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1 Leadership AcademyLeadership Framework 2011 NHS Leadership Academy. All rights Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute forInnovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 : NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus,Coventry, CV4 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. This includes the right to reproduce, distribute and transmit thispublication in any form and by any means, including e-mail, photocopying, microfilming, and recording. Noother use may be made of this publication or any part of it except with the prior written permission andapplication for which should be in writing and addressed to the Director of Leadership (and marked ).

2 Written permission must always be obtained before any part of this publication is stored in aretrieval system of any nature, or electronically. Reproduction and transmission of this publication must beaccurate, must not be used in any misleading context and must always be accompanied by this Copyright : Unauthorised copying, storage, reproduction, adaptation or other use of this publication or any part ofit is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civil liabilitiesand criminal clinical Leadership competency Framework was created with the agreement of the NHS Institute forInnovation and Improvement and the Academy of Medical Royal Colleges from the Medical LeadershipCompetency Framework which was created, developed and is owned jointly by the NHS Institute for Innovationand Improvement and the Academy of Medical Royal Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) MedicalLeadership competency Framework , 3rd edition, Coventry: NHS Institute for Innovation and Improvement.

3 NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010 PageForeword5 The Leadership Framework 6 Application of the Leadership Framework 111. Demonstrating Personal Qualities Developing Self Awareness Managing Yourself Continuing Personal Development Acting with Integrity 172. Working with Developing Networks Building & Maintaining Relationships Encouraging Contribution Working within Teams 233. Managing Services Planning Managing Resources Managing Managing Performance 294. Improving Services Ensuring Patient Safety Critically Evaluating Encouraging Improvement and Innovation34 Facilitating Transformation355. Setting Direction Identifying the Contexts for Change38 Applying Knowledge and Evidence Making Decisions Evaluating Impact 416.

4 Creating the Developing the Vision for the Influencing the Vision of the Wider Healthcare Communicating the Embodying the Vision477. Delivering the Framing the Developing the Implementing the Embedding the Strategy53 Acknowledgements55 Relevant reading57 Appendix I: The Knowledge and Skills Framework (KSF)60 Appendix II: Tables combining the indication of behaviours at different 61leadership stages from each domainTable of Contents3 Leadership FrameworkLeadership Framework5 ForewordI am delighted to introduce the NHS Leadership Framework ; it provides a single overarching Framework forthe Leadership development of all staff in health and care, irrespective of discipline, role or is underpinned by a consistent set of guiding principles, contained in the NHS Constitution, which reflectthe values of health and care staff.

5 It therefore represents the foundation of Leadership behaviour for staffthroughout the NHS, to support all staff to improve quality for our patients. This is a unique period in the NHS and a time of significant change for health and care services in England,with an unprecedented level of responsibility being devolved to frontline staff. Building on our successes aswe design the future requires bold and thoughtful Leadership , rethinking how we work, challenging currentpractice and thinking outside of our own organisational and professional interests. It will be imperative that frontline clinicians and the wider workforce have the Leadership knowledge, skillsand behaviours to drive radical service redesign and improvement. This will involve working in collaborationacross health systems, in developing new models of care, and further developing the skills of the entireworkforce.

6 The ability to influence and manage change at the frontline will be central to delivering this. Thereis no doubt that we must continue to develop the Leadership capability within the system. It is on this basisthat the Leadership Framework has been designed. Based on research and created through extensive consultation, the Leadership Framework has been tailoredto the specific needs and environment of the NHS, and is applicable to all staff at any stage of their career. Itsets out the expectations of leaders at every level of our system and provides guidance to those whocommission Leadership development. The National Leadership Council (NLC) has led this work and I would like to thank everyone who hascontributed to the development of the NHS Leadership Framework . Sir David NicholsonNHS Chief ExecutiveThe Leadership FrameworkIntroductionThe Leadership Framework sets out the standard for Leadership to which all staff in health and care shouldaspire.

7 It is based on the concept that Leadership is not restricted to people who hold designated leadershiproles and where there is a shared responsibility for the success of the organisation, services or care beingdelivered. Acts of Leadership can come from anyone in the organisation and as a model it emphasises theresponsibility of all staff in demonstrating appropriate behaviours, in seeking to contribute to the leadershipprocess and to develop and empower the Leadership capacity of and care staff train and work in many settings. Fundamental to development of the LeadershipFramework was a desire to build on existing Leadership frameworks and create a single overarchingframework that provides a common language and approach to Leadership development for all staff groupsirrespective of discipline, role, function or whether they work in the NHS, the independent or other sector.

8 Inthe NHS it sets the foundation of Leadership behaviours for all staff and will help them to understand theirprogression as a Leadership Framework has been developed by the National Leadership Council after extensive researchand consultation with a wide cross section of staff, patients, professional bodies and academics. Thoseconsulted embraced the concept of a single Framework because it affords a common and consistentapproach to professional and Leadership development based on shared values and beliefs which areconsistent with the principles and values of health and care staff and the NHS clinical Leadership competency Framework and theMedical Leadership competency Frameworkare alsoavailable to specifically provide staff with clinically based examples in practice and learning and developmentscenarios across the five core domains shared with the Leadership Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership :Underpinning of the Institute for Innovation and Improvement: Coventry2 Department of Health (2010) The NHS Constitution.

9 The NHS belongs to us NHS Constitution can be accessed Framework6 Leadership Framework7 Underpinning Leadership principles of the Leadership FrameworkPeople understand the term Leadership in many different ways. Perhaps the most common stereotypic ideais of the individual, powerful, charismatic leader with followers clearly in subordinate roles. Such situations doexist but are quite limited, rather outdated and by the very rarity of charismatic qualities make it a poor modelfor Leadership development. This way of thinking tends to focus on the individual as a leader rather than theprocesses of more modern conceptualisation sees Leadership as something to be used by all but at different levels. This model of Leadership is often described as shared, or distributed, leadershipand is especially appropriatewhere tasks are more complex and highly interdependent as in healthcare.

10 It is a universal model such thatall staff can contribute to the Leadership task where and when their expertise and qualities are relevant andappropriate to the context in which they work. Not everyone is necessarily a leader but everyone cancontribute to the Leadership process by using the behaviours described in the five core domains of theLeadership Framework : demonstrating personal qualities, working with others, managing services, improvingservices and setting National Health Service (NHS) principles and valuesThe NHS Constitution establishes the principles and values of the NHS in England. The Constitution setsout rights to which patients, public and staff are entitled, and pledges which the NHS is committed toachieve, together with responsibilities which the public, patients and staff owe to one another to ensurethat the NHS operates fairly and effectively.