Applicants should normally have an honours degree (or equivalent) in a health, social care, leadership or management-related subject. Alternatively, you can demonstrate your ability to undertake and complete the course by qualification and/or experience.
Months of entry
The NHS is entering a new phase of reform. Promoting and developing efficient and effective leadership behaviours is central to developing a patient-led, quality-enhanced, local service. Improving compassion and the quality of patient care starts with leadership (NHS Leadership Academy 2013) and The Kings Fund (2011). This recognises the value of leadership that is shared, distributed and adaptive – where leaders must focus on engaging staff in delivering results.To achieve this locally and nationally, NHS trusts, foundation trusts, primary care trusts, social care organisations, along with the independent and third sector, will have to devise strategic frameworks and action plans to help promote and develop leaders within their organisations and services.
All of this requires developing health and social care staff in promoting, identifying and supporting the development of leadership capability. It means being able to use a variety of tools and techniques that underpin effective and sustained leadership development, and working in partnership across professional and organisational boundaries to improve patient-focused care.Developing transformational leadership skills to support this framework means that you need to:
- articulate a compelling vision of the future
- use stories and symbols to communicate your vision and message
- have a strong sense of purpose and a collective mission
- talk optimistically and enthusiastically, and express confidence about achieving goals
- engender trust and respect by doing the right thing, rather than doing things right
- instil pride in your employees in being associated with you
- talk about your most important values and beliefs
- consider the moral and ethical consequences of decisions
- seek different perspectives when solving problems
- get employees to challenge old assumptions and think about problems in new ways
- spend time teaching and coaching
- consider each employee’s needs, abilities and aspirations
- be compassionate, appreciative and responsive to each employee, recognising and celebrating their achievements.
The new Healthcare Leadership Model offers 360-degree feedback linked to nine dimensions:
- inspiring shared purpose
- leading with care
- evaluating information
- connecting our service
- sharing the vision
- engaging the team
- holding to account
- developing capability
- influencing for results.
These dimensions provide a supportive model for you to assess your own leadership strengths and areas of challenge, and for critical evaluation throughout your programme.
What you study
In Advanced Personal Effectiveness and Leading Service Improvement you explore current drivers of service reform and improvement to develop your political awareness and proactive leadership. From the very start you work on real-life service-improvement projects so you can apply what you learn to your area of practice.
You undertake 360-degree diagnostic appraisal and personal action planning to develop your effectiveness. You also use action learning to help you lead a real service-improvement project that’s relevant to your role and your organisation.
By enhancing your leadership and service-improvement skills you develop the effectiveness of your role and your professional goals.
Fees and funding
Please note that due to current anticipated changes to NHS education and HE funding, information will be updated on Teesside University website. Please check this prior to application.
Qualification and course duration
Course contact details
- School of Health & Social Care Admissions
- +44 (0) 1642 384176