blame – Harvard Business Review
The author looks at the psychological side of management, discussing his realization that thinking about and acknowledging his own contributions to organizational underperformance or other work problems is critical to getting employees to improve and generating positive business results. He notes his approach reduced his employees’ defensiveness and says it is valuable in personal as well as work relationships.
Hartnett’s consensus-oriented decision-making model – Mind Tools
This is a tool to help teams come to an agreement when making a group decisions. It focuses on the inclusion of everyone in the group to encourage ownership of the final outcome and it promotes the creative process without judgement.
The FOCUS model – Mind Tools
This article outlines a structured approach to Total Quality Management. It utilises a team based approach to problem solving and process improvement. It provides tips for the application of the 5 step process.
High-impact leadership: improve care, improve the health of populations, and reduce costs – Institute of Healthcare Improvement
An American white paper which aimed at supporting leadership across the healthcare sector to improve outcomes with their Triple Aim initiative. It focuses on three key elements: New Mental Models;High-Impact Leadership Behaviours; IHI High-Impact Leadership Framework. The white paper also includes examples from a variety of health care leaders, to help illustrate High-Impact Leadership Behaviors in real-world practice.
The trouble with leadership theories – Harvard Business Review Blog
This reflection looks at how overuse of quotes from management gurus can hide true meanings in what we intend and how we can retain inspiration from the texts, but apply to our own environment and avoid the clichés.
Leadership – Easier Said Than Done – Chartered Institute of Personnel and Development (CIPD)
This report explores general leadership issues and looks at the capacity of individuals at all levels of an organisation to buy into and lead on the organisational agenda, highlighting how misaligned organisational structures and processes can get in the way of leadership.