The leadership qualities framework
Political astuteness
Showing commitment and ability to understand diverse interest groups and power
bases within organisations and the wider community, and the dynamic between
them, so as to lead health services more effectively.
Why it matters
Leaders in the NHS operate in a complex local and national political context. To
meet the challenge of bringing about radical and integrated change for the
benefit of patients and other service users, leaders in health organisations
have to understand the politics and work with them. This includes the
understanding that the boundaries between organisations are not important, that
services should work across boundaries, and that no one organisation in the
health service can 'stand alone'.
Levels
Some quality levels are particularly associated with success at chief executive
and director level. These are indicated by brackets [ ]. This does not mean
that leaders at other levels will not demonstrate these levels (they may well
do) but that these are the levels at which leaders at board level should be
aiming.
- 0 Lacks political 'antennae'
-
Fails to tune in to what is really going on across the health and social care
context.
-
Tends to over-rely on formal processes and structures.
-
Does not understand or work with the informal networks and process within the
organisation.
- 1 Uses informal networks
-
Identifies key people inside and outside the organisation who can help to
influence or get things done.
-
Uses own networks to gain information or communicate.
- [2] Understands culture and climate
-
Understands what is and is not possible in a given local or national climate,
in terms of health service provision.
-
Is keenly aware of group norms and the way things have been customarily done.
-
Uses this understanding of how things have been done in the past to manage and
pace the changes required to bring about local service improvements.
- [3] Understands the politics
-
Understands the 'politics' - with both a small and a large 'p' - of the health
and social care context.
-
Is well aware of the relevant interest groups, networks and groupings, and uses
this understanding to get things done in terms of service improvements and
service delivery.
- [4] Understands the underlying social, political and historical factors
shaping local and national realities of health services, and uses this
understanding to get things done.
-
Knows who the key influencers are and how to go about involving them to shape
and deliver change across the wider health and social care system.
Links
Political astuteness is absolutely key for
Strategic influencing to be effective; the leader must fully understand
the politics of the health and social care context. It also underpins their
Seizing the future, ensuring it is both forward-looking and politically
realistic. It is critical that the leader has a clear understanding of what is
- and what is not - achievable in a given context.