Delivery Through Leadership: NHSScotland Leadership Development Framework

Appendix 1 : Leadership, Management and Teamwork

The 'ideal' leader is able to combine leading transformational change with transactional management - both are needed to deliver services in an era of change. An individual's strengths may be greater as a leader or as a manager, however, but through teamwork, a group of individuals can provide the blend of ability to drive transformational change and deliver it.

Team diagram

Appendix 2 : L eadership Qualities: Descriptors (In no order of importance)

QUALITIES	DESCRIPTORS	Reference to supporting behaviours	Reference to supporting KSF CORE+
Personal Qualities
Personal Governance: (See detail in Appendix 3)	¦ commitment to service excellence ¦ integrity and probity ¦ account for performance ¦ engage with others in decision-making ¦ develop team and self	See detail in Appendix 4
Personal Management:	¦ self-awareness ¦ emotional competence & consistency ¦ articulate and live by values ('being-the-talk')	See detail in Appendix 4
Knowledge Management:	¦ asking the hard questions proactively ¦ listening empathetically to understand ¦ maintaining a contemporary knowledge of best practice	See detail in Appendix 4	K3
Service Excellence
Ensuring Focus:	¦ directing attention to the key issues ¦ regulating the temperature (managing pace and stress)		G5 HWB
Delivering Governance: (clinical, staff, financial/corporate)	¦ looking after the needs of patients, staff and the public ¦ balancing risks		G4/G6 HWB
Achieving Results: and accountability approach	¦ creating a climate of performance delivery ¦ resolving complex problems through a win: win		G5
Future Focus
Identifying goals:	¦ creating purpose with a focus on outcomes ¦ shaping and articulating the future with passion		G8
Creating and making choices:	¦ thinking flexibly and innovatively ¦ making choices in uncertainty and ambiguity ¦ taking risks with political astuteness		G2/G8
Developing capability and capacity with partners: culture	¦ building relationships and partnerships which recognise interdependency and which share learning ¦ instilling a staff, team and organisational development		G1/G7
Leading Change: secure goals	¦ aligning people, structures, systems and processes to ¦ seizing technological solutions to improve healthcare ¦ inspiring others and unleashing energy to change		G2

Appendix 3 : Leaders'/Managers' Code Of Personal Governance

As a NHS Scotland Leader/Manager I will:

Pursue service excellence by
ensuring patients'/clients' needs are at the centre of decision-making
seeking to protect patients/clients and staff from clinical and environmental risk
encouraging service excellence and supporting changes to make this a reality
Act with integrity and probity by
communicating with openness and honesty in all matters including handling complaints and giving feedback to staff
ensuring confidential and constructive communication
managing resources and financial risk effectively and efficiently
ensuring personal integrity and probity at all times
seeking to protect patients/clients and NHS resources from fraud, inducements and corruption
Account for my own and my team's performance by
taking responsibility for my own and my team's performance
complying with all statutory requirements
providing appropriate explanations on performance
acting on suggestions/requirements for improving performance
supporting the Accountable Officer of my organisation in his/her responsibilities
Engage appropriately with others in decision-making by
ensuring that patients, the public, staff and partner organisations are able to influence decision-making in relation to NHS services
supporting effective and informed decision-making by patients about their own care
seeking out the views of others and building mutual understanding
ensuring clarity and consistency in relation to dual accountability
Develop my team and myself by
building and developing effective teams, supported by appropriate leadership
instilling trust and giving freedom to staff/partners to make decisions within authority
being aware of and taking responsibility for my behaviour and continuous personal development as a NHS leader/manager, to ensure my fitness for purpose.

Appendix 4 : L eadership Behaviours: some examples

PERSONAL QUALITIES	POSITIVE BEHAVIOURS	NEGATIVE BEHAVIOURS
PERSONAL GOVERNANCE
Commitment to service excellence	Challenges decisions not based on patients'/clients' needs Recognises and rewards excellence Celebrates 'success' Diagnoses and tackles poor performance	Makes/supports decisions without patients'/clients' needs at the centre Rewards poor practice Rewards or takes a punitive approach to poor performance
Integrity and probity	Truthful Open approach to issues Lets people say 'No', otherwise 'Yes' is meaningless Respects confidentiality of information consistently Checks potential probity issues	Deceptive/dishonest/manipulative Hides and encrypts information 'Yes-men' abound Gossips confidential information Flaunts/ignores potential probity issues
Account for performance	Accepts responsibility and accountability Gives credit where credit is due Challenges micro-management Gives clear, concise, timely explanations - no surprises Ensures information is organised to show good/poor performance	'Passes the buck' Takes credit for others' work Promotes dependency culture Withholds or is late with information - lots of surprises! Information about performance is poorly organised/ignored
Engage with others	Promotes spirit of co-operation and interdependency Seeks first to understand Encourages meaningful dialogue at the earliest opportunity Develops shared vision Flexible	Suspicious - promotes independency Seeks first to be understood Clique led decision-making Keeps others in the dark Rigid - imposes change
Develop self and team	Builds self-belief and 'can do' Gives freedom to make decisions within authority Lets go - take risks Instils trust Values everyone as individuals Uses inclusive language Understands and values cultural differences Shows willingness to change and learn from mistakes Encourages appropriate behavour	Destroys confidence Control, control, control Promotes oppressive, complex accountability Manipulative - other agenda Views everyone as 'the same' Uses discriminatory language Uses a 'diversity-blind' approach Knows-it-all Inappropriate behaviour isn't challenged
PERSONAL MANAGEMENT
Self-awareness	Takes time to reflect Values honest feedback Realistic about strengths and limitations Seeks help	Blind spots - doesn't seek out feedback Avoids potential weakening of personal power base by indicating personal limitations Expectations of self/others unrealistic
Emotional competence and consistency	Positive and enthusiastic Consistent behaviour Mature, constructive behaviour Warmth - easy to approach Respects others Handles others' emotions appropriately	Negative/cynical Moody 'Toys out of pram'/vindictive/ bullying behaviour Cool - approached only when essential Lacks respect for others Insensitive to others' emotions
Articulate and live by values	Practices what s/he preaches Keeps promises - follows through	Words and actions don't match Lets others down - doesn't make it happen
KNOWLEDGE MANAGEMENT
Asking the hard questions proactively	Challenges status quo Creates climate of support and accountability	Prefers the status quo Creates climate of blame
Listening empathetically to understand	Open to new ideas Shows genuine concern Tests comprehension and summarises	Closed to new thinking - blocks Superficial interest in others Assumes understanding - content with loose ends
Maintaining a contemporary knowledge of best practice	Seeks comparisons and encourages change Ensures teaching and R&D are integral to improve service delivery	Reacts to externally driven change Does not maximise the benefit of teaching and R&D to improve service delivery

Appendix 5 : SEHD / NHS Board Development Leads: Contact Details

Board	Name/title	Address
SEHD	Ashleigh Dunn, Head of Leadership Development	HR Directorate, SEHD, St Andrew's House, Regent Road Edinburgh EH1 3DG 0131 244 2814
	Hazel Mackenzie, Programme Manager (Strategic Clinical Leadership)r	0131 244 2319
	Jill Sandford, Programme Manager (Management Training Scheme)	0131 244 3451
NHS Argyll & Clyde	Judith Ward, OD Director	Ross House, Hawkhead Road, Paisley PA2 7BN 0141 842 7271
NHS Ayrshire & Arran	Chris Lisle, Director of Organisation and Human Resources Development	Boswell House 10 Arthur Street, Ayr KA7 1QJ 01292 885 840
NHS Borders	Sandy Burnham, OD Co-ordinator	Newstead Melrose Roxburghshire TD6 9DB 01896 828282
NHS Dumfries & Galloway	Sharon Millar, Head of OD	Mid North Crichton Hall, The Crichton, Dumfries DG1 4TG 01387 244 039
NHS Fife	David Christie, OD Director	Cameron House Cameron Bridge Leven, Fife KY8 5RG 01592 712 812 Ext 330
NHS Forth Valley	Vicki Masters, Organisational Development Manager	Primary Care Operating Division Old Denny Road Larbert FK5 4SD 01324 404 240
NHS Grampian	Anne Inglis, Head of Learning & Development	Summerfield House 2 Eday Road Aberdeen, AB15 6RE 01224 558 532
NHS Greater Glasgow (Single lead TBC)	Juli McQueen, Head of OD and Training, Glasgow Primary Care Trust	Gartnavel Royal Hospital 1055 Great Western Rd Glasgow G12 OXH 0141 211 3852
NHS Greater Glasgow (Single lead TBC)	Ann Crumley, Head of Training & Development	North Glasgow University Hospitals Division 0131 201 4200
NHS Highland	Lynn Marsland, Head of Learning & OD	John Dewar Building Highlander Way Inverness IV2 7GE 01463 706877
NHS Lanarkshire	Kenneth Small, OD Director	Airbles Road Centre Airbles Road Motherwell ML1 2JT 01698 245 003
NHS Lothian	David Lee, Associate Director	Royal Edinburgh Hospital Morningside Edinburgh EH10 5HF 0131 536 9179
NHS Orkney	Fiona Smith, Head of HR	Garden House New Scapa Road Kirkwall, Orkney KW15 1BQ 01856 888298
NHS Shetland	Lorraine Hall, Head of HR	Brevik House Outh Road, Lerwick Shetland ZE 1 0TG 01595 743024
NHS Tayside	Carrie Ferrier, Head of OD and Modernisation	Acute Services Division Level 10, Ninewells Hospital Dundee, DD1 9SY 01382 660111 Ext 33750
NHS Western Isles	Kay Young,OD Director	37 South Beach Street Stornoway Isle of Lewis H51 2BB 01851 702997
National Services Scotland	Chris Murphy, Interim HR Director	Gyle Square 1 South Gyle Crescent Edinburgh EH12 9EB 0131 275 6000
NHS 24	Linda Lynch, Head of Learning & Development	5th Floor, Golden Jubilee National Hospital Beardmore Street Clydebank G81 4HX 0141 435 7365
NHS Education	Marian Wrigley, Director of Human Resources	NHS Education for Scotland 2nd Floor, Hanover Buildings 66 Rose Street, Edinburgh EH2 2NN 0131 220 8610
NHS Health Scotland	Gavin Speers, OD Manager	Woodburn House Canaan Lane Edinburgh EH10 4SG 0131 536 5510
NHS Quality Improvement Scotland (QIS)	Kathlyn McKellar, Head of HR	Elliott House 8-10 Hillside Crescent Edinburgh EH7 5EA 0131 623 4591
Scottish Ambulance Service	Shirley Rogers, HR Director	National Headquarters Tipperlinn Road Edinburgh EH10 5UU 0131 446 7010
State Hospitals	Ian Jones, Learning and Development Director	The State Hospitals Board Headquarters Carstairs, Lanark ML11 8RP 01555 840 293 ext. 551
Golden Jubilee National Hospital	Roisin Houston, Training & Development Manager	The Golden Jubilee National Hospital Beardmore Street, Clydebank, Glasgow G81 4HX 0141 951 500 ext 5243

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