Gay Haskins – författare

The world of the 2020s is complex and demanding. We are faced with a myriad of difficult decisions about our present and future, driven by the impact of the COVID-19 pandemic, the economic downturn, rising unemployment and inequalities, digital disruption, uncertain political environments, and climate change. In this book, leaders from around the world share their experiences in adapting to the changing world and the lessons they have learnt. They offer advice on mastering a diverse range of leadership concepts, skills, and behaviours to prepare for the challenges of the 21st century.

The easy-to-follow format is grouped around the core concepts of Leadership, entrepreneurship, and volunteering; Purpose and values; Authenticity, trust and presence; Strategising, thinking, and decision-making; Mentoring and development; Mental resilience; Diversity and inclusion; Negotiating and collaborating; and Social and environmental impact. Each of the 32 chapters takes you on a voyage of discovery to a wide range of "powers" and inspires you to use them to open new opportunities in your life and workplace.

If you are a recent graduate aspiring to gain meaningful employment in a rapidly transforming workplace, or a mid-career professional whose job may soon change or disappear with increasing automation, this book is for you. If you are a consultant, coach, mentor, or trainer, looking for new approaches, this book will provide valuable guidelines. If you are a seasoned professional navigating the new norms, this book will give you many inspiring insights.

The world of the 2020s is complex and demanding. We are faced with a myriad of difficult decisions about our present and future, driven by the impact of the COVID-19 pandemic, the economic downturn, rising unemployment and inequalities, digital disruption, uncertain political environments, and climate change. In this book, leaders from around the world share their experiences in adapting to the changing world and the lessons they have learnt. They offer advice on mastering a diverse range of leadership concepts, skills, and behaviours to prepare for the challenges of the 21st century.

The easy-to-follow format is grouped around the core concepts of Leadership, entrepreneurship, and volunteering; Purpose and values; Authenticity, trust and presence; Strategising, thinking, and decision-making; Mentoring and development; Mental resilience; Diversity and inclusion; Negotiating and collaborating; and Social and environmental impact. Each of the 32 chapters takes you on a voyage of discovery to a wide range of "powers" and inspires you to use them to open new opportunities in your life and workplace.

If you are a recent graduate aspiring to gain meaningful employment in a rapidly transforming workplace, or a mid-career professional whose job may soon change or disappear with increasing automation, this book is for you. If you are a consultant, coach, mentor, or trainer, looking for new approaches, this book will provide valuable guidelines. If you are a seasoned professional navigating the new norms, this book will give you many inspiring insights.

This book is for everyone who is concerned about the successful future of a very special institution – the National Health Service (NHS). It provides the reader with an overview of the complexity of healthcare delivery, and the crucial influence that fairness should have on healthcare planning. The National Health Service Act was approved by Clement Attlee’s Labour Government on 5 July 1948. It was created in a great post-war spirit of community with the aim of providing free care at the point of need for everyone, rich or poor. However, right from the start the NHS has faced issues in tackling the challenges that arise in trying to be fair, and of how greater equity in healthcare can be achieved.

The focus is on issues of fairness and equity in healthcare in the NHS, what fairness and equity mean both generally and in the organisational context. It begins with chapters on the inequalities that exist in UK healthcare delivery today. Then a series of chapters focuses on different elements of fairness in healthcare: governance, policy, and leadership; finance and financing; healthcare delivery; the key behaviours required of those working in the NHS and importantly, the patient perspectives.

The conclusions and recommendations will be of great interest to health and social care practice staff, health and social care managers and leaders, politicians and policy makers, health and social care specialists, operational managers within the system, NHS boards and healthcare governors, integrated care providers, primary, continuity and specialist providers, and charities in the healthcare sector. It will also be of interest to academics and others involved in training, research and development, students studying health, social care, and management and to the wider public: to everyone who is concerned about the successful future of a very special institution – the National Health Service.

This book is for everyone who is concerned about the successful future of a very special institution – the National Health Service (NHS). It provides the reader with an overview of the complexity of healthcare delivery, and the crucial influence that fairness should have on healthcare planning. The National Health Service Act was approved by Clement Attlee’s Labour Government on 5 July 1948. It was created in a great post-war spirit of community with the aim of providing free care at the point of need for everyone, rich or poor. However, right from the start the NHS has faced issues in tackling the challenges that arise in trying to be fair, and of how greater equity in healthcare can be achieved.

The focus is on issues of fairness and equity in healthcare in the NHS, what fairness and equity mean both generally and in the organisational context. It begins with chapters on the inequalities that exist in UK healthcare delivery today. Then a series of chapters focuses on different elements of fairness in healthcare: governance, policy, and leadership; finance and financing; healthcare delivery; the key behaviours required of those working in the NHS and importantly, the patient perspectives.

The conclusions and recommendations will be of great interest to health and social care practice staff, health and social care managers and leaders, politicians and policy makers, health and social care specialists, operational managers within the system, NHS boards and healthcare governors, integrated care providers, primary, continuity and specialist providers, and charities in the healthcare sector. It will also be of interest to academics and others involved in training, research and development, students studying health, social care, and management and to the wider public: to everyone who is concerned about the successful future of a very special institution – the National Health Service.

In a global climate of increasing complexity and uncertainty, there have been calls for a more responsible form of leadership in business and society. The relationship between kindness and leadership is therefore a topic of fundamental importance for our well-being as individuals, for the success of our organisations, and for the future of our global community.

Kindness in Leadership is one of the first books to explore both the concept and practice of kindness in leadership and consider them in different societal and organisational settings. Its uniqueness lies in combining an innovative mix of personal views from leaders with explorations of organisational philosophies and practices. It opens with a definition of kindness and its contours and underpinnings. It then explores the importance of kindness within different organisations, parts of the world, economic strata, age groups and genders, drawing on research on organisational compassion and neuroscience. In order to support learning, each chapter is supported by a series of questions for consideration and discussion.

This will be a stimulating and thought-provoking read for a wide audience of practicing managers and leaders in organisations of all shapes and sizes, for academics involved in educating for leadership, and for students aspiring to develop their own kind and compassionate leadership style.