Welcome to the second blog in this series, in which we explore the concept of intersectionality and its relevance to professionalism. Coined by Professor Kimberlé Crenshaw, an American civil rights advocate and leading scholar of critical race theory, intersectionality is a lens through which we can explore the gatekeeping effect of ‘professionalism’ on marginalised individuals […]
Tag: Medical leadership
Pharmacy Leadership in Medicines Equity. By Anisha Soni
Earlier this year the NHS Business Services Authority (NHSBSA) co-produced with the NHS England Healthcare Inequalities Improvement Team a report ‘Access to NHS prescribing and exemption schemes in England’. (1) The report examines healthcare inequalities in relation to prescribing and uptake of prescription and exemption schemes in England by reference to the Core20PLUS campaign. The […]
The storm, the sea, and why healthcare isn’t about the NHS at all. By Rich Taunt
Place your bets! Between now and the election we’ll see a raft of NHS flashpoints – maybe the scarcity of GP appointments, longer waits for treatment, or the ongoing saga of what constitutes fair pay for doctors. We can’t say what will grab the limelight, but without doubt something will. These NHS squalls are nothing […]
In conversation with Dr. Jan Frich
To watch this interview, please follow this link Hello I’m Domhnall MacAuley and welcome to this BMJLeader Conversation. Today I’m talking to Jan Frich. Jan you’ve a remarkable career from Clinical Neurologist to a Senior Executive in hospital and health authority. Tell us about that journey and how you move from being a clinician to being […]
When it’s time to go, is there anywhere for me to go? By Sue Holden
Leadership within the NHS has never been more critical. The need to support staff, remain resilient to the ongoing operational challenges create space to develop services which are locally responsive and inclusive are all pre-requisites for organisational success. However, for every leader there is also the need to know when it is time to move […]
Greener Leader Blog Series: Leadership on the climate emergency must extend beyond NHS sustainability
Consciousness and concern about the climate emergency are growing across society – the evident impact on the health and wellbeing of global populations is acknowledged by healthcare institutions underscored by robust evidence. Articles about the response to the threats we face feature with increasing frequency across medical literature and this is to be welcomed. However, […]
Introducing the “Greener Leader” Blog Series
The climate crisis is arguably the biggest leadership challenge that humanity has ever faced. It is a prime example of system complexity illustrated by our rich interconnectivity and our interdependence on the delicate ecosystem which sustains all of our lives. Healthy people cannot exist on a poorly planet; we are Earth and Earth is us. […]
Leadership in Crisis Management: Lessons from Emergency Medicine in the initial wave of the Covid-19 pandemic by Yongtian Tina Tan
The Covid-19 pandemic has forced healthcare leaders across the country and the world to adopt tools in crisis management, quickly organizing and adapting responses to rapidly evolving patient volumes and needs. Through trial by fire, emergency and hospital leadership across the US has needed to build new capacity, re-invent workflows and create novel algorithms to […]
No more silos–our survival and success depend on collaborative leadership and development, and we can’t start too soon. By Emma Challans-Rasool and Charlotte Williams
This is our third blog, and it finds us further ahead in our ongoing journey to understand why managers and medics struggle to lead collectively and with trust and transparency in the NHS today. In our earlier blogs we explored how well understood healthcare managers are[1] and how partnership working in practice can be hampered […]
Moving away from branded organisational values: why we need a disease-model for organisational culture by Ali Raza
Culture is notoriously difficult to define because it is made up of so many components and influenced by so many factors. One characterisation of culture is that it is the ‘distinctive norms, beliefs, principles and ways of working that combine to give each organization its distinct character’ (1). West et al. argue that the priorities […]