Why revisit the Leadership Framework?

In early 2013 the NHS Leadership Academy felt it was appropriate to look at the leadership model for the health service and create a new vision for leadership that reflects the very best in care and compassion as it does in excellence in strategy, vision, direction and engagement.

Please see explanations as to why, below:

Desire to ensure research was as up-to-date as possible
The original LQF research data focused on chief executives, and so did not include other staff levels. The MLCF and CLCF had looked specifically at their clinical communities, and so did not include staff in other areas of the service. The LF research was limited in scope, and not updated to reflect changes in the health service or new research into leadership and engagement, since it was developed in 2010-11.

Increasing demands on the NHS
Financial constraints, the introduction of the Health and Social Care Act in 2012 and an ageing population have all impacted on the way healthcare is being delivered.  Working patterns and the deployment of resources have to change, and this needed to be taken into account.

Shift in focus on where care is delivered
Colleagues in all parts of the health and social care system are focusing more attention on keeping people healthy so that appropriate medical and social care needs can be met cost-effectively in the community or at home.

Recognise that leaders at all levels are needing to think and act differently
Some leaders are adapting to the new context well, maintaining or creating the conditions that promote a safe and caring environment in which patients have confidence. Others have found the increasing pressures difficult to deal with, and the results have sometimes been catastrophic for patient safety and dignity (i.e. as at Mid Staffordshire NHS Foundation Trust, Winterbourne View Hospital, etc.)

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