Caring to change: how compassionate leadership can stimulate innovation in health care
Publication details: London Kings Fund 2017Online resources: Summary: <div class="field field-name-field-intro field-type-text-long field-label-hidden view-mode-full" style="margin: 0px 0px 1em; padding: 0px; font-size: 1.1em; color: #222222; font-family: Arial, sans-serif;"><span style="font-size: 10pt;">This paper looks at compassion – which involves attending, understanding, empathising and helping – as a core cultural value of the NHS and how compassionate leadership results in a working environment that encourages people to find new and improved ways of doing things. </span><span style="font-size: 10pt; color: #333333;">It also describes four key elements of a culture for innovative, high-quality and continually improving care and what they mean for patients, staff and the wider organisation: </span></div><div class="field field-name-field-body field-type-text-with-summary field-label-hidden view-mode-full" style="margin: 0px; padding: 0px; color: #333333; font-family: Arial, sans-serif; font-size: 14px;"><ul><li><span style="font-size: 10pt;">inspiring vision and strategy</span></li><li><span style="font-size: 10pt;">positive inclusion and participation</span></li><li><span style="font-size: 10pt;">enthusiastic team and cross-boundary working</span></li><li><span style="font-size: 10pt;">support and autonomy for staff to innovate.</span></li></ul><p style="margin: 0px 0px 1.3em; padding: 0px;"><span style="font-size: 10pt;">The paper also presents case studies of how compassionate leadership has led to innovation. This work was supported by the Health Foundation.</span></p></div>| Item type | Home library | Class number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|
| Book | Ferriman information and Library Service (North Middlesex) Shelves | Available |
E-books
40p.
<div class="field field-name-field-intro field-type-text-long field-label-hidden view-mode-full" style="margin: 0px 0px 1em; padding: 0px; font-size: 1.1em; color: #222222; font-family: Arial, sans-serif;"><span style="font-size: 10pt;">This paper looks at compassion – which involves attending, understanding, empathising and helping – as a core cultural value of the NHS and how compassionate leadership results in a working environment that encourages people to find new and improved ways of doing things.&nbsp;</span><span style="font-size: 10pt; color: #333333;">It also describes four key elements of a culture for innovative, high-quality and continually improving care and what they mean for patients, staff and the wider organisation:&nbsp;</span></div><div class="field field-name-field-body field-type-text-with-summary field-label-hidden view-mode-full" style="margin: 0px; padding: 0px; color: #333333; font-family: Arial, sans-serif; font-size: 14px;"><ul><li><span style="font-size: 10pt;">inspiring vision and strategy</span></li><li><span style="font-size: 10pt;">positive inclusion and participation</span></li><li><span style="font-size: 10pt;">enthusiastic team and cross-boundary working</span></li><li><span style="font-size: 10pt;">support and autonomy for staff to innovate.</span></li></ul><p style="margin: 0px 0px 1.3em; padding: 0px;"><span style="font-size: 10pt;">The paper also presents case studies of how compassionate leadership has led to innovation. This work was supported by the Health Foundation.</span></p></div>
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