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Leadership Development for Transformative Change in Health and Social Care

Under the guidance of Christina Pond, National Programme Director, this initiative explores the critical need for leadership development amidst significant organizational changes within health and social care systems. As new challenges emerge, leaders are encouraged to promote strategic thinking, build partnerships, and foster a culture of creativity and accountability. By prioritizing patient choice and service redesign, we can create a common vision for improvement that recognizes service users as key leaders. The focus is on developing skills through distributed leadership and effective coaching.

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Leadership Development for Transformative Change in Health and Social Care

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  1. Leading Change Christina Pond National Programme Director Team and Network Leadership

  2. The Reasons for Leadership Development • Huge changes and cultural shift. • Many relatively new organisations and challenges of working across health and social care system. • National approach to improving standards. • Patient choice. • Redesign of service and new ways of working agenda for change. • New relationships with patients and public.

  3. Leaders Encourage Change By • Encouraging challenge • Encouraging new approaches • Encouraging strategic thinking • Supporting a developmental culture • Promoting partnerships

  4. Leaders Focus On • Sharing information • Building a common vision • Self management • Developing individuals and team • Encouraging creative input • Questioning assumptions and models

  5. Leadership for Improvement • Transform yourself: concept of modelling • Culture patterns and systems • Build capability • Work across boundaries • Service users as leaders • Reconnect changes to clinical values • Nurture change agents

  6. Distributed Leadership • Culture and vision • Explicit accountability and responsibility • No backseat drivers • Effective delegation • Increased creativity • Coaching and mentoring

  7. Partnership, Networks and Teams • Challenge assumptions • Collaborative mind set • Tolerance of outcomes and multiple relationships • Audit and performance management • Development of skills

  8. Leadership at the Point of Care (LPC) • Modern Matrons • Nurse/AHP Consultants • Team/Network Leadership • Service User Leadership • Champions

  9. christina.pond@dh.gsi.gov.uk 0207 592 1044

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