But a near-toxic mix of pressures facing NHS trusts has added to the challenges faced by NHS leaders and, as a result, these roles are less attractive. Better leadership means better patient care and improved working practices for NHS staff.” (NHS Modernization Agency, 2004a). Leadership … Leadership and management in the NHS have become the focus of much attention over recent years, and the recently published report by the King’s Fund is an excellent primer. Kelly A et al (2006) Time for Change: a UK Model of Transformational Leadership. Br J Nurs. Resistance to some changes may occur because of staff fears about adapting to and coping with new methods. NHS Improvement, 3 rd Floor, St Johns House, East Street, Leicester, LE1 6NB October 2011 Summary These eight elements comprise the areas or components of a change management programme. • NHS leaders view their jobs as both a vocation and a privilege. Along with the change management process, they create a system for managing change. The Leadership Quarterly; 22: 2, 239-258. “Effective leadership is a key ingredient in modernizing today’s health services. Resistance to some changes … This is where change models and leadership … Approaches to leadership and managing change in the NHS. 2018; 27(10):554-558 (ISSN: 0966-0461) Lumbers M. The NHS is continually changing as research evidence leads to new practices and technology transforms the workplace. 1 The report helpfully tackles the two subjects separately, but their distinction is worth exploring further; management … Hunter ST et al (2011) Leaders make mistakes: a multilevel consideration of why. 4 Towards a New Model of Leadership for the NHS Preface This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS… • A culture of blaming individual leaders for failure is also making senior NHS leadership … The NHS is continually changing as research evidence leads to new practices and technology transforms the workplace. The Leadership Quarterly; 28: 1, 178-194. Paper presented at the British Academy of Management …