Innovation in Health Care: Leadership and Management Perspectives (MSc)

The focus of this course is on service improvement, and you will have the opportunity to apply its content to planning your own service-improvement initiative.

Key content includes:

• the role of individuals and teams in health and social care leadership
• innovation and critical creativity in practice development
• leadership theories and their application in the practice setting
• proactive and reactive approaches to risk management
• quality governance in the NHS
• effective and efficient deployment of human, capital and consumable resources
• leading people and teams through organisational change
• the use of digital technology in marketing and innovation dissemination.

Who is it for?

The course is for qualified health and social care practitioners who want to further develop their leadership and management competencies.

Timetable

Term 2

Jan: Thursday 11, 18 and 25 January 2024
Feb: Thursday 1, 8, 22 and 29 February 2024
Mar: Thursday 7, 14 and 21 March 2024

Benefits

This is a 15-credit course and can be taken as either a standalone course or as an elective course.

This short course module is designed to be flexible in allowing you to study and reach your goals at your own pace. Our health CPD courses are credit-bearing modules that contribute to a University degree or award.

Transfer course credits towards postgraduate taught degree

As a health care professional, once you've completed this course you could offset 15 credits as part of a postgraduate programme, continuing your study with further modules to make up a Postgraduate Certificate (PGCert) 60 credits, Postgraduate Diploma (PGDip) 120 credits or Master of Science (MSc) 180 credits qualification (all credits must be awarded within five years of study commencing).

By the end of the course you will be able to:

• Evidence an in-depth and systematic understanding of different leadership theories and their application to service development in health and social care
• Demonstrate the awareness and ability to manage the implications of ethical dilemmas in practice development and work proactively to formulate solutions
• Evidence a comprehensive understanding of key concepts and techniques for:
  • caseload analysis
  • workload measurement o diagnosing strategic capacity (the amount of output that a team, service or organisation is capable achieving over a specific period of time)
  • management of risk
  • diffusion of innovation
  • evaluating service improvements.

Skills

• Critically evaluate the gap between clinical, management and leadership roles
• Critically appraise your own strategic decision-making ability, management competencies and approach to leadership in order to improve practice
• Critically evaluate research and advanced scholarship regarding traditional leadership approaches in health and social care and be able to argue for alternative approaches
• Demonstrate confidence in writing highly professional business/project plans and presenting these plans in video format
• Demonstrate the ability to promote effective collaboration within a multi-agency and multi-professional context
• Demonstrate the ability to encourage service user involvement and feedback.

Values and attitudes

• Demonstrate the ability to take personal responsibility for contributing to the development of a values-based leadership culture within health and social care organisation.

This course will be assessed in two ways:

• A ‘Managing Innovation’ essay (2500 words)
  • In this written assignment you will outline an innovation you would like to implement in your practice area and develop a project plan outlining the control and execution of the project.
• A 3 minute digital pitch of your project plan in video format (presentation)
  • Service commissioners consistently request not only project plans for tendering purposes but also oral presentations; such presentations may include digital marketing/business pitches. To make this process realistic and transferrable, students are required to produce a short 3-minute pitch for investment.

You will be given the opportunity to gain formative feedback on your proposed innovation in a group tutorial around week 3 of the course and on your project plan through a formative oral presentation around week 9.

This course is taught using the following methods: lectures, seminars, guided independent learning, and online learning.

This course is provided by the School of Health & Psychological Sciences.

Credits

This course is worth 15 credits toward eligible programmes.

You should have an undergraduate degree in a health or allied subject with either a first or upper second classification. You are required to present evidence of study in the past five years at HE level six or above.

Non-EEA students can only apply as part of a programme, not as a stand-alone course.

English requirements

If your first language is not English, one of the following is required:

• A first degree from a UK university
• A first degree from an overseas institution recognised by City, University of London as providing adequate evidence of proficiency in the English language, for example, from institutions from Australia, Canada or the United States of America.
• International English Language Test Service (IELTS) a score of 7.0 is required with no subtest below 7.0
• Pearson Test of English (Academic) score 72 required
• TOEFL 100 overall with 24 in Writing, 20 in Listening, 19 Reading and 20 Speaking
• Other evidence of proficiency in the English language, which satisfies the board of studies concerned, including registration with your professional regulator.

• Adair, J. (2009) How to Grow Leaders: The Seven Principles of Leadership Development, Kogan Page: London
• Hartley, J. & Bennington, J. (2010) Leadership for Healthcare, Policy Press: London
• Kings Fund (2011) The Future of Leadership in the NHS: No More Heroes
• Kings Fund (2015) The Practice of System Leadership: Being Comfortable with Chaos
• Lord Rose (2015) Better Leadership for Tomorrow: NHS Leadership Review
• Martin, V. Charlesworth, J. & Henderson, E. (2010) Managing in Health and Social Care (second edition), Routledge: Abingdon
• McCormack, B. Manley, K. & Titchen, A. (2013) Practice Development in Nursing and Healthcare (second edition), Wiley-Blackwell: Chichester
• NHS England (2014) Building and Strengthening Leadership: Leading with Compassion
• Prosser, S. (2010) Effective People: Leadership and Organisational Development in Healthcare, Radcliffe: Oxford
• NHS Midlands East, Health Visiting Directory for Innovation

Useful Websites

• NHS England, NHS Innovation Accelerator 
• Queens Nursing Institute, Innovations Centre
• Royal College of Nursing, Innovation