Leadership development and support for clinical psychologists working in health and social care
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Leadership
development and
support for clinical
psychologists
working in health
and social care
REPORT
June 2021
AUT HORS
AUTHORS
D R A M R A R A O – Lead Author, Consultant D R G I T A B H U T A N I – Leadership
Clinical Psychologist; Organisational Consultant; Development & Training Task & Finish Group;
DCP Leadership Development and Training Director for Psychological Professions,
Task & Finish Group Chair; Former Chair DCP Lancashire & South Cumbria NHS FT &
Leadership & Management Faculty, Co-Chair National Development Lead Psychological
DCP Faculties Sub-Committee; Co-Chair, DCP; Professions Network (PPN)
New Savoy Conference Resetting the Balance
H A N N A H F A R D O N – BPS Policy Advisor
– Workplace Wellbeing Project; Director
(Professional Practice)
Psychological Horizons Consultancy
D R A D R I A N N E A L – Leadership
PROFESSOR (EMERITUS) TONY
Development & Training Task & Finish Group;
L A V E N D E R – Leadership Development &
Consultant Clinical Psychologist, Former Chair
Training Task & Finish Group; DCP Workforce
DCP Leadership and Management Faculty,
& Training Sub-committee Chair, Salomons
DCP Wales Committee; Head of Employee
Institute for Applied Psychology, Canterbury
Wellbeing ABUHB
Christ Church University
B E N N A W A I T E S – Leadership Development
& Training Task & Finish Group; Consultant
Clinical Psychologist, Former Chair DCP
Leadership and Management Faculty
CONTRIBUTIONS AND ACKNOWLEDGEMENTS
D R E S T H E R C O H E N - T O V E E – Vice D C P E X E C U T I V E C O M M I T T E E
Chair of the BPS Division of Clinical
DCP TRAINING AND DEVELOPMENT
Psychology; Director of AHPs & Psychological
SUB-COMMITTEE
Services, CNTW NHS FT
DCP LEADERSHIP &
D R R O M A N R A C Z K A – Chair of the BPS
M A N A G E M E N T FA C U LT Y
Division of Clinical Psychology; Consultant Lead
Clinical Psychologist D C P FA C U LT I E S C H A I R S
SUB-COMMITTEES
K A R E N B E A M I S H – BPS Director of
Membership and Professional Development
D E B R A M A L P A S S – BPS Director of
Knowledge & Insight
© 2021 The British Psychological Society
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical,
including photocopy, recording or any information storage retrieval system, without permission in writing from the publisher.
2
Leadership development and support for clinical psychologists working in health and social careContents
Contents
1. Executive summary 5
2. Aims of the paper 6
3. Introduction and context 7
4. Scoping: Need and available resources 9
5. Multidimensional approach to leadership development 10
6. Deliverable options and viability considerations 14
7. Concluding statement and recommendations 17
Appendix 1: Division of Clinical Psychology recommended leadership 20
and management programmes
Appendix 2: Scoping and current leadership resources 22
3
Leadership development and support for clinical psychologists working in health and social careSUMMARY
1. Executive summary
E xecutive summary
Leadership is recognised as one of the key Establishing the network of influence and
components of quality care. Clinical psychologists getting psychologists in the right positions will
working in health and social care are expected to need to be an important part of the leadership
be providing leadership and have a responsibility strategy alongside setting out systems to
to work with others to manage planned and develop leadership capacity through training
emergent change. They often find themselves and development opportunities. The latter
in leadership roles with little or no training will require incremental and cumulative
and sometimes soon after qualifying. The DCP leadership training and development across the
commissioned a project to look at leadership career span with a range of options including
development and support needs of clinical investment in formal competencies-based
psychologists working in health and social care. training and opportunities for shadowing,
The project worked with clinical psychologists to secondment, mentoring and coaching.
understand the needs and current opportunities A training course specifically developed
for leaders in health and social care. for psychologist leaders to build upon
psychological competencies is recommended,
Based on the findings of the project, this paper
along with more generic multi-professional
looks at concerns the profession has with regard
training, master classes and a professional
to its leadership capacity and sustainability
consultancy service.
and makes a series of recommendations to
strengthen clinical psychologists’ professional Although the work was commissioned by and
capacity to lead and influence. It recommends about clinical psychologists, it is recognised
that any BPS/DCP sponsored leadership support that many of the themes would apply across
will require a broad multi-dimensional approach the domains of psychology and psychological
and strategy, attending to the following professionals who aren’t clinical or applied
key elements: psychologists. It is also acknowledged that
there are different leadership challenges for
A leadership strategy for clinical psychology. psychological professionals who aren’t clinical
or applied psychologists. There is aspiration for
a further stage of the project to collaborate with
Address the diversity gap.
others to take the work forward.
Promote leadership in partnership.
Set out leadership support, training and
development opportunities.
Prepare for leadership for the future beyond
the pandemic crises.
5
Leadership development and support for clinical psychologists working in health and social careA ims of the paper 2. Aims of the paper
The work is commissioned to look at leadership The paper looks at concerns the profession
development and support needs of clinical has with regard to its leadership capacity
psychologists working in health and social care and sustainability. It makes a series of
with the following key aims: recommendations to strengthen clinical
psychologists’ professional capacity to lead and
To highlight concerns the profession has influence. We recognise that many if not all the
with regard to its leadership capacity and issues highlighted in the paper could be the
sustainability. same across the domains of psychology and
psychological professionals who aren’t clinical
or applied psychologists working in health
To set a proposal for a BPS leadership
and social care contexts. It is our hope that
development and support programme for
the findings, framework and training strategy
clinical psychologists working in health and
can be further developed in collaboration with
social care.
other domains of applied psychology to set
out a resource for all psychologists working
To strengthen clinical psychologists’
in health and social care.
professional capacity to lead and influence.
6
Leadership development and support for clinical psychologists working in health and social care3. Introduction and context
IN T RODUC T ION
The quality of care and organisational forward will require compassionate engagement
performance are directly affected by the quality of with organisations and the communities they
leadership and the improvement cultures leaders serve. This will involve challenging assumptions,
create. The major policy drivers across the four demonstrating leadership that values humility,
nations1 outline expectations for improvement building trust and fostering a culture of learning,
as well as opportunities and challenges for and creating psychologically safe and productive
leadership. For instance, the NHS Long Term environments for impactful change.
Plan sets out an ambition to invest in leadership
In this context, clinical psychologists working in
and management and states that ‘Great quality
health and social care are expected to be offering
care needs great leadership at all levels’. It
leadership and have a responsibility to work with
acknowledges the gap in highly skilled and readily
others to manage planned and emergent change.
deployable senior leaders2. Clinical Leadership
This will involve enabling organisations to set
– A framework for action (2018) addresses the
up systems for workforce support, learning from
NHS Long Term Plan priority around nurturing
the crises and meeting expectations of improved
the next generation of leaders and supporting all
care and users’ experiences. Their training should
those with the capability and ambition to reach
enable them to bring a psychological perspective
the most senior levels of the service.
to team conversations and strategic decisions.
Investment in developing the leadership capacity Are we ready to deliver on this? If so, how? What
is essential to address complex strategic and might the challenges be?
operational issues, pressures arising from the
There are approximately 20,000 psychological
increased demand, shortages in key workforce
professionals working for NHS funded services
groups, diversity gap in leadership, on-going
in England. They may represent closer to 25%
financial constraints and challenges around
of the registered clinical workforce in Trusts
stress and low morale. The significant uncertainty
that only provide mental health services (many
brought by a large-scale crisis such as Covid-19
mental health Trusts also deliver community
has exacerbated the leadership challenges
physical health services)3. There are gaps in
associated with decision-making and requires
leadership positions for the psychological
a rapidly adaptive response not usually associated
professions impacting on service delivery,
with leadership in more ‘business-as-usual’ times.
policy development, and workforce planning for
The past year has required swift decisions within
the psychological professions4. In this context
the backdrop of challenges around continuity
of wider psychological professionals workforce
of services, racial and social inequalities,
in health and social care, applied psychologists
workforce morale and safety, financial pressures
and organisational adaptation to new ways of working are also a small work force (9,594)5.
working. The future seems more unpredictable However, many find themselves in leadership
than ever requiring planning in uncertain times roles soon after qualification (within teams
and capturing learning from the pandemic. of psychologists, therapists, and other
Compassionate leadership as well as setting professionals) without much formal preparation
up a crisis-response infrastructure has been or training. The demands of such roles (some
especially critical to manage the unfolding human not even formalised/authorised) are becoming
tragedy alongside economic challanges. Moving increasingly managerial. However, the
1
NHS Long Term Plan (2019); NHS Mental Health Implementation Plan 2019/20–2023/24; We are the NHS: People Plan 2020/21 –
Action for us all; NHS Staff & Learners Mental Wellbeing Commission (2019); A Healthier Wales (2018); Health and Wellbeing 2026:
Delivering together (2016); Scotland 2020 Workforce Vision; A National Clinical Strategy for Scotland 2016.
2
2018 survey by The King’s Fund and NHS Providers found that 8% of Executive Director roles were filled by an interim or vacant, while
37% of trusts had at least one vacant Executive Director post.
3
Based on combination of NHS Digital Data from July 2017, and IAPT Workforce Census Data from April 2015. Implementing Stepping
forward to 2020/21: The Mental Health Workforce Plan for England. Delivering the Expansion in the Psychological Professions 2018).
4
Implementing the NHS Long Term Plan: Maximising the Impact of the Psychological Professions
5
ESR data from NHS Digital: ‘Applied Psychologists - Clinical’ (occupation codes SM and SL) working in mental health settings in July
2019. This figure includes Counselling, Forensic and Health Psychologists.
7
Leadership development and support for clinical psychologists working in health and social carechallenges that face psychologists in leadership stakeholders including experts by experience,
IN T RODUC T ION positions are not dissimilar to those faced by address diversity gaps in the profession, take
most leaders in the NHS, as the health and up non-traditional roles to influence, seek
social care landscape is transforming fast representation, build up cases for a sustainable
to meet public and corporate expectations. workforce, assert professional autonomy, move
Particular challenges for psychologists in beyond survival to thriving and adapt to an
leadership roles are to embrace new work increasingly complex working environment.
paradigms and roles, forge partnerships with
C U R R E N T S I T U AT I O N : W H E R E W E A R E AT
Over the years, applied psychologists have taken Management Faculty to explore the above
up greater clinical, professional and strategic (Appendix 1), which highlighted the need to do
leadership roles in a number of ways. Examples more. A discussion paper on leadership training
include; contributing to new service delivery was tabled at the DCP Executive meeting in
models such as IAPT influencing policy drivers, spring 2019, which was subsequently considered
setting standards for effective services (APPTs), by DCP Workforce & Training Sub-committee.
developing practice guidelines, and contributing A Task & Finish Group was put together with the
to audits on service provision6. Guidance following aims (ToR in Appendix 2).
on Leading Clinical Psychology Services
(2007) was set out, to stipulate a model for Review leadership development and support
strengthening leadership skills by outlining opportunities for clinical psychologists.
a leadership development framework for all
grades of applied psychologist. This was further
Establish a list of multi-professional
enhanced by the Clinical Psychology Leadership
leadership training opportunities available
Development Framework (2010), which outlines
a continuing developmental framework for to clinical psychologists.
leadership behaviour, which is both incremental
and cumulative from pre-qualification to director Consider targeted leadership development
levels of the profession. activities such as master classes,
workshops, action learning sets and courses
In recent years, DCP Leadership and
of various lengths.
Management Faculty has set out a number of
initiatives to support leadership development
across the career span to build upon these Assess the viability of setting out a crises
frameworks. Examples include: guidance clinic/organisational consultancy service
documents, Clinical Psychologists as Future to offer support, advice and signposting
Leaders Mentoring programme, consultation in partnership with the union/s.
and advice, training events and more recently
a leadership summit to consider issues and Make recommendations to the DCP
consult with membership. These initiatives have Executive Committee.
allowed the profession to support leadership
capacity and capability. However, the fast shifting
landscape of health and social care and the The section below provides an overview of
Covid-19 context requires a review to ascertain leadership development needs of clinical
whether the profession is robust enough to psychologists based on scoping exercise and
systematically identify leadership development discussion at the Task & Finish Group. It outlines
needs, develop leadership capacity and support a multi-layered model to support leadership
its membership to progress through their careers at all levels. It sets out its recommendations
to get to senior positions of influence. A scoping on leadership development and wider support
exercise was taken up by the Leadership and opportunities.
6
BPS News: Audit of anxiety and depression services highlights need for better access
8
Leadership development and support for clinical psychologists working in health and social care4. Scoping: Need and available resources
SCOPING
The Task & Finish Group undertook a range of activities to establish leadership
development needs, and to scope the range of existing opportunities available
(Appendix 2).
LEADERSHIP DEVELOPMENT AND WIDER SUPPORT
OPPORTUNITIES FOR CLINICAL PSYCHOLOGISTS
The fast shifting context of leadership and A snapshot of the key themes coming out of
service delivery in recent years has impacted the scoping of need consultation is outlined
the profession of clinical psychologists in in Figure 1. Such a multitude of themes
multiple ways. The work taken up by the DCP, require the profession to look at and address
mentioned in the earlier section, has offered development needs across multiple levels
developmental leadership frameworks and (pre-registration to post training), leadership
support opportunities for clinical psychologists. competence to work in multidisciplinary
However, a new fit for purpose strategy for settings, and career-grade leadership skills in
applied psychologists working in health and a variety of roles, such as leads in specialist
social care is needed to meet the demands of areas, service heads and directors.
changing horizons to ensure that the profession
is well equipped to lead and influence. This
will require getting psychological professionals
into the right leadership positions.
Figure 1: Key themes
Increased expectation No unified, Gaps in leadership
Service restructuring
to take leadership systematic capacity, shortage of
Fragmented lines
across all grades within leadership and senior psychologists,
of leadership
complex systems governance attrition due to
support and
without support & strategy across the retirement, deletion
strategic influence
succession planning career span of senior posts
Leadership training Multitude of events Positive feedback
variability across on clinical Variable knowledge
DClin Psychol No current psychologists about the multi-
training courses and leadership as future leaders professional training
options across post course specific to – mentoring opportunities
quals grades psychologists’ needs programme
Fragmented advice
Diversity gap Variable models Poor professional
& support options
and leadership representation at
Glass ceiling at a on employment
arrangements across national, regional
senior level issues during
organisations and board level
restructuring
9
Leadership development and support for clinical psychologists working in health and social careMultidimensional approach 5. M
ultidimensional approach
to leadership development
There are major challenges ahead including: have implications for the role and function
service transformation; managing the long term of leadership. The leadership development
impact of the pandemic; meeting performance strategy needs to consider variability of
targets; workforce modernisation; enhancing leadership roles across the career span.
governance; forging social partnership with To achieve this any BPS/DCP sponsored
community groups and experts by experience; leadership support would require a broad
and tackling racial, social and health multi-dimensional approach and strategy,
inequalities. attending to and potentially incorporating the
key features as below:
Coordinated professional representation for
influence and meaningful impact and paying
attention to workforce wellbeing will be the
key to service sustainability and quality.
Many of these areas are interlinked and
Figure 2: A multidimensional approach to leadership
10
Leadership development and support for clinical psychologists working in health and social careA L E A D E R S H I P S T R AT E G Y F O R C L I N I C A L P S Y C H O L O G Y
Multidimensional approach
Development of a strategy to:
Articulate the values underpinning the nature leadership and management positions
of high quality leadership, compassion, in the NHS nationally, regionally and more
inclusion, transparency and openness. locally in ICSs (integrated care systems),
health boards and trusts.
Support the right leadership mix across the
career span – advocate career progression Advocate for psychological professionals
pathways for leadership and management getting into the right leadership positions
development across the career span. This to increase representation at multiple
could be supported by a matrix of leadership organisational levels.
and management roles embedded in
job plans and through opportunities for Promote psychologists as potential leaders
shadowing and representation. in non traditional roles.
Address structural matters and facilitate Set out right training across the career span
psychological professionals into senior targeting required comptencies.
DIVERSE AND INCLUSIVE LEADERSHIP
Address diversity gap in leadership to Develop opportunities for shadowing and
address barriers and promote equality and reverse/reciprocal mentoring as part of the
anti-racist practices. DCP programme.
Support members, organisations, Bring diversity into the mainstream for
educational institutions and national bodies the DCP as diversity and inclusivity is the
to address structural barriers around access business for all.
and underrepresentation in senior positions.
LEADERSHIP IN PARTNERSHIP
Promoting inclusive leadership in partnership and networks to have a strong and coherent
with service users, families and carers. voice for a wider and stronger impact.
Support inclusive leadership development Working closely with stakeholder including
which fosters an open, transparent and professional bodies, third sector,
consultative process with community community groups and unions to support
groups with attention to diversity in faith, psychologists to maximise influence.
culture, class and social/ethnic identities.
Link up with national and representative
Partnership with other domains of applied bodies for in developing career pathways
psychology and other professional bodies for clinical psychologists as part of wider
work for psychological professionals.
11
Leadership development and support for clinical psychologists working in health and social careL E A D E R S H I P S U P P O R T, T R A I N I N G A N D D E V E L O P M E N T
Multidimensional approach
Leadership training and support opportunities Formal leadership training opportunities
to strengthen leadership skills based on to include: (a) multi-professional based
leadership and management competencies in courses (b) tailor made courses.
the new context across the career span.
A nationwide leadership-mentoring scheme
Review of BPS/DCP leadership and across the career span with attention to
management competencies. issues around diversity and inclusivity.
Leadership training and development
embedded in the clinical psychology
doctoral courses.
L E A D E R S H I P F O R T H E F U T U R E : L O O K I N G AT H O W C O V I D - 1 9
IS SHAPING LEADERSHIP BEYOND THE CRISES
Address leadership challenges incorporating
learning from the pandemic.
Support leaders in planning ahead to
consider how dealing with the crises and its
long term impact shape the ‘beyond’.
Such a multi-dimensional approach will
require incremental and cumulative leadership
training and development across the career
span. Investment in formal competencies
based training as well as offering other options
such as showing, secondment, mentoring and
coaching is recommended (Table 1).
12
Leadership development and support for clinical psychologists working in health and social careTable 1: Leadership development and training matrix (working draft for comments)
Multidimensional approach
LEADERSHIP DEVELOPMENT AND TRAINING
INCREMENTAL AND CUMULATIVE
(learners, post-qualification, mid career, consultant/director level and beyond)
Support Formal Other methods Leadership
systems across competency- (placements, secondments, shadowing, role taking, across
the career span based training † etc.) all levels*
Leadership models Pre-qualification Post-qualification §
Placement experience Programmes/courses single
Leadership and or multidisciplinary
management tasks Observations and reflections
Individual Mentoring, reflecting and Organisations
Healthcare developing practice
Practice in working with
frameworks individuals and teams Self development (e.g. group
relation conferences,
Commissioning Interagency/community reflective practice groups,
and business liaison, networking, action learning sets,
Local Groups/teams‡
planning capacity building 360 feedback loops)
Keeping abreast with
Workforce planning Lead on psychological organisational models and
issue in teams change process, policies,
Practical levers: (e.g. formulation, testing) leadership models,
National Recruitment, commissioning context, etc. Individuals
sickness, SUI, Promote/facilitate staff
sustainability, reflective practice and other Shadowing, secondment
workplace psychological skills Becoming involved –
recognition, demonstrating effectiveness,
talent Contribute to service problem solving
Professional development processes/local Others
policy or procedures Management processes
Management – meetings, appraisals,
systems performance management,
psychodynamics Chair meeting, coordinate
grievance, investigation, etc.
working party/collaborative
System project/training Leading research and QI
psychodynamics/ Taking up new
group relations Model/educate on the
roles (RC& AC),
contribution of psychology to
non-traditional positions
Media skills services and psychologically
informed care Career progression support
through line management
Shadow/engage with and supervision
service leads/managers, Involved in the wider
commissioners organisational business
including strategy and policy
Offer constructive development work
evidence-based
critique/evaluation of Lobbying and influencing for
models/services professional representation
Linking in with
Facilitate service user/carer local MPs, APPGs
involvement/coproduction
Taking up roles in
Using a model to understand professional body & join
the workplace networks such Leadership
& Management Faculty
Competencies: (personal qualities, working with others, setting directions, managing and improving services)
Relevant frameworks: Clinical Leadership – A Framework for Action (2018); Clinical Leadership Competency
Framework (CLCF) (2011); Healthcare Leadership Model (2013); The Clinical Psychology Leadership Development
Framework (2010)
Compassionate and inclusive leadership for improved care and users’ experience
* Emerging literature in this area. Adopted by NHS Long Term Plan with emphasis on leading with others as team/s.
† Training needs will vary across the career span.
‡ Various configurations such as board of trustees, health and social boards, sustainability and transformation partnerships,
board of directors.
§ Continuation of pre-qualification activities and more.
13
Leadership development and support for clinical psychologists working in health and social careDeliverable options 6. D
eliverable options and viability
considerations
M U LT I - P R O F E S S I O N A L L E A D E R S H I P T R A I N I N G
There are a number of leadership training relevant leadership courses. A resource list
opportunities available to psychologists offered complied following a scoping research is
by NHS employing organisations and other included in Appendix 1.
agencies such as King’s Funds and Leadership
W H AT I S N E E D E D T O T A K E T H I S
Academy. Applied psychologists in health and
PROPOSAL FORWARD?
social care should be encouraged to undertake
such multi-professional training courses as they
Encourage clinical psychologists to
have an added benefit of cross professional
consider multi-professional based courses.
learning and networking. Training opportunities
offered by King’s Fund’s and Leadership
Academy courses are identified as the most Make information available on the website.
TAILOR MADE MASTER CLASSES/WORKSHOPS
A list of potential topics was looked at by Compassionate management and
examining emergent themes from a range leadership in action.
on sources such as: the DCP London and
York conferences on NHS Long Term Plan,
Representatives Assembly; feedback at the These potential topics were put to vote at the
Leadership & Management Faculty events Leadership Summit, except for Coaching and
and discussion at the DCP Mentoring Steering Mentoring Skills and Job Planning, as they
Group. Shortlisted priority areas included were addressed through separate routes7.
the following: Three top priority areas are: Political, Personal
and Professional Skills; Compassionate
Coaching and mentoring skills and models Management & Leadership in Action and
(mentoring project). Working with Team Dynamics & Influencing.
W H AT I S N E E D E D T O T A K E T H I S
Working with team dynamics and PROPOSAL FORWARD?
influencing.
Set up tailor-made training for clinical
psychologists covering: (a) Political, personal
Workforce and job planning.
and professional skills; (b) Compassionate
management and leadership in action;
Leading on risk management. and (c) Working with team dynamics and
influencing. Such training will need to
Conflict, fragility and resilience. address a new approach to leadership which
addresses challenges shown light by the
Political, personal and professional skills Covid-19 including inclusivity and diversity
for leaders. gap, partnership working with communities and
capacity to lead on working with planned and
emergent change.
7
A sub-group from the managers list; Mentoring Steering Group
14
Leadership development and support for clinical psychologists working in health and social careFigure 3: Leadership development poll – Top three priorities
Deliverable options
LEADERSHIP TRAINING COURSE
A tailor made course will complement currently applied psychologists and potentially wider
available leadership training opportunities group of psychological professionals in line
by setting out a curriculum that is distinct with the target groups. Objectives of the
from other courses and specifically designed course are to be:
with the development needs of psychologists in
mind. It is recognised that the multidisciplinary To support and develop leadership and
element of other courses brings developmental management competence and capability for
value. However, there is significant value psychologists across the career span.
in designing a course around the existing skills
and competencies of clinical psychologists,
To support psychologists in developing
and in supporting the development of networks
psycho-social skills and resources to
of clinical psychologists in leadership roles
be effective leaders in various roles
across the UK. Such a course is likely
helping them to ensure the delivery of
to offer an added marketing value and
high quality, safe, fit for purpose and
income generation options, as it is likely to
compassionate care.
attract a wider workforce. However, this will
require consultation with other domains of
15
Leadership development and support for clinical psychologists working in health and social careTo build the capacity and capability of Links with the BPS Director of Membership and
Deliverable options those in leadership positions and aspiring Professional Development and BPS Director
leaders across the health and social care of Knowledge and Insight have been made to
economy in order to influence and create scope the viability of such a course across the
the best possible conditions for the delivery domains of applied psychology. An engagement
of high quality care for patients. and consultation work will be set out with
other divisions following the publication of
To ensure participants understand the this paper to consider options for a leadership
challenges to wellbeing for themselves development strategy for psychologists working
and their staff in caring roles, and to in health and social care.
support them in making their practice
W H AT I S N E E D E D T O T A K E T H I S
as sustainable as possible across the
PROPOSAL FORWARD?
career span.
DCP Executive, BPS Director of
To support succession planning by Membership and Professional Development
specifically developing a group of and BPS Director of Knowledge and Insight
psychologists, equipped to apply for support for the proposal.
Head of Service or Chief Psychological
Professions Officer and other
senior positions.
P R O F E S S I O N A L C O N S U LTA N C Y S E R V I C E
There are aspects of leadership support, There is work taken up with the BPS to forge
which require both professional advice and strong links with the relevant trade unions.
employment support. The DCP Workforce and The review of National Assessors scheme
Training Sub-committee has initiated work to and its promotion is likely to address some
link up with Unite to consider areas of need. of the above challenges. We understand that
A number of themes have emerged: there are working groups set out by the BPS
Practice Board to address the employment of
Union advice on employment matters assistant psychologists including internships/
is often taken late. honorary roles.
An option of a professional consultancy service
Down banding of psychologists and its to advise on professional issues including
impact on retention, shortage of senior signposting clinical psychologists to unions
positions and morale. on employment related matter need to be
looked at. However, this requires further work
Psychologists taking up job descriptions and consultation with relevant stakeholders.
as part of the organisational change
W H AT I S N E E D E D T O T A K E T H I S
process, which do not have management
PROPOSAL FORWARD?
and budget responsibility. Implications of
this are not considered in terms of grading Further consultation with the DCP Executive
and career progression. and other stakeholders within the BPS to scope
the viability and purpose of this service in line
Need to work closely with the relevant trade with other developments in the BPS.
unions to support psychologists through
organisational change processes.
16
Leadership development and support for clinical psychologists working in health and social care7. C
oncluding statement
Concluding statement
and recommendations
This document has reviewed the current status mentoring scheme and a mentoring pilot in
of leadership development opportunities England for diversity in leadership.
to consider whether there is a coherent
The context in which psychological services are
leadership capacity and capability strategy
delivered and how a psychological knowledge
across the career span. The impact of rapid
base can be used across a range of setting
pace of change across health and social care
is evolving. The changing landscape offers
settings on the current leadership capacity
many opportunities for applied psychologists.
to influence and represent the profession
However, strategic and systematic approach
effectively across national, regional and local
to leadership development remains a challenge
network is acknowledged. Although there are
to the profession. Given the wider agenda
a number of significant pieces of work taken
of service transformations, diverse and
up by the BPS to offer competencies and
inclusive leadership, and modernisation of
leadership developmental frameworks, there
workforce within the backdrop the pandemic,
does not seem to be a systemic take up across
the DCP needs to invest in a multi-layered
the organisation. The DCP has continued to
strategy to support leadership development
invest in the Clinical Psychologist as Future
by focusing on below.
Leaders mentoring scheme, which is currently
supporting the development of the BPS
Figure 4: Key areas of focus
Consulting
others
Forging
partnerships
Strengthening
influence
Enhancing
representation
Leadership
development
strategy
17
Leadership development and support for clinical psychologists working in health and social careI N F L U E N C I N G A N D R E P R E S E N TAT I O N
Concluding statement
Ongoing campaign for a Chief Psychological Advocate for the representation of
Professional Officer for each of the psychologists at the board level.
four nations.
Support psychologists for increasing
Close working with NHSE Psychological influence by taking up roles on national
Professional Workforce Programme and bodies such as NHS, HEE and health
relevant networks for each of the nations. and commissioning boards across the
four nations.
LEADERSHIP DEVELOPMENT
Group of Trainers to review leadership in Action; and Working with Team Dynamics
training across courses. & Influencing. Develop a rolling programme
following evaluation in consultation with
Continuation of national mentoring project the membership.
for future leaders across the career span.
A tailor made BPS leadership course.
Links with the multi-professional leadership
courses offered by NHS Leadership Engagement with members and
Academy, King’s Fund and NHS Trusts stakeholders by setting out a Leadership
in order for psychologists to both take up Summit to share examples of good practice
courses and contribute to their training. and engage with leadership challenges at
national level.
Development of digital resources to provide
up-to-date information on courses, blogs, Further develop leadership competencies
workshop material and discussion groups and leadership development and
via online communities. training matrix (Figure 2) in consultation
with the GTiCP.
Master classes/workshops for clinical
psychologists on the three priority areas – Offer development opportunities via clearly
Political, Personal and Professional Skills; defined committee roles.
Compassionate Management & Leadership
C O N S U LTAT I O N A N D PA R T N E R S H I P
Further engagement with other domains of
applied psychology and unions to consider
partnership work and scope the need for
an advisory/consultancy service.
18
Leadership development and support for clinical psychologists working in health and social careAPPENDICES
A ppendix 1 Appendix 1: Division of Clinical
Psychology recommended leadership
and management programmes
LEADERSHIP ACADEMY PROGRAMMES
The following programmes are offered by Takes 24 months standard programme leading
the Leadership Academy. They usually to a master’s in Healthcare Leadership.
involve online and face-to-face elements.
Nye Bevan Programme For those senior managers
They are designed for people at different
aspiring to board level positions. Shaped around
stages in their leadership and management
individual participant’s learning needs with
journeys. They are:
face-to-face experiential residential workshops.
Edward Jenner Programme For the newly qualified
Aspiring Chief Executive Programme For those
aspiring to leadership roles. Launch five hours
in senior management positions who wish to
followed by online study over six weeks.
move to Chief Executive positions. Essentially
Mary Seacole Programme For people just taking a preparation for a CEO role. Individualised
up leadership and management positions. learning programme over 12–24 months.
Takes over six months with 100 hours online
Chief Executive Development Network Designed
study plus three face-to-face workshops.
to support and develop people in Chief Executive
Rosalyn Franklin Programme For people in roles. Two days network meetings annually with
middle level leadership and management access to mentoring/coaching if required.
positions aspiring to large and complex parts
Details of these programmes are available
of organisations. Takes nine months with four
under programmes at:
to five hours online study a week expected plus
www.leadershipacademy.nhs.uk/aspire-together-
face-to-face workshops.
south-east-regional-talent-board/members
Elizabeth Garret Anderson Programme For people
in middle to senior management positions.
KING’S FUND PROGRAMMES
As a guide for all staff to understanding the works. Access to this is available at:
NHS an online programme is available called www.futurelearn.com/courses/the-nhs-explained
The NHS Explained: How the health system really
UNDER THE PORTFOLIO OF CLINICAL DIRECTORS AND LEAD
CLINICIANS PROGRAMMES
Emerging Clinical Leaders For people wishing Senior Clinical Leaders For Clinical leaders
to or taking on clinical leadership roles aspiring to Board level positions. Emphasis is
(Bands 7, 8a and some 8b) and working to on the relational aspects of work and exploring
a consultant level. Although psychologists are and understanding own leadership approach.
in a minority on the programme many have Your own leadership style and impact on
been participants. The programme covers three relationships and effectiveness will be covered.
modules which runs over three separate weeks. Consists of four modules over a period of four
separate weeks in total.
20
Leadership development and support for clinical psychologists working in health and social careUNDER THE PORTFOLIO OF LEADERSHIP
A ppendix 1
DEVELOPMENT PROGRAMMES
Building Your Authority Provides a programme represent the range of roles in the NHS. So,
for people wishing to take up senior leadership inside the course represent the outside NHS.
positions in the future and explores in depth There is a good level of personal exploration of
your leadership qualities and the building of your leadership qualities.
relationships. It is for people in Band 8a and 8b
King’s Fund staff are happy to talk with
positions with some leadership/ management
potential applicants to help make sure
responsibilities or in the early stages of
they get an appropriate programme. Details
a consultant position. It is run over a week and
of these programmes are available at
is often completed prior to taking up the Top
kingsfund.org.uk.
Management programme, usually following
a gap of a few years. Updated March 2021
Top Management Programme For people in
senior management positions, including
those aspiring to board positions. Suitable
for people at Consultant (Band 8c) level and
above. An in-depth programme covering five
modules over a total of five weeks. Participants
are selected so that the roles they occupy
21
Leadership development and support for clinical psychologists working in health and social careA ppendix 2 Appendix 2: Scoping and current
leadership resources
Our initial scoping consultation with senior success in Clinical Psychology Forum and
psychologists, the Group of Trainers in The Psychologist. Develop resources such as
Clinical Psychology (GTiCP), feedback from mentoring, directory of psychologists who able to
membership surveys and recent DCP events support and advice. Regional branches to host
have highlighted a gap in information such as workshops and commissioning short briefing
a resource hub and support available to prepare papers or speakers about the work of regional
clinical psychologists for leadership roles. networks, mayor offices, policy departments
such as NHSE/HEE.
Many leadership documents have been
produced over the years by the DCP & the The White Hart course specifically designed
Faculty (Clinical Psychology Leadership for psychologists has not been running since
Development Framework, 20109; Leading 2014. Tim Cate, White Hart project lead,
Clinical Psychology Services, 200710). Most was consulted about the course to identify
of these documents are out of date. Given what elements should be incorporated in the
the changes in national policy, devolution design of any the future leadership training.
of health and social care, commissioning
landscape and the complex health, Many NHS health care trusts and health
education and social care markets, they boards are offering their own leadership
need to be updated. training courses where the content is varied
and is often focused more on managerial
tasks with varied evaluation as to the
DCP London commissioned a project to relevance for psychologists.
understand and potentially strengthen the
influence in policy of applied psychologists
Welsh Health Board Aneurin Bevan
(2016)11, which set out a useful analysis of
University Health Board offers the Leading
what can be done to take this forward. Some of
People Programme led by two clinical
the issues highlighted include: Rising demand
psychologists. NHS Wales Finance Academy
for clinical psychologists, low levels of supply,
is currently piloting a novel relationally
some shrinkage in the availability of more senior
focused leadership programme which pairs
qualified staff to provide policy support, and
clinical directors (which could include
competition from other professions together
clinical psychologists) with finance directors.
lead to some clinical psychologists feeling
isolated and in need of support. A number of
DCP Scotland has commissioned a leadership
recommendations are made at national local,
programme: Unlocking Confidence and
regional and individual level such as – Build
Capability to Release the Leader Within.
on work with the Leadership and Management
Faculty to support the development of policy
competence. The Group of Trainers in Clinical Courses offered by the Leadership
Psychology to gather models of good practice Academy12 are well received and have
and disseminate this information to the a particular strength of multidisciplinary
courses as a way to promote best practice in membership. However, access and
the development of policy competence in pre- information about what is available is not
registration training. Encourage trainees to widely reachable. Moreover, some aspects
work in policy or areas other than psychological may not cover the breadth of areas relevant
therapy by profiling articles about policy for leadership in psychology services.
22
Leadership development and support for clinical psychologists working in health and social careMany organisations have adopted Quality A number of service models and leadership
A ppendix 2
Improvement (QI) methodology, based arrangements.
on the work of the Institute of Health
Improvement (IHI)13, which offers No unified systematic strategy, operational/
opportunities for coaching but has a limited governance plan and processes to
scope and high cost. support clinical psychologists leadership
development across the career span.
Some training courses in clinical psychology
(e.g. Leeds, Hull, Sheffield) have set up Feedback from the wellbeing surveys
leadership training modules but there does highlighted a gap in leadership capacity
not seem to be a consistent and focused as many senior psychologists have
strategy and roll out. Some courses also either left through retirement and/due
offer third year leadership placements to deletion of senior posts, or are planning
(e.g. Cardiff). The Bangor course has been to leave. Increased expectation from
offering its trainees an opportunity to employers for clinical psychologists to
concurrently complete ILM Level 5 training. deliver on leadership and management
tasks without preparation, support and
The L & M Faculty has set out a Supporting succession planning.
Future Leadership Across the Career
Span with two key strands: (a) mentoring Variability across DClinPsych courses and
(b) leadership training (Leadership organisations for post qualifications for
Development – Current Position, 201814). leadership training options.
The mentoring programme has been up
and running for a year. Leadership Training
Mentoring schemes for junior and senior
so far has been delivered in the form of
have been valued resulting in the new
one-day training events, which although
mentoring programme pilot to support
successful, have highlighted the need
future leadership across the career span.
for a systematic professional strategy for
leadership training.
Fragmented knowledge of multiprofessional
training opportunities.
A snapshot of the key themes is outlined below:
Multitude of events but no current
leadership course offered by the DCP/BPS.
Fast shifting context of leadership and
service delivery in recent years has shifted
role expectations. This requires the profession to look at and
address the development needs across
multiple levels such as pre-registration,
The new policy framework setting out
leadership competence to work in
an expectation for applied psychologists
multidisciplinary settings, career-grade
to take up strategic, professional, clinical
leadership skills in roles such as leads,
and managerial leadership across all
service heads and directors.
grades often within complex systems going
through change.
Multiple restructuring of psychological
services across many organisations to policy
drivers resulting in fragmented lines of
leadership support and strategic influence.
23
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