NHS Leadership Development: A Personal Reflection on Engagement

This report presents a personal reflection on leadership and engagement within the National Health Service (NHS). It highlights key leadership traits, management styles, and strategies for organizational improvement. The presentation, created by a group of three, emphasizes the importance of self-awareness, problem-solving skills, and a transformational leadership approach for effective management within the NHS. It discusses the implementation of strategies by Stephen Covey and Brian Tracy to enhance personal effectiveness and organizational clarity. The report also reflects on the working process behind the presentation, focusing on the significance of teamwork, communication, and coordination among team members to address challenges and foster a positive organizational culture. The author reflects on the importance of a democratic leadership style, ensuring fair treatment of employees, and promoting open communication to improve the overall functioning of the NHS.

Personal reflection on leadership and engagement for improvement in the NHS
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Table of Contents
Part A: key points being made.........................................................................................................3
Part B: working process of producing the final presentation..........................................................4
Reference list...................................................................................................................................6
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Part A: key points being made
A presentation was given on the topic “Personal Reflection on leadership and engagement for
improvement in the NHS”. We were three members in the group, who were responsible to
provide with the presentation. Here, in this project, the key points will be discussed, which was
used in our presentation. A short and brief overview of the main points, included in the
presentation has been given and a conclusion is drawn from the entire presentation. The
presentation was all about the personal reflection that was, made on the leadership skills and
quality in order to improve the National Health Service (NHS). Leadership is not just related to
workplace, it exists all around us. In any situation, the leaders are responsible to take their steps
forward and handle the situation. People, who are leaders, are not born leaders, but the skills and
the credibility that they acquire make them leaders. In our presentation, we have discussed about
the leadership strengths and the engagement, which helped the NHS to improve in its own way.
Some personal leadership traits that will help any organization to improve and reach towards
success are the problem solving quality, by which they are able to solve any problem that occurs
in the organization (Frampton et al., 2017).
The effective leadership and the management of any organization begin with the self awareness.
A person needs to do hard work and have to understand the strengths and the weaknesses of
himself. They have a culture of respect for their own self and also for the other members in the
team. The leaders have to look upon their vision and the style of the management. A more
versatile leader is required for the improvement of the National Health Service. The health
department is looking for and towards the staff of the organization in order to develop them and
deliver the improvement plan of National Health Service. They are looking for the visionary
staff, which have all level of experience and can handle any situation. According to my personal
view, the leadership style that should be followed by one to become a successful leader should
be a Transformational style of leadership. This type of leaders have the skills to share their own
vision and they can motive the team and gain the commitment from his team, which as a result
have influence the performance of National Health Service.
The leadership and the management style should be such that all the employees will be
motivated. According to the presentation, the philosophy of the leadership should be that they
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should have inspirational qualities and have to be credible. The leaders have to be approachable.
They have to be hard working, trustworthy for the entire organization and have to be supportive
for the team (Ng et al., 2015). All this visions and qualities of a leader and manager will bring a
sure success to the National Health Service. The key qualities of the leaders and the management
style have been identified and presented in our presentation which included the strengths,
weaknesses, quality, action plan and the aim and objective of the leaders that described the
personal reflection on the leadership and the engagement for the improvement of the NHS.
Stephen Covey and Brian Tracy’s strategies that have been implemented by the organization
have also been included in the presentation. These methods or rather the strategies help in
improving the personal effectiveness. If any organization like National Health Service has
absolute clear goals and objectives, then the clarity and concept of the personal effectiveness can
be improved. So, this was just a brief summary about our presentation so far.
Part B: working process of producing the final presentation
‘Leadership’ is the core value being develop within an organization for implementing the
working efficiency. In the NHS, teamwork is a necessity and turning point to run the
organization (Ham et al., 2011). Working efficiently and effectively are the two poles of an
organization. Organizational behavior requires management to coordinate with the various
departments. From any management perspective, planning a strategy and implementing the
strategy are the essential parts of an organization. As the world is emerging into the global
context, NHS from the perspective of health sector is focusing on the needs of the patients. A
leader is the spokes person who handles the entire management with the help of the other staffs.
Management criteria require the coordination of the organization. As a leader of a team member,
I have focus on the principles of management style within an organization. As a leader or from
the angle of leader, it was important for me to focus on the various corners of the department. A
leadership quality enables to be the spokes person or the torchbearer for the NHS. NHS has
evaluated the value of teamwork along with the management operation. Leadership is build up
on the three principles are Autocratic, Laissez Faire and Democratic. Democratic style of
leadership is applied by many organizations and is the most accepted one. I was to make ensure
that effective communication is possible between all the team members, which will develop the
idea of cooperation and coordination among the members. I have prepared a chart for the team
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members to recor the requirements of the organizations. Lack of confidence and responsibilities
creates the major differences in an organization. Mu focus was to ensure that each employee are
treated fairly and with proper management. In the management style, effective business will
develop when all the workers are working together. Communication is the means through which
an organization functions smoothly. Internal and external organizations need to cooperate with
each other. I have made it clear from the point of presentation, that each member understands the
significance of the job role entitle to them. Any problem recorded or located has to be deal with
proper management. No organization will function without the help of other team members. If
they are able to speak up, they will be able to discuss their issues or suggest ways to improve the
structure of the organization.
NHS is a public sector health care organization, which requires the coordination not only
internally but also from external organization (Silvia and McGuire, 2010). I, as a leader, have
led the team members to work under pressure and handle situation as necessary may occur.
Within a team, I have to play the part of a great leader, great motivator and a witty team player.
Weaknesses depend on poor writing skills, which affect communication. Poor time management,
inability to cope with the work pressure and lack of initiative are the weakness of the
organization and management skill. NHS comprising of different workers rather staffs need to
coordinate with each other and help in developing the heath of the patients. NHS has focus on
the foundation that is teamwork and management style. A management style decides how the
organization will function accordingly.
Developing one’s strength and trying to handle the weakness will help the organization to run
efficiently. In the beginning of the presentation as illustrated, working with skills has been an
essential factor for the assignment. NHS, once in the year 2011 has faced huge trauma due to
lack of cooperation and coordination among the team members. In the year 2011, as NHS face
trouble due to lack of cooperation among the team members and have resulted in a disastrous
outcome, my focus was to ensure that the job roles performed by each members are recorded. I
have held meetings to let the team members develop the art of communication and understand
the value of communication within an organization.
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Reference list
Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change
work in progress. Routledge.
Frampton, A., Fox, F., Hollowood, A., Northstone, K., Margelyte, R., Smith-Clarke, S. and
Redwood, S., 2017. Using real-time, anonymous staff feedback to improve staff experience and
engagement. BMJ Open Quality, 6(1), pp.u220946-w7041.
Ham, C., Baker, G.R., Docherty, J., Hockey, P., Lobley, K., Tugendhat, L. and Walshe, K.,
2011. The Future of Leadership and Management in the NHS: No more heroes. Report by The
King’s Fund.
Ng, D., Nguyen, D.T., Wong, B.K.S. and Choy, W.K.W., 2015. A review of Singapore
principals’ leadership qualities, styles, and roles. Journal of Educational Administration, 53(4),
pp.512-533.
Sherring, S., 2012. Nursing leadership within the NHS: An evolutionary perspective. British
Journal of Nursing, 21(8), pp.491-494.
Silvia, C. and McGuire, M., 2010. Leading public sector networks: An empirical examination of
integrative leadership behaviors. The Leadership Quarterly, 21(2).
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