AH4D01 - Advanced Clinical Leadership 01 Sep 2024 - 31 Aug 2029 | Version 0

Associated Module Information

Module Code: AH4D01
Module Title: Advanced Clinical Leadership
Faculty: Faculty of Life Sciences and Education
Faculty Group: Health and Social Care
Faculty Sub Group: Health and Social Care
Module Leader: Karl New
Module Team: Ian Mathieson, Lois Jones, Dena Jones, Helen Thomas, Moya Jenkins, Olwen Williams, Ruth Walker, Kay Plumpton, Sian Knappr, Joy Lloyd, Zoe Ashman, Lisa Love-Gould
First Intended Intake: SEP 2023 Final Year of Intake:
Date Closed:
Credit Value: 40 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes:
HECOS Code Weighting:

Document Version Information

Version 0
Valid From 01 Sep 2024
Valid To 31 Aug 2029

Module Aims

  1. Nurture, support and inspire senior clinicians with the capability and ambition to take up formal senior leadership roles in NHS Wales. 

  1. Equip senior clinicians with the confidence, knowledge, and skills to lead compassionately and collectively. 

  1. Establish a cohort of multi-disciplinary senior clinical leaders: 

  • With an understanding of their current and potential influence and impact at individual, team, and system levels. 

  • Who take responsibility for their own leadership development. 

 

Content Summary

The NHS Wales Advanced Clinical Leadership Programme content will be delivered over a 10-month period utilising a blended learning and teaching approach of online and in-person sessions. There will also be a Residential Learning Community as part of the Programme delivery.  

The content is focused on three overarching themes: Leading Self, People and Systems, with each session underpinned by three main threads: Compassionate Leadership, Well-being (personal and teams), and leadership or service change.  

The module will also include completion of three diagnostic tests: The Emotional Social Competency Inventory, the Hogan assessment, and the Belbin assessment. 

Learning and Teaching Methods

Activity Type Hours
Practical classes and workshops 140
Work based learning 120
Independent Study 70
Formative assessment - scheduled 45
Formative assessment- independent 25
Total Hours Selected 400

Learning Outcomes

# Learning Outcome
LO1 Demonstrate advanced knowledge and application of the theory and behaviours of compassionate and collective leadership, and their role in leading self, people, and systems in healthcare.
LO2 Critically reflect and analyse personal application of compassionate and collective leadership in practice.
LO3 Evaluate key strategic agendas and priorities in NHS Wales, applying Quality Improvement tools and methodologies to influence and impact at individual, team, and system levels.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Essay 1 A personal reflection essay on ‘The Application of Compassionate Leadership in Practice’ using a reflective model of their choice. 0 1500 30 No 40
Asynchronous Assessment Portfolio 1 1. A portfolio of evidence for completion of mentoring, menteeship and Action Learning Sets facilitation 2. A log of dates of mentoring, menteeship and Action Learning Sets facilitation sessions 3. Two pieces of evidence of Action Learning Sets content 0 1000 20 No 40
Asynchronous Assessment Presentation (Asynchronous) 1 A PowerPoint presentation outlining the Quality Improvement project, with reference made to compassionate and collective leadership learning. 10-minute presentation, 10-minute Q&A 20 N/A 35 No 40
Practical Assessment (CW) Poster Presentation 1 A Poster presentation outlining the Quality Improvement project. 0 750 15 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2 LO3
Essay 1
Portfolio 1
Presentation (Asynchronous) 1
Poster Presentation 1

Reading List

Compassion / Leadership: 

  • West, M. A. (2021)?Compassionate leadership: sustaining wisdom, humanity and presence in health and social care. United Kingdom: The Swirling Leaf Press  

  • Trzeciak, S., Mazzarelli, A. and Booker, C. (2019)?‘Compassionomics: The revolutionary scientific evidence that caring makes a difference’,?pp. 287-319. Pensacola, FL: Studer Group. 

  • Brach, T. (2020)?‘Radical compassion: Learning to love yourself and your world with the practice of RAIN’. United Kingdom: Penguin. 

 

Leadership: 

  • Sinek, S. (2014)?Leaders eat last: Why Some Teams Pull Together and Others Don't.  United Kingdom: Penguin. 

  • Brown, B. (2018)?Dare to lead: Brave work. Tough conversations. New York: Random House.  

  • Lombardo, M. M. and Eichinger, R. W. (2002)?The leadership machine: Architecture to develop leaders for any future. Cornell University: Lominger. 

  • Covey, S. R. (2020)?The 7 habits of highly effective people. Simon & Schuster. 

  • Rodel, J. (2021) She Thinks Like a Boss: Leadership. United Kingdom: Rodel.  

  • Price, A. and Scowcroft, A. (2012)?Essential skills for influencing in healthcare: a guide on how to influence others with integrity and success. United Kingdom: Radcliffe. 

  • Lencioni, P. M. (2002)?The Five Dysfunctions of a Team, Manga Edition: An Illustrated Leadership Fable. United Kingdom: John Wiley & Sons. 

 

Emotional Intelligence: 

  • Goleman, D. (2020)?Emotional intelligence. United Kingdom: Bloomsbury Publishing. 

  • Alison, E. and Alison, L. (2020) Rapport: The Four Ways to Read People. New York: Random House.   

  • Schein, E. H. and Schein, P. A. (2021) Humble inquiry: The gentle art of asking instead of telling. Oakland, CA: Berrett-Koehler Publishers. 

  • Kline, N. (1999)?Time to think: Listening to ignite the human mind. United Kingdom: Hachette. 

  • Williams, M. and Penman, D. (2011) Mindfulness: A Practical Guide to Finding Peace in a Frantic World. United Kingdom: Piatkus.  

 

Coaching: 

  • Cox, E., Clutterbuck, D. A. and Bachkirova, T. (2009) The complete handbook of coaching. United Kingdom: SAGE.  

  • Starr, J. (2021)?The coaching manual. United Kingdom: Pearson. 

  • Gray, D. E., Garvey, B. and Lane, D. A. (2016)?A critical introduction to coaching and mentoring: Debates, dialogues, and discourses. United Kingdom: SAGE. 

  • Pedrick, C. (2020)?Simplifying Coaching: How to Have More Transformational Conversations by Doing Less. United Kingdom: McGraw-Hill Education. 

  • Hawkins, P. and Shohet, R. (2012) Supervision in the Helping Professions. United Kingdom: McGraw-Hill Education.  

 

Thought Leaders: 

  • Van der Kolk, B. (2014)?The body keeps the score: Mind, brain, and body in the transformation of trauma. Penguin: United Kingdom.  

  • Gawande, A. (2014)?Being mortal: Medicine and what matters in the end. New York: Metropolitan Books. 

  • Beard, M. (2017)?Women & power: A manifesto. London: Profile Books. 

  • Phipps, A. (2020) ‘Me, not you: The trouble with mainstream feminism’, In?Me, not you. United Kingdom: Manchester University Press. 

  • Perez, C. C. (2019)?Invisible women: Data bias in a world designed for men. London: Abrams. 

  • Sandberg, S. (2015) Lean in-women, work, and the will to lead. New York: Random House.  

 

Other Supporting Texts: 

  • Halliday, T. (2018) Unmasking: The Coach’s Guide to Imposter Syndrome. United Kingdom: Rethink Press. 

  • Rath, T. (2007)?StrengthsFinder 2.0. United Kingdom: Simon and Schuster. 

  • García, H. and Miralles, F. (2017)?Ikigai: The Japanese secret to a long and happy life. United Kingdom: Penguin.  

  • De Bono, E. (2017)?Six Thinking Hats: The multi-million bestselling guide to running better meetings and making faster decisions. United Kingdom: Penguin. 

  • Daniel, K. (2012)?Thinking, fast and slow. United Kingdom: Penguin,  

  • Mannix, K. (2021)?Listen: how to find the words for tender conversations. London: William Collins.