Table of Contents
2.0 Leadership and Management
2.1 Leadership theories and styles.
2.2 The different internal and external influences on Leadership.
2.3 Recommendation for NHS leadership.
3.0 Training and Development
3.1 Training cycle.
3.2 The different internal and external influences on the training and development
3.3 Recommendation for NHS training and development
4.0 Talent Management
4.1 Drivers of Talent management
4.2 Process of talent management
4.3 The different internal and external influences on the talent management
4.4 Recommendation for NHS talent management
According to McQuerrey (2018), people management is the subset of HRM (human resource management) that deals with fiscal policy, strategic issues and people management. By managing people effectively in the workplace requires great leadership skills, the capability to cooperate with different types of personalities and the capacity to maintain fair and impartial decisions. This assignment analyzes the leadership theories and styles which are practiced by NHS. In addition, this assignment identifies the training needs and sets objectives for NHS. Finally, this assignment describes the drivers and processes of talent management.
2.0 Leadership and Management
2.1 Leadership theories and styles
As Mullins (2016) notes, there are different types of leadership theories including trait theories, behavioral theories, power and influence theory and contingency theories which are described as follows:
Trait theories: Trait theory mainly focuses on the key characteristics which make a person be a good leader. This theory helps the leader to define the traits or qualities to lead others (Mullins, 2016). Both external behaviors and internal beliefs of a leader are included by traits.
Behavioral theories: Behavioral theory means how a leader behaves with his/her followers. On the other hand, the behavioral theory also focuses what is done by a good leader in a workplace (Mullins, 2016).
Contingency theories: As Mullins (2016) notes, contingency theory focuses on how any specific situation impacts a good leader. This theory believes that no specific leadership style can be suitable in every situation. A suitable leadership style relies on the structure, culture and situation of a business.
Leadership theory practiced in NHS
NHS applies the traits theories to develop the characteristics of its staffs such as empathy, integrity, liability and assertiveness. Wilson (2015) said that an effective leader should follow a number of behavioral styles for each situation in the business organization. In terms of NHS, it follows the autocratic leadership styles in its business. However, it should follow other different leadership styles. As a result, NHS shifts from an autocratic leadership style to a democratic leadership style to bring changes in its business.
According to Wilson (2015), in 1930, Kurt Lewin developed a model by identifying mainly three leadership types including autocratic leaders, democratic leaders, and laissez-faire leaders which are described as follows:
Autocratic leadership: Autocratic leaders do not ask for any ideas or decisions from the followers for any decision-making. This autocratic leadership is very suitable for the leaders to take quick decisions. However, followers may feel de-motivated with this autocratic leader (Lynch, 2015).
Democratic leadership: Democratic leaders give priority to the voices and opinions of their followers in decision-making (Wilson, 2015). The democratic leaders may face difficulties to make a decision from different perspectives or ideas. However, followers feel motivated by this democratic leadership.
Laissez-faire leadership: Laissez-faire leaders mainly allow their followers to make decisions. This leadership style is suitable when the followers are self-motivated and experienced. Followers feel motivated with this leadership theory but leaders may be lazy or distracted from decision-making and this causes leadership failure (Maxwell, 2015).
Charismatic leadership: Charismatic leaders focus on their own abilities. In addition, they also inspire or motivate the followers. These leaders may not concentrate on any specific changes. This leadership style is mainly appropriate to take innovation in business (Wilson, 2015).
Transformational leadership: Transformational leaders have high integrity skills, emotional intelligence, authenticity, self-awareness and empathy. Transformational leaders motivate their followers and also keep themselves accountable and set a clear goal for the business. In addition, they have great conflict resolution skills. Transformational leadership style is appropriate in the major changes of a business (Torrington et al., 2015).
Leadership style practiced in NHS
According to Mullins (2016), leaders who apply a mix of different leadership styles can get a better outcome for the business. In terms of NHS, its leader follows the autocratic leadership style. As a result, staffs are de-motivated because they cannot consult with their leader to make decisions. However, NHS should shift from its autocratic leadership style to a democratic leadership style. Democratic leadership style helps the staff to consult with their leaders to involve in the decision-making process and also share their opinions or experiences. Thus, they feel motivated and inspired by their work.
2.2 The different internal and external influences on the Leadership
NHS needs a number of major changes including creating support for the leadership development’s systems to the STP footprint, improving local leadership academies’ role, establishing a system-wide program to identify the discrimination against the staff, helping its organizations to develop talent management, and maintaining national support task for the senior leaders. In addition, they are developing improvement capability programs for the board members and executive teams, primary care practitioners. As a result, CQC and NHS Improvement are together making a ‘Well-Led’ Framework. On the other hand, the technological changes in the future may influence the leadership practices of NHS…………