine & Health Sciences
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- Welcome from the Dean
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- Research Institute for Applied Clinical Sciences
- Research Institute for Primary Care & Health Sciences
- Research Institute for Science & Technology in Medicine
- School of Health & Rehabilitation
- School of Medicine
- School of Nursing & Midwifery
- School of Pharmacy
Many clinical practitioners working at an advanced level will have developed complex clinical skills but not undertaken any specific leadership training. Yet they will be acting as role models and have a responsibility to develop and support more junior colleagues. This module will enable exploration of the evidence base that promotes effective clinical leadership whilst developing the practical skills required to lead a clinical team.
This module has been designed to develop leadership knowledge, skills, qualities and behaviours for clinicians working in a range of roles in healthcare settings and seeks to develop, nurture and enhance existing team working skills and clinical leadership requirements. Leadership theories and models are appraised and applied to the clinician's work context, with the aim of improving their leadership potential and abilities to lead and deliver high-quality health care in their field of practice, with a focus on the service user experience.
This module aims to enable clinicians to critically examine and reflect upon their own role and leadership behaviours as an individual, through increased self-awareness, and whilst working within a team, leading operational clinical activities, and influencing strategic decision-making. It will facilitate students to develop an understanding of the influence of political and professional issues upon their practice and to deliver a quality service.
- All candidates will have a professional practice qualification, current registration with the appropriate professional body.
- Candidates will normally work in a care setting and in a role relevant to the module.
- The politicoprofessional context of clinical leadership; healthcare reform and service delivery transformation. From the NHS Plan (DH 2000) to the current leadership agenda including DH (2014) Leading with Compassion, and current NHS leadership framework.
- Contemporary clinical leadership strategies and innovations, models and supportive initiatives; contemporary vision of clinicians as practitioners, leaders and partners of care, developing role and responsibilities of clinicians at all levels of practice and leading/directing quality healthcare delivery/clinical leadership.
- Organisational theories: structures, cultures, power and politics within teams.
- Managing change. The influence and role of the team leader and environment of care upon quality care. Overcoming resistance to change: uncertainty, conflict, engaging others, resolution. Embracing and leading change: role diversification, leadership and accountability.
- Links between leadership and quality of healthcare delivery and critical evaluation of the evidence base pertaining to this. The quality improvement agenda: clinical governance and safety initiatives in healthcare Risk management, diversity and discrimination.
- Principles of clinical leadership, leadership theories and change management. Influences upon leadership style and methods: organisational, gender, culture, organisation, media Principles and attributes of effective teams: examination of own team Leading change: vision, core values, methods, expectations in your team.
- Becoming an effective leader: building creativity, critical thinking, team working skills, communication, motivating others, inspiring and empowering your team, values and behaviours, resilience.
- Working in partnership: teamworking skills, interprofessional working, negotiation, mutual goal planning and communication. Leading others in clinical teams: critical reflection upon own leadership behaviours and role in team, effect of feedback on personal development and professional growth, developing leadership potential.
- Process analysis: techniques, skills, audit and measurement systems.
Critical application of the concept of leadership and how individuals and organisations can use this to convey their values and vision, within contemporary social / health care commissioning and delivery will be demonstrated. Critical reflection upon, and demonstration of the student's own leadership behaviours, potential and ability to lead on an aspect/s of practice to improve health care will be illustrated via a reflective analysis.
The principal learning and teaching methods used in the module are:
- Lectures, seminars and workshops: The core of each module delivery mode is a series of face to face tutor-led or group-led seminars or workshops.
- Web-based learning using the Keele Learning Environment (KLE), Blackboard.
- Group work and peer support. All modules use focused group work and class discussions within face to face tutor time.
- Directed independent study. Most of the study hours for each module comprise independent learning by expecting participants to add depth and breadth to their knowledge of topics, to practice skills and to reflect on critical incidents and their practice.