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- arguments and rudeness
- Or more
- excluding/ ignoring people
- overloading with work
- spreading rumours
-unfair treatment
picking on/ undermining someone
- denying someones training or promotion opportunities

Effects
Can make people sad or even depressed, which can lead to people having time off work

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Appreciative leadership- bringing out the best in people. Positive form of leadership. Provides a leader for change but focuses on engaging and motivating all stakeholders. 

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Appreciative leadership- bringing out the best in people. Positive form of leadership. Provides a leader for change but focuses on engaging and motivating all stakeholders. 

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Is low staffing issues are not addressed within the team then issues will start to arise. Some of these issues include decreased productivity, increased staff absences and associated costs, increased conflicts in the work environment, increased patient complaints, and increased employee turnover rates and costs associated with hiring and training replacement staff.

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Gives responsibility and independence to employees allowing more room for innovation and growth in the workplace.

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Gives responsibility and independence to employees allowing more room for innovation and growth in the workplace.

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The Francis report (2013) identified a need for transparency and honesty within the NHS.
Shared leadership is broadly distributed among members of the team that underpin the way of working. It can also be defined as a dynamic interactive influenceling process among individuals in the group for which the objectives is lead to one another to the achievement of group goals.
It is a way to strengthen continuous learning and enhance relationships which are the foundation upon which nurses cna develop a new type of relationship within management and each other.
Taking a shared approach to leadership ensures that staff of all levels are involved in having a say and managing the environment in where they work.
Shared Governance offers a structured approach in which quality improvement is the main aim and career development is a benefit.
Shared Governance sees staff at the centre of the decision making process and sees managers having a facilitative leadership role, (2013).
The system empowers nurses to deliver high quality care independently and collaboratively as equal members of the health care team.

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Transformational leadership has four main components: 

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Transformational leadership has four main components: 

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- individualised consideration
- intellectual stimulation
- Inspirational motivation
- idealised influence

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What Do Nurses Need to Practice Effectively in the Hospital Environment An Integrative Review With Implications for Nurse Leaders

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https://www.nuh.nhs.uk/nursing-midwifery-shared-governance/

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The most important starting point is compassion - a core value of the NHS as a whole and its NHS staff. Sustaining the NHS as a culture of high-quality compassionate care requires compassionate leadership at every level and in interactions between all parts of the system - from national leaders to local teams. Compassionate leadership in practice means leaders listening with fascination to those they lead, arriving at a shared (rather than imposed) understanding of the challenges they face, empathising with and caring for them, and then taking action to help or support them. Such leadership will help us begin to address the problems the service faces because top down national solutions are not working. Meanwhile, patient care and staff health are being undermined.

But there are some myths that must be addressed to ensure people see the value of compassionate leadership. These are that compassionate leadership will mean:

loss of commitment to purpose and high-quality performance

tough performance management and conversations won't be allowed or will be labelled as bullying

always taking the easy, consensus way forward rather than putting patients and communities first

not being able to challenge the status quo and make the radical changes our patients and communities need

team work and system working will be controlled by whoever has the most power and is most ruthless.

Virtually all NHS staff are committed to providing high quality and compassionate care. They represent probably the most motivated and skilled workforce in the whole of industry. However, we impose on them a dominant command and control style that has the effect of silencing their voices, suppressing their ideas for new and better ways of delivering patient care and suffocating their intrinsic motivation and fundamental altruism. Released, their motivation and creativity will ensure commitment to purpose and performance. Their voices are needed to tell us how care can best be improved as the endless remote top-down plans often fail because they ignore the reality of day to day care.

Compassionate leadership means creating the conditions - through consistently listening, understanding, empathising and helping - to make it possible to have tough performance management and tough conversations when needed. Staff complain they only see their leaders when something goes wrong and that even if they do listen, nothing changes after the conversation. Compassionate leadership ensures a collective focus and a greater likelihood of collective responsibility for ensuring high-quality care.

At The King's Fund's annual leadership and management summit in July, the distinguished Harvard professor Amy C Edmondson will reflect on her work linking compassionate leadership with what she calls 'psychological safety' in health care teams. This helps staff feel safe to talk about their errors and near misses, to address concerns about work overload, to talk about worries over lack of competence, and to call out bullying, harassment and discrimination, all of which leads to health care team innovation and effectiveness, as Amy's research demonstrates.

The only way to respond to the challenges that face us in the NHS is through radical innovation - transformational change. That can only come through releasing staff from the rigidities of bureaucracies, command and control hierarchies, and relentless top-down scrutiny and control. And the evidence from research is clear that compassionate leadership is the vital cultural element for innovation in organisations.

Compassionate leadership creates the conditions where the collective good - the needs of patients and communities and staff wellbeing and development - are prioritised over individual agendas, regardless of status, aggression, or undermining. Such leadership creates the conditions where it is possible to identify and challenge inappropriate use of power, hierarchy or control over resources that are inconsistent with the values and vision of our health services.

As Don Berwick, Prerana Issar (new Chief People Officer) and Sam Allen (CEO of Sussex Partnership Trust) commented in the recent King's Fund online event, compassionate leadership requires courage. The courage to listen to tough messages from those we lead. The courage to explore their understanding of the challenges they face and to have our own interpretations challenged and rejected. The courage to feel how draining it is to work a 70-hour week, to not have time to go to the toilet on a shift, to have no access to food and drink on a night shift, or to be on the receiving end of violence or abuse from members of the public. And the courage to accept that practicing compassionate leadership will first and foremost address the most apparently intractable workplace challenges such as excessive workload, staff shortages and ever-increasing demand.

We hear some saying 'let's just talk about positive leadership rather than compassionate leadership'. But that's a cop-out. Positive leadership means all things to all people. And it can be a fig leaf for pretending that problems don't exist and then failing to address the endemic problems of bullying, harassment, discrimination, lack of equal opportunities and an increasingly beleaguered and damaged workforce. And it is meaningless - it doesn't identify what the key leadership behaviours that constitute positivity are.

Compassionate leadership requires huge courage, resilience and belief - it requires a commitment by you as a leader (and all staff should be considered leaders in the NHS) to be the best that you can be. It begins with self-compassion so that by attending to yourself, understanding the challenges you face in your own work (and life more generally), empathising or caring for yourself, and then taking wise action to help yourself, you are able to stay close to the core values that give our lives and work meaning - compassion, wisdom, courage, justice - we are able to have deeper, more authentic and more effective interactions with all those we work with and offer care for. Putting such leadership into action demonstrates not the myths, but the magic of compassionate leadership.

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Compassionate leadership is needed now more than ever in the NHS, but there is a reluctance to put it into practice. Michael West and Suzie Bailey dispel five common myths surrounding compassionate leadership and explain how it is essential for alleviating the current workforce crisis.

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https://www.kingsfund.org.uk/audio-video/michael-west-collaborative-compassionate-leadership

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Professor Michael West: Leadership in today's NHS

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· “Leadership by more than only the appointed leader”

· Sharing power and influence among a set of individuals

· Upwards or downward hierarchical leadership

· Decentralised membership

· Objective is to lead one another to the achievement of group goals

Requirements of shared leadership:

ü  Team members must be willing to provide feedback to the team in a way that influences and motivates the direction of the group

ü  The team must overall be willing to accept and trust in the feedback provided by other team members

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Compassionate leadership means creating the conditions – through consistently listening, understanding, empathising and helping – to make it possible to have tough performance management and tough conversations when needed.

Compassionate leadership ensures a collective focus and a greater likelihood of collective responsibility for ensuring high-quality care

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preceptership - recruitement and retention

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Evidence suggests there are 5 steps you can take to improve your mental health and wellbeing. Trying these things could help you feel more positive and able to get the most out of life.
1. Connect with other people

Good relationships are important for your mental wellbeing. They can:

help you to build a sense of belonging and self-worth

give you an opportunity to share positive experiences

provide emotional support and allow you to support others

There are lots of things you could try to help build stronger and closer relationships:

2. Be physically active

Being active is not only great for your physical health and fitness. Evidence also shows it can also improve your mental wellbeing by:

raising your self-esteem

helping you to set goals or challenges and achieve them

causing chemical changes in your brain which can help to positively change your mood

Read about exercise guidelines and workouts to help improve your fitness and wellbeing

3. Learn new skills

Research shows that learning new skills can also improve your mental wellbeing by:

boosting self-confidence and raising self-esteem

helping you to build a sense of purpose

helping you to connect with others

Even if you feel like you do not have enough time, or you may not need to learn new things, there are lots of different ways to bring learning into your life.

Some of the things you could try include:

4. Give to others

Research suggests that acts of giving and kindness can help improve your mental wellbeing by:

creating positive feelings and a sense of reward

giving you a feeling of purpose and self-worth

helping you connect with other people

It could be small acts of kindness towards other people, or larger ones like volunteering in your local community.

Some examples of the things you could try include:

saying thank you to someone for something they have done for you

asking friends, family or colleagues how they are and really listening to their answer

spending time with friends or relatives who need support or company

offering to help someone you know with DIY or a work project

volunteering in your community, such as helping at a school, hospital or care home

5. Pay attention to the present moment (mindfulness)

Paying more attention to the present moment can improve your mental wellbeing. This includes your thoughts and feelings, your body and the world around you.

Some people call this awareness "mindfulness". Mindfulness can help you enjoy life more and understand yourself better. It can positively change the way you feel about life and how you approach challenges.

Read more about mindfulness, including steps you can take to be more mindful in your everyday life.

Further information

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Read about 5 steps you can take to improve your mental health and wellbeing.

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Press release

The King's Fund responds to the General Medical Council's new report on the wellbeing of doctors

'It is a sad irony that working for the health service can be bad for the health of its own employees. This welcome new report focuses on doctors, but so many of the conclusions could apply to any staff group working in the NHS' says Suzie Bailey, Director of Leadership and Organisational Development at The King's Fund.

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Are we supporting or sacrificing NHS staff?

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Press release 'It is a sad irony that working for the health service can be bad for the health of its own employees. This welcome new report focuses on doctors, but so many of the conclusions could apply to any staff group working in the NHS' says Suzie Bailey, Director of Leadership and Organisational Development at The King's Fund.

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Alice, the third year nursing student, is in her final clinical management placement. Unfortunately, she has arrived at a time of change in the unit. The two permanent senior nurses are not available (one has left unexpectedly and the other has been ill for two weeks, and has a poor prognosis).  The rest of the registered nurses are on part-time contracts, or filling in from other units. This lack of leadership has led to a definite lack of cohesion. Boundaries between the different staffing levels appear blurred. This has resulted in most of the staff members ‘doing their own thing’. Conflict between members, especially between the health care assistants (who are permanent and been in the ward for a number of years), registered nurses and students (a first and second year student) goes unchecked. The working environment feels tense. Communication is terse. Noticeably, necessary equipment and stock is not available on time as no one person seems to be in charge of organisation. Patients seem more anxious.Alice becomes aware of the inequitable power relationships between the different levels of caregivers. The two junior students tell her that their mentors (both part-timers) seem unhappy and that they, themselves don’t know how to make things “better”. Instead of learning with their mentors (who seem to be unavailable or inaccessible), they feel like they are being bullied and used by the ‘bossy’ health care assistants for all the menial tasks. Being relatively new in the unit, they are afraid of repercussions and are fearful of complaining, even when they are worried about patient care being compromised.How can this ‘stuck’ situation become ‘unstuck’?