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Leadership within the ambulance service: rhetoric or reality?

08 October 2012
Features
02 October 2012
Volume 4 · Issue 10

Abstract

Just as part 1 of this article (Armitage and Taylor, 2012) introduced the concept of management and leadership, specifically within the context of the ambulance service, part 2 will stimulate further discussion in connection with the development of leadership related knowledge, skills, experience and behaviours among paramedics. Throughout the piece, the need for leadership development at an organisational and professional level will be promoted, and the authors will explore why leadership and leadership development is a key component to paramedic practice, as well as considering how ‘human factors’ and ‘non-technical’ skills are central to a sucessful process of leadership. The NHS Leadership Framework will be reviewed and the authors will consider how it can be used by individuals, organisations and the paramedic profession as a whole to drive leadership development in the future.

Leadership can be regarded as a process, both at an individual level (as part of a clinician’s day to day practice) as well as at an organisational and professional level (as it structures the way in which patient care is organised and delivered).

This process is a shared one (Department of Health (DH), 2011b) with the responsibility for effective leadership resting not only upon those in formal positions of leadership within their organisations, but also upon each member of the multi-professional team. As organisations, ambulance services and paramedics have a key role to play in how health care systems operate (National Audit Office, 2011). Paramedics, as clinical leaders, have a responsibility to continuously look at ways of improving the quality and safety of patient care (Cook, 2001), either in relation to their own clinical practice or in contributing to organisational and professional developments.

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NHS Leadership Framework
Leadership development
Clinical leadership
NHS Clinical Leadership Competency Framework