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Clinical Leadership Competency Framework

Leadership AcademyClinical LeadershipCompetency Framework 2011 NHS Leadership Academy. All rights Clinical Leadership Competency Framework is published on behalf of the NHS Leadership Academy by NHSI nstitute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 : NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus,Coventry, CV4 978-1-907045-88-2 This publication may be reproduced and circulated free of charge for non-commercial purposes only by andbetween NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their relatednetworks and officially contracted third parties.

The Clinical Leadership Competency Framework 6 Who is the CLCF for? 8 Application 9 1. Demonstrating Personal Qualities 11 1.1 Developing Self Awareness 12 1.2 Managing Yourself 14 1.3 Continuing Personal Development 16 1.4 Acting with Integrity 18 2. Working with Others 21 2.1 Developing Networks 22 2.2 Building and Maintaining Relationships 24

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65589 Leadership Framework Layout 1

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The Clinical Leadership Competency Framework and the Medical Leadership Competency Framework are also available to specifically provide staff with clinically based examples in practice and learning and development scenarios across the five core domains shared with the Leadership Framework.

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Leadership Framework: Self assessment tool © 2012 NHS Leadership Academy. All rights reserved. 1 The Leadership Framework Self assessment tool Leadership in the health and care services is about delivering high quality

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investment. There are no short cuts to good team development. If you are not prepared to give it time, if you consider the time spent in team development to be a cost against doing other important work rather than an investment in the future work of the organisation, then consider whether you should be doing it at all.

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with a strong orientation towards patient care and compassion - as well as timely and effective clinical interventions and practice - represents a contemporary modification in the desired Leadership Model for the NHS. These emerging high priorities need to be reflected in a leadership model suitable for the time.

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6 The Healthy NHS Board, 2013: Principles for Good Governance Purpose of this guidance 2 This document sets out the guiding principles that will allow NHS board members to understand the: • Collective role of the board including effective governance in relation to the wider health and

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qualities required to effectively work across boundaries with diverse groups of people, patients, citizens and ... Capability to manage organisational and professional boundaries across the system while maintaining an inclusive approach Focusing on patient, quality, safety performance and ... interpersonal networks- virtual and face-to-face

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maximising all our employees potential across the NHS, however it could be used ... role and shows high potential to make a step change to the next path in their career in the NHS. “Maximising Potential is ... identifying and discussing any future aspirations they may have and may be likened to a coaching

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Managers should then, through coaching, work through the individual’s ambition and potential to move on in order to get a sense of; ready now, ready soon or content to stay within their current professional role. All of this allows you to identify where an …

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1 This document sets out the guiding principles that will allow NHS board members to understand the: • Collective role of the board. • Governance role within the wider ... It draws on established good practice in governance and a wide-ranging review of more recent literature, from all sectors.

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