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The importance of good leadership and team working is not new to the NHS. The Francis report of 2013 commented on the management and leadership within the NHS and made recommendations for practice including arguing that managers should not be locked in their offices but should be supervising the care being delivered. Following this, the NHS Healthcare Leadership Model was launched in 2013 and proposed that the leader affects the behaviour of their team and ultimately the care given. Barr and Dowding (2019) highlight that poor leadership leads to poor care. A model was created with nine dimensions which are outlined in Table 4.3. The NHS Healthcare Leadership Model of 2013 tasks aspiring leaders to assess themselves in each one using the probes provided on their website. The Leadership Academy states that if the leaders can meet the nine dimensions, then they will inspire their team to focus and work together to deliver high‐quality care.

In 1973, a theory called action‐centred leadership was developed to help demonstrate how to achieve the best level of teamwork (Adair 1973) (see Figure 4.2). An effective leader needs to focus on achieving the task by developing each individual person to be able to work well in the team. This is done through motivation, evaluation, organisation and good communication. The task needs to be approached in an organised focused manner. Each individual needs to be praised and recognised for their natural abilities and their contributions with training offered if needed. The team needs effective communication skills and the maintenance of good morale.

The three circles in Adair’s model (Figure 4.2) overlap because:

1 The task needs a team as one person alone cannot accomplish it.

2 If the team needs are not met, the task will suffer and the individuals will not be satisfied.

3 If the individual needs are not met, the team will suffer and the performance of the task will be impaired.

If all three of these circles are addressed and maintained, then the team will work happily and be productive which is what the goal for all teams should be.

Team working in healthcare is identified as important in both The Code (Nursing & Midwifery Council 2018b) and the nursing associate platforms. Platform 4 of the standards of proficiency for the nursing associates (Nursing & Midwifery Council 2018a) is devoted to working in teams and to the nursing associate embedding their role into the interdisciplinary team.

Table 4.3 The Nine Dimensions.

Source: Based on Lynas (2013).

Inspiring shared purposeLeading with careEvaluating informationConnecting our serviceSharing the visionEngagin g the teamHolding to accountDeveloping capabilityInfluencing for results

Figure 4.2 Action‐centred leadership.

Source: Based on Adair (2010).

The Code (Nursing & Midwifery Council 2018b) discusses the importance of working cooperatively and of displaying leadership qualities in order to provide the best care possible at all times.