CA4S040 - Governance and Leadership 01 Sep 2017 - 31 Aug 2025 | Version 2

Associated Module Information

Module Code: CA4S040
Module Title: Governance and Leadership
Faculty: Faculty of Life Sciences and Education
Faculty Group: Community and Professional Practice Nursing
Faculty Sub Group: Community Nursing
Module Leader: Precious O'Driscoll
Module Team: Michelle Thomas, Dwynwen Spargo
First Intended Intake: DEC 2012 Final Year of Intake: 2024
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100281 - community nursing
HECOS Code Weighting: 100

Document Version Information

Version 2
Valid From 01 Sep 2017
Valid To 31 Aug 2025

Module Aims

Critically explore management and leadership theories applied to SCPHN practice

With critical insight review quality and audit systems to assist professional development

Conceptualise governance and leadership policies and analyse their impact within own area of practice

Content Summary

Leadership and management theories, including all aspects of decision making; conflict resolution and resource management, problem solving; risk and uncertainty; context of healthcare e.g. culture, power, politics, policies, services; influencing factors; ethical factors; reflective practice; multi-disciplinary, multi-agency working. Leadership skills Organisational skills; working autonomously; Team working; Change management; Clinical governance, supervision and support networks; Mentorship; and complex situations; Delegation to range of identified public health practitioners; Skills to evaluate practice, policy; continuing personal and professional development; project management; community development.

Learning and Teaching Methods

Activity Type Hours
Lecture 28
Tutorial 2
Project supervision 2
Work based learning 100
Independent Study 60
Formative Assessment - Scheduled 8
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 Critically review and appraise appropriate decision making skills and manage conflicting priorities
LO2 Creatively develop analytical approaches to the leadership and management skills required by the SCPHN practitioner
LO3 Critically assess and innovatively manage risks in complex situations and to develop and sustain effective working relationships with other services.
LO4 The student will be required to demonstrate Proficiency in the NMC and NOS standards relating to SCPHN (Health Visiting and School Nursing).

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Synchronous Onsite Oral Assessment Presentation (Synchronous Onsite) 1 An oral presentation critically exploring with the use of a change theory how to manage the change process required when implementing a new project to increase service users access to your service 15 N/A 100 No 40
Asynchronous Assessment Clinical Learning 1 Assessed in practice by QPT need to be achieved at Proficient level (pass/fail) 0 N/A 0 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2 LO3 LO4
Presentation (Synchronous Onsite) 1 ✔ ✔ ✔ ✘
Clinical Learning 1 ✘ ✘ ✘ ✔

Reading List

Barr, J. and Dowding, L. (2016) Leadership in Healthcare, 3rd Ed., Sage

Bach, S. and Ellis, P. (2015) Leadership, management and team working in nursing, 2nd Ed., Sage

Department of Health (2009a) ‘Inspiring Leaders: Leadership for quality’. London: DH

Ellis, P. (2016) Evidence- based Practice in Nursing (Transforming Nursing Practice Series), Sage

Gopee, N. and Galloway, J (2013) Leadership & Management in Healthcare (2nd. ed.) London: Sage

Gopee, N. (2011) Mentoring and Supervision in Healthcare, 2nd Ed., London, Sage

Ghaye, T. (2005) Developing the reflective healthcare team, Blackwell

Glasby J and Dickinson H (2008) Partnership working in health and social care, Bristol: Policy press.

Hunter, D. (2009) ‘Leading for health and wellbeing: the need for a new paradigm’. Journal of Public Health. 31(2) pp. 202-204

Jasper, M. (2006) Professional development, reflection and decision making, Blackwell.

King’s Fund (2011) Leadership in context; Lessons from new leadership theory and current leadership development practice. London: King’s Fund

Leadership Framework for the NHS Avalable at: https://www.kingsfund.org.uk/leadership/national-improvement-and-leadership-framework

Nursing and Midwifery Council (2004) Standards of proficiency for specialist community public health nurse. London: NMC

Nursing and Midwifery Council (2015) The Code: Professional Standards for Practice and Behaviour for Nurses and Midwives, Nursing and Midwifery Council London

Scragg, T., McCray, J. and Ansell-Jones, C. (2010) Managing change in health and social care

Wigans, L. and Heathershaw, R. (2013) Mentorship and clinical supervision skills in healthcare, 2nd. Ed., Cengage Learning

Yukl, G. (2010) Leadership in Organisations. New Jersey: Person Education

Salmela S., Eriksson K. & Fagerstrom L. (2012) Leading change: a three dimensional model of nurse leaders’ main tasks and roles during a change process. Journal of Advanced Nursing 68(2) pp 423-433