1. Alison Raw Allied Health Professional Officer March 2014
To lead or not to lead? The who, what and why of leadership in rehabilitation
Alison Raw
Allied Health Professional Officer
March 2014

2. The Who?
Students CEOs
Prof Bodies MY MUM/DAD Regulators
New Qualified Senior Managers
Clinical Staff all grades Board members
Middle management Local & National Leaders
Leaders can find expertise in a new market by connecting to local talent on the ground
Leadership behaviours & rehabilitation

3. The What? NHS Change Model NHS Leadership Academy Matrix
NHS Change Day 3rd March- social movement
NHS change model – 8 components of change (
NHS Leadership Academy – 9 leadership dimensions with scale of 4 from essential/proficent/strong/exemplary
NHS change day NHS Change Day is a frontline led movement; the largest of its kind, with a shared purpose of improving health and care. Our mission is to inspire and mobilise people everywhere, staff, patients and the public to something better together to improve care for people.  
Leadership behaviours & rehabilitation

4. The Why?
Creating added value beyond health and delivering excellent outcomes for people who use services, their families and carers
Providing effective, efficient solutions to the challenges of delivering national policies within a reducing financial envelope
Enabling the development of integrated teams across health and social care services to support continuous improvement
Developing innovative new models of care and fully utilising innovation in health technology
AHPs are a vital part of this paradigmatic shift. AHPs are expert in
rehabilitation at the point of registration and bring a different perspective
to the planning and delivery of services. They are uniquely placed to
exploit their expertise in “enabling” approaches through providing
rehabilitation/reablement approaches and leadership across health and
social care as well as driving integrated approaches at the point of care.
AHPs, with their expertise in enablement and rehabilitation, can bring a
fresh perspective to the integration agenda. They need to be working as
equal partners alongside their social work, nursing and medical director
colleagues towards a common purpose of improving outcomes for
people who use services, their families and carers through excellence in
professional leadership and practice.
In this way, they can exert influence and bring new thinking and
solutions to the challenges of demographic change and sustainability and affordability of services, and to the delivery of more “enabling”, rehabilitation and intermediate care services.
Leadership behaviours & rehabilitation

5. The Why continued
AHPs can be pivotal in creating a paradigm shift away from professional dependency towards resilience and an asset-based approach that builds personal capabilities and community resilience.
AHPs work across boundaries of health and social care, work in education, work in private and voluntary sector helping people to help themselves
Leadership behaviours & rehabilitation

6. Finally
Change is a threat if done TO people, but an opportunity if done BY them. Leadership helps people act on their dreams
Rosabeth Moss Kanter
Chair of Harvard Advance Leadership
Leadership behaviours & rehabilitation