Contemporary Leadership and Change Management in NHS Trust Report

This report provides a comprehensive analysis of leadership and change management within the Hull University Teaching Hospitals NHS Trust. It begins with an overview of the organization, its management structure, and the broader context of leadership within the NHS. The report delves into the changing nature of the NHS and the evolution of leadership styles, emphasizing the shift towards contemporary leadership models. It then explores the principles of change management, including individual, organizational, and enterprise change management capabilities, with a focus on the ADKAR model. The study utilizes primary research methods, such as questionnaires and interviews, to assess current practices and identify present and future challenges. The report concludes with self-realization and suggestions for future improvements, offering a detailed examination of leadership and change management within the NHS context, including practical recommendations for enhancing organizational effectiveness and employee engagement.

Running head: LEADERSHIP AND CHANGE MANAGEMENT
LEADERSHIP AND CHANGE MANAGEMENT
Name of the Student
Name of the University
Author Note

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ABSTRACT
The following paper focuses on the current leadership management and
change management in the organization, Hull University Teaching Hospitals
NHS Trust. The paper highlights all the possible changes that can be made in
order to achieve the organization goal and the challenges faced by the
organization. The following study has focused on the primary research in
order to get a deep analysis of the on-going activities in Hull University
Teaching Hospitals NHS Trust. The analysis showed all the possible changes
that can be made by the management of the organization and would
provoke the leaders to build a healthy, strong relation with the employees.

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Table of Contents
Introduction.....................................................................................................2
Discussion........................................................................................................3
Overview of the Organization.......................................................................3
Management of the Organization.................................................................3
Overview of Leadership in NHS....................................................................4
The Changing nature of the NHS and its Leadership....................................5
Change Management...................................................................................5
Individual Change Management................................................................7
Organizational Change Management........................................................7
Enterprise Change Management Capability..............................................8
ADKAR Model.............................................................................................8
Research Methods......................................................................................12
Present and Future Challenges...................................................................13
Self-Realization and Conclusion.....................................................................16
References.....................................................................................................18
Appendix........................................................................................................22

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Introduction
Nowadays organization adapts various modern changes in order to
cope up with the new challenges in the market. This following report focuses
on the contemporary leadership and change management with reference to
an organization, Hull University Teaching Hospitals NHS (NHS Leadership
Academy 2019). Leadership is a dynamic approach of building relation between
the collaborators and leaders which provides both the parties a morale
development and higher level of motivation as they try to provoke a real
change in the organization (Obholzer 2018). There are different types of
leadership style practiced in organizations, but this paper aims at
contemporary leadership in the selected organization Bartunek and Woodman
2015). The study also focuses on change management and future change
management challenges, in order to ensure that the standardized procedure
and methods used for prompt and effective handling of the changes, this is
done to minimize the effect of change-related incidents on day-to-day
operation and service quality of the organization (Blackie 2019). As the senior
management team reports that the organization Hull University Teaching
Hospital NHS,, has been experiencing higher level challenges regarding the
current and future prospects of the organization where the management is
trying to handle everything by leadership and change management
concepts(Bejinariu et al. 2017). In order to find out the leadership and change
management practiced in their workplace and their impact in the

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organization, primary research has been carried out. The primary research is
done by preparing questionnaire and conducting interviews.

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Discussion
Overview of the Organization
The Hull University Teaching Hospital NHS Trust (HEYT) is a trust in
East Riding of Yorkshire, England which provides acute care to the local
population of 600,000 and over 1.2 million people for tertiary services. The
trust is formed by the merger of the East Yorkshire Hospitals and the Royal
Hull Hospitals National Health Service Trusts. The organization has annual
turnover of £500 million. The Hull University Teaching Hospitals NHS Trust is
popularly called as NHS Foundation Trust. It is headquartered at Hull and it
also serves the region of East Riding of Yorkshire. The merge of the Royal
Hull Hospitals National Health Service Trusts and East Yorkshire Hospitals led
to the formation of this organization in the 1st of October, 1999. This is one of
the top five largest trusts in England. The Chairman of the organization is
Terry Moran and the Chief Executive Officer is Christopher Long. The
organization has around 8500 employees working with it and hence
Leadership and Change Management is one of the most important things
that are required to be taken care of. The vision of the company for the year
2016-2021 is to employ great staff, provide great care and have a great
future. The organization wants to create an extraordinary place for
remarkable services by the employees (Rosenbaum, More and Steane 2018).

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Management of the Organization
The current Chief Executive Officer at Hull University Teaching
Hospitals NHS Trust is Christopher Long and he has been since 2014. The
trust plays these organizations with very small number and hence
implementing Lorenzo patient record systems which has accepted a financial
support package but later it was stated that the record system is unrealistic
and has insufficient funding and insufficient funding to support the project
(Ellis 2018).
Overview of Leadership in NHS
Throughout the history, management has deliberately focused on two
dimensions of leadership, the traditional leadership and the other is
contemporary leadership. The traditional definition states that leadership is
the interpersonal influence which is directed towards achieving the goal and
objectives of the organization. However, the contemporary definition states
that it is a dynamic relationship between the collaborators and leaders which
help both the parties two increase their level of moral development and the
level of motivation as they provoke to make real change in the organization.
In simple words the contemporary leadership is the integration of
transformational leadership, authentic leadership and servant leadership
(Borich 2019)
Leadership in Hull University Teaching Hospital NHS Trust has
remained a debated topic; the organization has many insights of the

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challenges which are faced by the current and future leaders of NHS (. The
scenario in NHS indicates that NHS need that the, responsibility must be
drawn together in one person, at the successive level of organization for
various activities like planning, implementation and controlling the
performance (Frankel and PGCMS 2019). However, NHS is not in a condition of
reconstructing the organization and the organization believes that
organization can achieve much more only by making the existing
organization work in practice. Earlier the structure of the organization was
full of with regulatory and bureaucratic obstacles that limit the extent of
leadership to flourish and stifle innovation in the organization (Chon and Zoltan
2019). However, concurrent changes to the way NHS leaders can operate and
they must achieve goals without any other formal restructuring (Endovitsky,
Isaeva and Nikitina 2018).
The Changing nature of the NHS and its Leadership
The NHS organization has adapted contemporary style of leadership,
where the organization is concerned about maintaining the alignment of NHS
workforce and the operating procedure with its goals, objectives, mission and
vision. The transformational, distributive, shared and collaborative style of
leadership has enabled the current leaders to motivate performance and
improve attitude beyond their expectations (Burke and Noumair 2015)
The considerable changes were:

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A strong commitment from the higher authority, that effective leadership will
be practiced in order to achieve high quality clinical practice.
1. Considerable reduction, in regulatory and bureaucratic obligations.
2. A total new generation of clinical leaders was presented at NHS.
3. A reduction, in the total number of commissioning and provider
organizations, in order to maximize, the use of scarce leadership
resources.
4. The organization has also developed a nine dimension of Health Care
Leadership Model has been constructed through evidence based
research model which reflects the core values of the organization,
what does the organization knows about the effective leadership, what
the organization has learned from the Leadership Framework and lastly
what the communities and the patients are seeking from the leaders
(Carroll et al., 2019).
Change Management
There are many obstacles and challenges faced by all the
organizations. These challenges are not pre planned and comes to the
organization all of a sudden. Under those circumstances the organization
needs to make several changes in the policies, procedures, daily activities as
well as the short term goals. The basic aim of change management is to
create and implement certain strategies that would effect change, control
the change and also helping every other people to adapt to the changes

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(Cleary et al., 2019.). It is ultimately the employees that require undergoing the
change. The organization already has a large employee base and managing
change for those large bases is very complicated task (Cummings, Bridgman and
Brown 2016). The attitudes and behavior of each and every person differs from
each other. Conveying about the changes and adapting to it is really difficult
for both the managers as well as the employees. Change management
however can specifically handle all the challenges smoothly if properly
implemented. It includes a structured approach for managing and supporting
the individuals to move from their current state to the required future state
(Donate and de Pablo 2015).
The Hull University has been formed by the merger. It can be said that
two different cultures from two different organizations merged together and
formed this organization. This was also a change that took place. The new
organization that was formed by this process had to undergo a lot of changes
(Ellis and Abbott 2018). The two different organizations had two different
processes of work, different policies and procedures, different work
environment and different culture. The new organization altogether had a
different goals, vision and mission. This required change management that
has been efficiently done by this organization. The overall change
management has been done within the organization by dividing it into three
parts -
1. Individual Change Management

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2. Organizational Change Management
3. Enterprise Change Management Capability
Individual Change Management
It is very natural psychology of the human being to resist changing. Yet
they are quiet resilient human being. If supported at the time of change,
then there can be very good and effective results (Harmon, P., 2019). The
process of individual change management involves understanding how the
experience of people change and what is needed to be changed by them. It
involves knowing about the needs and preferences of the employees and
knowing what will help in making a successful transition (Hornstein 2015). It is
to be known by the managers that what does the people need to listen,
when, where and from whom. It involves knowing what is to be taught to the
employees, what skills are to be embedded, how to coach them and
demonstrate their new behavior (Hughes, D.L., Dwivedi, Simintiras and Rana 2016).
The main thing that is to be observed is what are the factors that make the
employees stick to their own behavior and what factor can nullify that and
ultimately make them move. Individual change management thus focuses on
human psychology and neuroscience in order to apply some actionable
frameworks to the employees for change (Howlett, 2019).
Organizational Change Management
It is very much impossible for the managers to make the changes at
individual levels that is on the basis of person by person. Thus organizational

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change management focuses on changing a group of people or team by
supporting hundreds and thousands of individual at the same time through
some specific actionable factors (Klochkov, Gazizulina and Golovin 2016). The
process of organizational change management involves identification of the
groups, teams and individuals who require change as per the changes in the
organization and identification of the process in which ways they are needed
to be changed (McCaffery 2018). This process also includes the creation of a
proper plan in order to ensure that the employees that have been impacted
because of the sudden change get the required training, help, awareness
and coaching for driving the change successfully. Successful transition of
individual must be the main focus of all the activities for implementing
organizational change management (Javanparast et al. 2018).
Enterprise Change Management Capability
The change management in the enterprise refers to increasing the
core competency level of the organization by implementing competitive
advantages that creates differentiation and the ability to adapt to changes in
a flexible manner. It refers to the effective change management skills
embedded within the organizational roles, processes, procedures, structures
including the leadership skills (Rothwell, Stavros and Sullivan 2015). The processes
of change management is effectively applied to the leadership initiatives and
skills that can enable them to guide their team throughout the change and
that would enable the employees to feel free to ask the leaders about how to
be successful within the organization (Mumford and Higgs 2019).