Lead, Innovate & Implement
Run by School of Health Sciences
20 Credits or 10 ECTS Credits
Semester 1 & 2
Organiser: Mrs Carol Westwell
Overall aims and purpose
The module will equip students will allow the student to develop a critical understanding of the theories of leadership and leadership skills required to facilitate the transition from student to registered professional. The broad outcomes enable module delivery to be responsive to changes in the NHS. The module explores the processes involved with leadership, leading and facilitating the implementation of quality improvement change in healthcare. Drawing on a wider theory, national policy and evidence, the module examines leadership and management, clinical leadership, management of change, theories and frameworks for quality improvement and innovation.
• Leadership in healthcare – styles and theories.
• Change management • Quality Improvement approaches • Innovation theories and frameworks • Innovation in practice, factors influencing innovation and service improvements • Facilitating innovation & change • Acting as a leaders of transformational change • Theories and application of engagement, implementation & sustainability • Human Factors • Decision making • Team working • Mentorship and /or supervision • Challenging and conflicting situations • Healthcare safety • Risk management • Governance
A- to A* Grade: To achieve an ‘excellent pass’ on the module, students will be required to demonstrate a comprehensive knowledge of and ability to critically evaluate quality improvement methodology, change management and leadership skills in relation to national policy and the application of these skills to the clinical environment, supported by relevant literature.
B- to B+ Grade : To achieve a ‘good pass’ on the module, students will be required to demonstrate a good knowledge of and a good ability to critically evaluate quality improvement methodology, change management and leadership skills in relation to national policy and the application of these skills to the clinical environment, supported by relevant literature.
C- to C+ Grade: To achieve a ‘pass’ on the module, students will be required to achieve a minimum of C- grade which requires them to demonstrate some knowledge of and some ability to critically evaluate quality improvement methodology, change management and leadership skills in relation to national policy and the application of these skills to the clinical environment, supported by relevant literature.
Critically evaluate and synthesise concepts and processes of leadership and management, change management, facilitators and barriers to change, quality improvement approaches/methodologies in relation to the delivery of healthcare and professional practice.
Critically reflect on practice experiences and identify issues which require change through quality improvement and change methodologies.
Critically evaluate principles and theories of leadership and management to determine their relevance to the care setting and the provision of healthcare service.
Critically analyse the national quality assurance, governance, healthcare safety and quality improvement approaches and their relevance to the clinical situation.
Critically synthesise, and apply, national policy to the provision of healthcare in the UK.
|ORAL||Quality Improvement Initiative||20|
|ESSAY||Critical Evaluation of Quality Improvement Innovation||80|
Teaching and Learning Strategy
Some virtual Lead lectures = 15 x 2 hour lectures in Semester 2 and will include online Virtual blended learning environment
Seminar group activity = 10 x 1 hour seminars in Semester 2.
Private study for reading, assignment preparation and writing.
Directed study, pre reading activities for lead lectures and seminar presentations = 50 hours.
EBL - Blended learning, Assignment workshop and supervision workshops for assessments.
On-line discussion board group activity and blogs.
- Literacy - Proficiency in reading and writing through a variety of media
- Computer Literacy - Proficiency in using a varied range of computer software
- Self-Management - Able to work unsupervised in an efficient, punctual and structured manner. To examine the outcomes of tasks and events, and judge levels of quality and importance
- Exploring - Able to investigate, research and consider alternatives
- Information retrieval - Able to access different and multiple sources of information
- Inter-personal - Able to question, actively listen, examine given answers and interact sensitevely with others
- Critical analysis & Problem Solving - Able to deconstruct and analyse problems or complex situations. To find solutions to problems through analyses and exploration of all possibilities using appropriate methods, rescources and creativity.
- Safety-Consciousness - Having an awareness of your immediate environment, and confidence in adhering to health and safety regulations
- Presentation - Able to clearly present information and explanations to an audience. Through the written or oral mode of communication accurately and concisely.
- Teamwork - Able to constructively cooperate with others on a common task, and/or be part of a day-to-day working team
- Mentoring - Able to support, help, guide, inspire and/or coach others
- Management - Able to utilise, coordinate and control resources (human, physical and/or financial)
- Argument - Able to put forward, debate and justify an opinion or a course of action, with an individual or in a wider group setting
- Self-awareness & Reflectivity - Having an awareness of your own strengths, weaknesses, aims and objectives. Able to regularly review, evaluate and reflect upon the performance of yourself and others
- Leadership - Able to lead and manage, develop action plans and objectives, offer guidance and direction to others, and cope with the related pressures such authority can result in
Resource implications for students
1. Purchase of text books, pens and paper. 2. Photocopying and printing 3. Subscription to internet provider to access BU on-line catalogues and Blackboard from home residence.
Talis Reading listhttp://readinglists.bangor.ac.uk/modules/nhs-4415.html
1000 Lives. (2014). The Quality Improvement Guide: the improving quality together edition. Wales: 1000 Lives Improvement.
Abdallah, A. (2014). Implementing quality initiatives in healthcare organisations: drivers and challenges. International Journal of Health Care Quality Assurance, 27 (3), 166-181.
Algahtani, A. (2014). Are Leadership and Management Different? A Review. Journal of Management Policies and Practices, 2 (3), 71-82.
Bach,S. & Ellis,P. (2015). Leadership, Management and Team Working in Nursing (Transforming Nursing Practice Series). (2nd ed.) London: Sage Publications.
Barr, J., & Dowding, L. (2012). Leadership in Healthcare. London: Sage Publications .
Daft, R.L. (2014). The Leadership Experience (6th ed.). Boston: Cengage Learning.
Francis, R. (2013). Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. London: The Stationery Office.
Giltinane, C.L. (2013). Leadership Styles and Theories. Nursing Standard, 27 (41), 35-39.
Gopee, N., & Galloway, J. (2014). Leadership and Management in Healthcare (2nd ed.). London: Sage Publications.
Huber, D. (2010). Leadership and nursing care management (4th ed.). Philadelphia: W. B. Saunders.
Jasper, M. & Jumma, M. (eds.) (2005). Effective healthcare leadership. Oxford: Blackwell Publishing
Martin, G.P., Sutton, E., Willars, J. & Dixon-Woods, M. (2013). Frameworks for change in healthcare organisations: a formative evaluation of the NHS change model. Health Services Management Research, 26 (2) 65-75.
Marquis, B.L., & Huston, C.J. (2012). Leadership Roles and Management Functions in Nursing, Theory and Application (6th ed.). London: Wolters Kluwer/ Lippincott Williams & Wilkins.
Nursing and Midwifery Council. (2015). The Code: Standards of conduct, performance and ethics for nurses and midwives. London: NMC.
Northouse, P.G. (2010). Leadership Theory and Practice (5th ed.). London: Sage Publications. Taylor, G. & Hawley, H. (2010) Key Debates in Healthcare. Maidenhead: Open University Press.
The Health Foundation. (2013). Quality improvement made simple. London: The Health Foundation.
Web Sites: Betsi Cadwalader University Health Board http://www.wales.nhs.uk/sitesplus/861/home e-Library for Health http://www.wales.nhs.uk/sitesplus/878/home Health and Safety Executive (HSE) http://www.hse.gov.uk/ National Institute for Health and Clinical Excellence http://www.nice.org.uk/ National Leadership and Innovation Agency for Health (NLIAH) http://www.nliah.wales.nhs.uk/ NHS Wales http://www.wales.nhs.uk/ Nursing & Midwifery Council http://www.nmc-uk.org/ Welsh Government http://wales.gov.uk 1000 Lives Plus http://www.1000livesplus.wales.nhs.uk/home National Improvement Programme http://www.1000livesplus.wales.nhs.uk/ Francis Report http://www.midstaffsinquiry.com/pressrelease.html Berwick’s Report https://www.gov.uk/government/publications/berwick-review-into-patient-safety