Topic outline

  • General


    Welcome to the East Midlands Leadership and Management Programme

    For further information please visit our website

  • EM LMP 1A Sessions 1&2

    Tier 1A

    Session 1 - Leadership and Management Essentials

    Learning outcomes

    After participating in this session and associated readings, you should be able to:

    • Define core leadership theories
    • Distinguish between leadership and management activities and know which are appropriate in different contexts
    • Understand the concept of followership and implicit leadership theories
    • Be able to apply theories and models to your own everyday practice


    This first session in the EMLMP programme provides you with some of the underpinning theoretical framework to understand leadership and how it works (or doesn’t) in the clinical context. Through interactive activities and discussion we aim to help you think about some of the ways in which leadership can be thought about and how this might affect teamworking, interpersonal communications and clinical care. We also introduce you to the linked concepts of ‘followership’ and ‘management’, both of which are often considered as somewhat secondary to leadership. Contemporary thinking is changing about the way that we see a leader’s role and we’d like you to start to consider the difference between leadership and management activities, some of which overlap in practice, but all of us do both. We’d also like to introduce you to the idea of followership and how, between them, leaders and followers work together to achieve tasks. Often, we are much more in a follower role than a leadership role and some of the literature is helpful in helping you to think through how you can be more effective as a follower as well as how to motivate others when you’re in a leadership role.


    The session provide great opportunities for you to start to tease out how you see leaders (and leadership) and about your own leadership style and role. As Bill George says – “leadership is a journey, not a destination. It is a marathon, not a sprint. It is a process, not an outcome”. This is our approach to leadership development, taking a longitudinal approach to your development alongside the acquisition of clinical skills and understanding. Leadership is very tied into your personal and professional development and so we look forward to working with you on your journey.

    Session 2 - Leadership and Team Working

    Learning outcomes

    After participating in this session and associated readings, you should be able to:

    • Define core concepts behind effective teamwork
    • Understand what makes a team effective and when team work breaks down
    • Understand your own preferences as a member of a team and have a plan for further development
    • Be able to apply theories and models of team working to your own everyday practice


    Files: 4
  • EM LMP 1A Sessions 3&4

    Tier 1A

    Session 3 - Getting the Best for Patients: Understanding the NHS

    Learning Outcomes:

    • History and Structures
    • Complex Systems
    • Understanding Organisations

    Session 4 - How to lead Quality Improvement Initiatives

    Files: 4
  • EM LMP Tier 1B Sessions 5&6

    Tier 1B

    Session 5 - Managing Challenging Conversations

    Key Objectives for session on Influence and Negotiation

    • Consider ‘change’

    • Explore Personal and Human factors

    • Examine  Organisational and Cultural issues

    • Consider Balance of Power

    • Practical Negotiation Exercises and tips

    This session will explore personal and organisational factors that impact on being open to influence and negotiation using theory and small group exercises. It will further explore how to be influential and facilitate negotiation.

    It will examine the importance of being aware of different personality types and their reaction to change. The role of Emotional intelligence and maintaining  an open ‘Johari’s window’ are examined in respect of being influential.   In addition the definition of culture as described by Schein will be explored and how this impacts on an organisation's ability to respond to change. Understanding the importance of power equations and their role in negotiation will be examined by consideration of the work of social psychologists, French and Raven.  Factors that can result in failure to negotiate change will also be explored and how these can be ameliorated during negotiation. The session will provide ‘top tips’ based on personal experience of negotiation and will include an exercise in a scenario involving negotiating tactics.

    Session 6 - Making the Patient Your First Priority

    After participating in this session and associated readings, you should be able to:

    • Define the steps in informal and formal complaints processes

    • Understand how a patient-focussed approach can help prevent events that might lead to complaints and how this relates to patient safety 

    • Apply these principles to your own everyday practice

    Files: 4
  • EM LMP Tier 1B - Sessions 7&8

    Tier 1B

    Session 7 - Managing and Leading Change

    Change is an integral part of leadership, so much so that leaders who aren’t comfortable with managing and leading change are often viewed as ineffective.  Change is necessary both for individuals and for organisations and systems, in order to help stay adaptable and resilient and able to cope with internal and external pressures. It is helpful to consider your own role as a leader and change agent as well as how organizations are (and might be better) led and managed in terms of their responses to internal (e.g. financial, staff population) and external (e.g. government or regional policies or patient expectations) change drivers. Organizations should regularly be checking their progress against targets and goals as well as what the competition or external environment requires from them, and so should individuals, it is what we do in our professional development on an ongoing basis.  

    Session 8 - Introduction to Service Improvement

    After participating in this session you should be able to:

    • Describe some service improvement techniques

    • Understand the factors behind successful and unsuccessful improvements

    • Apply these principles to local service improvements 


      As future leaders and managers of clinical services, you need to be at the forefront of service improvement. Changing the way that things ‘have always been done’ is extremely difficult, even when there is overwhelming evidence that it needs to happen. As clinical leaders you need to work with other healthcare professions, patients, and other stakeholders to think about what improvements are needed to benefit patients, whilst identifying efficiencies. With daily advancements in treatment and technology, services of the future may be delivered in different ways, and you will need to be leading this.

    Files: 4
  • EM LMP Tier 1C Sessions 9&10

    Tier 1C

    Session 9 - Demystifying NHS Finance

    By the end of this session you will

    1. Understand the basics of where money comes from and goes within the NHS, and how services are funded

    2. Understand commissioning of services

    3. Have an understanding of business case writing


      Many doctors and healthcare professionals find the subject of finance quite dry, and argue that they didn’t come into healthcare to be accountants. However as clinical leaders you will be responsible for shaping, developing and improving the services of the future, and you will have to understand where the money comes from to fund these changes. You will also need to understand how to bid for funding to transform existing services into ones fit for the 21st Century. For those of you going onto become GPs you will be essentially involved in the running of a small business. However, whether in primary or secondary care you need to understand finance, and may be a budget holder or commissioner of services.

    Session 10 - Being a Leader

    After participating in this session, you should be able to:

    • Identify some leadership development needs

    • Demonstrate understanding of risk management and the coroner’s process

    • Describe key features of the appraisal, revalidation and mentoring processes

    • Apply theories and models to your own everyday practice

    Files: 4
  • EM LMP Tier 1C Sessions 11 & 12

    Sessions 11 & 12                             Putting Theory into Practice – Where doe the Power Lie?


    Learning outcomes

    The sessions will cover

      • Policy and strategy analysis, for example: Strategic Management – tools & techniques

      • Policy overview and analysis

      • Understanding power, politics, authority and control.  For example: what is power?

      • Power in practice

      • Leading Teams, for example: group dynamics, power/control, tricky clinical problems

      • Case scenarios – layered to reflect decision making skills

      • High performing teams & leader’s role, for example: personality type impact

      • Leadership and followership

      • Building resilience

      • Leading creatively, for example: disruptive and sustained innovation

    File: 1