General practice in an integrated NHS: reasons to be hopeful.

Moving from leadership of general practice to leadership involving all medical disciplines throughout the Coronavirus 2019 (COVID-19) pandemic provided a fascinating overview of the health and care landscape. There are many erroneous assumptions in secondary care about general practice, and vice versa, with professional tribalism a cause for concern. However, there are many examples of effective and straightforward integration, and the establishment of integrated care systems in England has provided a unique opportunity to address the commissioning challenges that had previously been barriers.

Trends Over Time in the Use, Carbon Footprint and Costs of Facet Joint Injections and Medial Branch Blocks to Manage Lumbar Pain in England: Retrospective Analysis of an Administrative Dataset.

Study Design: Retrospective analysis of an administrative dataset.

Objective: This study aims to investigate changing practice over a six-year period in the use of repeated lumbar facet joint injections/medial branch blocks in England.

Methods: Patient data were extracted from the Hospital Episodes Statistics database for the period 1st April 2015 to 31st March 2021 for the index lumbar injection and for repeat lumbar injections performed within one year of the first.

Review of literature for ethnic minority-led GP practices: impact and experience of CQC regulation.

Background/aim: The Care Quality Commissions' (CQC) recent report into the impact and experience of CQC regulation for ethnic minority-led general practitioner (GP) practices found that ethnic minority-led practices are disproportionately situated in areas of deprivation, working single-handedly and without adequate systems of support. These challenges are not always accounted for in CQC's processes or methodology (CQC, 2022).This study summarises a review of literature carried out as part of research by the CQC, which was published in January 2022.

Spotlight environmental sustainability: a strategic priority for NICE.

This article provides the context for the ambition outlined in the the National Institute for Health and Care Excellence (NICE) 2021-2026 strategy to 'lead globally on the potential to include environmental impact data in its guidance to reduce the carbon footprint of health and care'. Anthropogenic environmental changes pose a catastrophic risk to human health, with potential to widen national and global health inequalities. Recognising the fact that NICE guidance influences the way health and care is delivered and its consequent environmental impact, NICE has included environmental sustainability among its strategic priorities.

COVID-19 in children: what did we learn from the first wave?

A pandemic caused by the novel coronavirus, severe acute respiratory syndrome - coronavirus 2 (SARS-CoV-2), has caused high rates of mortality, predominantly in adults. Children are significantly less affected by SARS-CoV-2 with far lower rates of recorded infections in children compared to adults, milder symptoms in the majority of children and very low mortality rates. A suspected late manifestation of the disease, paediatric inflammatory multisystem syndrome - temporally associated with SARS-CoV-2 (PIMS-TS), has been seen in small numbers of children and has a more severe disease course than acute SARS-CoV-2.

Inclusive and person-centred leadership: creating a culture that involves everyone.

Contemporary leadership theory is based on the dynamic processes that occur between leaders and followers. One such theory is inclusive leadership, which is a person-centred approach that focuses on the empowerment and development of followers. It has roots in other leadership theories such as transformational leadership, but there are distinguishing features.

Transformational leadership: is this still relevant to clinical leaders?

Transformational leadership theory has been at the centre of health-care leadership research for the past three decades, has had a tangible influence on the evolution of NHS leadership development strategies, and is still evident in current frameworks. This article provides an overview of the key concepts and weaknesses of transformational leadership theory and discusses its relevance within the context of the NHS working environment.

A Discussion of Virtual Reality As a New Tool for Training Healthcare Professionals.

Background: Virtual reality technology is an exciting and emerging field with vast applications. Our study sets out the viewpoint that virtual reality software could be a new focus of direction in the development of training tools in medical education. We carried out a panel discussion at the Center for Behavior Change 3rd Annual Conference, prompted by the study, "The Responses of Medical General Practitioners to Unreasonable Patient Demand for Antibiotics--A Study of Medical Ethics Using Immersive Virtual Reality" (1).

What do doctors and nurses think about development of clinical leadership?

Leadership development for health-care professionals is a priority within the NHS. Training is generally targeted at individual staff groups in isolation, even though contemporary leadership thinking recognizes the benefits of collaborative leadership between different clinical disciplines. Focussing on the attitudes and perceived training needs of undergraduate and qualified medical and nursing professionals, this article highlights the similarities and differences and will help to inform the design of existing and future leadership programmes.

Learning from error: leading a culture of safety.

A recent shift towards more collective leadership in the NHS can help to achieve a culture of safety, particularly through encouraging frontline staff to participate and take responsibility for improving safety through learning from error and near misses. Leaders must ensure that they provide psychological safety, organizational fairness and learning systems for staff to feel confident in raising concerns, that they have the autonomy and skills to lead continual improvement, and that they have responsibility for spreading this learning within and across organizations.

Leadership in learning organizations: a strategy for improvement.

The learning organization is a potential framework for managing transformational culture change and delivering high quality health care. It helps to shift the focus from the development of individuals as leaders to one which takes a 'whole organization' approach.

Supporting and driving trainee-led leadership.

Medical leadership saves lives. Hospitals with high levels of medical engagement, where all doctors are actively involved in management, leadership and service improvement, have better outcomes. Leadership competencies are not only required by senior clinicians and trainees who aspire to positional leadership roles.