Leadership and management · 3

Leadership and management: a selection of related articles across categories. Start with the issue closest to your situation; articles are ordered by relevance to the topic.

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    The Dark Side of Personality: 11 Hogan (HDS) DerailersUnderstand the 11 HDS derailers that emerge under stress, with clear signs to watch for and steps to reduce their impact on leadership.How a leader's emotions spread throughout a teamA leader's tension can change the course of a meeting. Learn how emotional contagion works and how to respond without pretending to be in a good mood.How uncertainty affects team relationshipsUncertainty reshapes team communication and leadership, from need for closure to cross-cultural friction, with practical tips for managers.Authority vs CharismaLearn how authority’s formal power differs from charisma’s personal pull, plus limits and practical leadership takeaways.Organizational culture: what it is and how to shape itPractical guide to organizational culture: what it is, its key dimensions and how to shape it in hybrid and remote teams. Tips on manager training included.How Organizational Culture Affects Talent RetentionHow organizational culture shapes talent retention: respect, development, transparency and flexible work. Practical strategies and a manager training focus.How Teams Gel: Building a Cohesive, High-Performing TeamExplains the 'gel as a team' process, the behaviours that build trust, and practical methods—onboarding, team building, and management training.Elaine Bromiley (2005): Airway crisis and leadershipPractical takeaways from the Elaine Bromiley case: explicit leadership, assertive scripts, and team structure that reduce hypoxia time during airway crises.“The Leader Asks. The Team Waits” — Autonomy Inside HierarchyA leader gives the team freedom, yet people still wait for direction. Learn why autonomy works better when responsibility is clear.“I delivered. We delivered.” — leadership, accountability and creditLeaders can own the outcome without claiming the team’s work. Learn how to separate accountability from credit and recognize real contribution.Hospital team leader, check whether silence in a meeting means agreementA lack of objections does not confirm that a decision is understood. Learn how to ask about obstacles and record decisions after a hospital team meeting.Clinic owner: how do you separate your roles as doctor, manager, and owner?When a clinic owner is also doctor and manager, clarify which role drives each decision, protect second opinions and separate clinical debate from appraisal.A New Supervisor in the Hospital: First Conversations with Former ColleaguesFirst conversations after a hospital promotion: confidentiality boundaries, shared criteria for shifts, feedback, and relationships with former colleagues.“I’ve already reported this”: how a hospital ward manager can follow through on a staff concernAcknowledgement, updates and a decision: how a hospital ward manager can keep staff informed about what happens to a concern they raise.Why employees don’t admit to using AIHiding AI use doesn’t always mean cheating. Find out how fear of judgement, unclear rules and a manager’s style affect openness in your team.Caring for an elderly parent: how to talk to your managerCaring for an elderly parent and need different working hours? See how to ask your manager for support, protect your privacy and know your entitlements.How to lead a team when you can’t hold one-to-ones with everyoneLeading a large team leaves too little time for 1:1s. Learn how to stay accessible as a manager, share out contact wisely and keep picking up warning signs.“He went to the director”: when an employee bypasses their direct managerDid an employee bypass their manager and take a problem to the director? See a sample conversation without accusations of disloyalty and safe escalation rules.How a manager can recognise their own burnout and raise it with their bossManager burnout? Learn to spot the signs of overload and talk to your boss using facts, resources and two realistic options for changing your workload.Bullying on the ward or a strict supervisor? How to tell the differenceA new definition of workplace bullying (mobbing) has applied since 5 November 2026. Learn how fair criticism differs from harassment and how to report safely.What Are Managers Afraid Of?Managers worry about low engagement, conflicts, burnout and resistance to change. It explains causes and offers practical steps, including manager training.Applying Behavioral Psychology to Team ManagementBehavioral psychology gives leaders practical tools to motivate teams, build trust and psychological safety, and develop team skills for better performance.Empathy as a system outcome in healthcare: the role of leadership, time buffers, and clear standardsEmpathy emerges from system design: leadership, time buffers, clear standards. Get 30–60–90‑day steps like visit wrap‑ups, SBAR, and frontline coaching.How to Safely Flag a Supervisor’s Error—Patient First, Not EgoClear steps and scripts to flag a supervisor’s error fast—risk check, advocacy+inquiry, CUS, read-back, and calm escalation.“Zofia or Ms Manager?” — Names, Titles and Professional RespectUsing a first name can signal equality or feel too informal. Learn how hierarchy and cultural norms change the meaning of forms of address.“And Suddenly No One Has Ideas” — How a Leader’s Reaction Silences a TeamOne harsh reaction to an unfinished idea can stop the next ten. Learn how to challenge risk and quality without making silence the safest option.“Staff Don’t Want Change”: What Might a Ward Manager Hear Behind Objections in a Hospital?Learn how a ward manager can identify the reasons for objections, check whether a change is feasible, and set clear boundaries for consultation.Near Misses in Hospital: How Can a Medical Team Leader Learn from Them?How to distinguish a near miss from a no-harm incident, discuss safeguards that worked, and check a change in the medical team’s work.After a medical error on the ward: how can a ward manager support staff in the first 24 hours?What a ward manager can do after an incident: safeguard patient care, preserve the facts and support a staff member without prejudging blame.