High quality leadership is now widely accepted as critical to the success of an organisation. The context in which ‘leadership’ takes place is important because the culture of individual teams and the challenges they face, vary greatly. This may explain why a seemingly successful leadership strategy in one care setting translates poorly to another. Understanding the context in which leadership takes place is therefore central to success.
Whilst there are a plethora of leadership courses available, they do not address the specific challenges faced by doctors, nurses and managers in our organisations.
Furthermore, the unique leadership challenges within specific teams are often poorly appreciated ahead of taking on a leadership role.
We suggest that a fully developed sense of organisational culture, memory and politics are required to lead successfully in our health community. In the modern and more collaborative NHS, we believe that some leadership styles are better suited than others

Integration through education
One of the biggest challenges facing modern health services is integrating care between acute and community providers. This programme will seek to develop leaders from both the hospital and community trust in the same classroom. By educating leaders together we will break down the artificial divides that can naturally build up between organisations. The mission for both organisations is the same; to deliver high quality patient care. It therefore makes sense to develop our leaders together.
The programme is delivered by Medical and Nursing facilitators who have extensive experience of leadership within Portsmouth Hospitals NHS Trust and more recently Southern Health Foundation Trust.
They have been recently awarded Masters Degrees in leadership and will bring an understanding of what ‘real life’ leadership challenges exist in this organisation.
We will be using patient pathways that are shared between both organisations to illustrate how leadership skills can empower front line staff to drive change to improve clinical effectiveness, for example the discharge pathway from Portsmouth Hospitals to Gosport War Memorial Hospital or admission avoidance pathway to ambulatory or step up to step down.

A completely fresh approach to leadership training, delivered by staff that have not only studied the latest theory but have lived the practical experiences.
Delegates will spend some time in small groups discussing the ‘reallife’
leadership challenges they face.
This environment offers leaders support and encouragement in a highly confidential environment. Development sets are highly valued and often thought to be the most memorable and practical part of any development course.
Learning outcomes
By the end of this course, students should be able to:
* Demonstrate a broad understanding of the variety of approaches to leadership and how the NHS leadership applies locally  *Understand your own leadership style and how you can develop it * Understand the causes of leadership success and failure  *Understand and lead change  *Have the practical knowledge and skills to be able to analyse widely different contexts and situations * Develop leadership potential in others

 Key benefits
 *Taught by frontline leaders * Innovative approach

 *Integration of healthcare through shared learning * Opportunity to network and share the burdens of difficult decision making – ‘the loneliness of command’
We require energy, enthusiasm and an ongoing desire for selfdevelopment.
The number of places is limited and so you must be committed to complete course work, an end of course assessment as well as undertake coaching/mentorship meetings. You will be on an overarching Leadership and Management Development Programme or nominated by your line manager who in turn will give you time to attend the teaching sessions.

1.Explain your immediate impression of this leadership development programme.

2.What is your view of delivery from staff who have both studied the latest theory and also lived the practical experience? Do you think this is necessarily the best or most realistic approach?

3.To what extent do you believe leadership development courses should take account of the culture and challenges of a specific organisation?