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University of Bedfordshire
Park Square
Luton
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To apply for a research degree, please make sure you fulfill the entry requirements and then complete the online research degree application form and upload your supporting documents.
You should have a good honours degree (2:1 or above) or masters degree or equivalent in the relevant subject area.
International applicants should be aware of our research degree English language requirements
Leadership in the NHS: the key to making the reforms work?
The Centre for Leadership Innovation (CLI) took part in an Associate Parliamentary Health Group and NHS Employers panel discussion on March 1, 2012 at the Palace of Westminster.
A panel of distinguished speakers presented their perspectives on Leadership in the NHS: the key to making the reforms work, to an equally distinguished audience including Peers, MPs and key representatives from the NHS and industry.
The event provided attendees with an important and timely opportunity to hear from the panel on:
The event was chaired by Neil Carmichael, MP, APHG Parliamentary Officer and included presentations from:
Mike Farrar, Chief Executive, NHS Confederation
Professor David Fish, Managing Director, UCL Partners Fellow, British Association of Medical Managers
Dean Royles, Director, NHS Employers
Nick Isles, Fellow, CLI, University of Bedfordshire
The Grand Committee Room in the Palace of Westminster, London was the venue for the launch of the Centre for Leadership Innovation on April 5, 2011.
The Vice Chancellor, Professor Les Ebdon CBE welcomed a distinguished panel and guests challenged to identify themes around 21st century leadership and what a centre for leadership innovation should be doing to address them.
Penny de Valk, CEO of the Leadership and Management Institute, called for more distributed leadership to overturn the myth of the 'hero leader'.
This assessment was complemented by Terry Morgan, President of the Chartered Management Institute and Chairman of Crossrail, who made the case for a focus on what leaders do to get the economy refocused on manufacturing things of tangible value, to help recover from the consequences of an over-reliance on services and intangibles.
David Pearson, a portfolio director and a University of Bedfordshire Governor, reinforced the action-centred point. He drew on experience both in business and political settings from Asia to South America to illustrate how effective human-centred leadership can make a difference even in the face of natural and man-made disasters.
Linda Holbeche, CLI co-director, not shy of courting controversy, spelled out the need for leadership able to tackle all these things in ways that, she felt, needed to help not only organisations but society at large to recover from several decades of a misguided neoliberal economic experiment.
Summarising, Professor Stephen J. Perkins, CLI co-director, emphasised that if ever the time for a big conversation was needed on leadership at every level across all settings it was today. The CLI was equipped through its expert Fellowship group to work with individuals and groups interested in staking a claim in the centre's future-facing work.
A series of future gatherings over the months ahead is planned at which participants will be invited to focus in depth on issues to set the stage for and shape leadership practice, to specify what needs to be done. Fellows will be presenting a portfolio of CLI White Papers, beginning with one examining the political economic context for leadership, another outlining a reflexivity model for understanding what to do, and a third specifying ways in which to assure leadership accountability. PDF copies of the White Papers are available to download from the CLI web pages.
