Peter has a Masters degree in health and social care management, a BSc Hons degree in Health & Safety (H&S) and is a chartered member of the Institute of Occupational H&S (CMIOSH). He has significant experince in the public sector with over 25 years experience; which includes 3 local authorities and 4 NHS providers. He manages the full range of OH services for staff and supports the wellbeing agenda to ensure staff are happy healthy and here. He has a Masters in Philosophy (M/Phil); published papers on leadership behaviour in the British Journal of Healthcare Management (2012 & 2015); American Journal of Public Health (2014). Peer reviews papers for the British Medical Journal. Written a chapter on Management Culture within the NHS, Patient Safety Culture, Theory Methods & Practice (2014). Presented & chaired at International Patient Qulaity & Safety (Q&S) Conferences in the UK, Saudi Arabia & Abu Dhabi (2013) IOSH conferences (2014 & 2015). Key note speaker presenting findings of M/Phil research ‘Examining Commissioners Leadership Behaviour’ at the European Union of Preventative Research (EU Commission) Slovenia October 2015, IOSH Middle East Conference Oman April 2016 and Public Health Primary Care Conference May 2016 NEC Birmingham UK. Peter is passionate about improving Q&S in healthcare and keen to present at future confereces on his specialised subject.
Clinical commissioning groups (CCGs) now control around two-thirds of the NHS budget, influencing healthcare provider priorities and playing a key role in implementing the NHS plan. However, significant failures in healthcare have highlighted a dissonance between expressed values of leaders and everyday routine practices. This research explores the leadership behaviour of commissioners and the role it plays in determining quality and safety (Q&S) in healthcare. The research took a two phase approach: phase 1 used focused video ethnography to observe commissioners in a mock board room setting; phase 2 employed a quantative questionnaire to determine the leadership behaviours that subordinates would expect their commissioners to adopt. The findings of this research identified that the leadership style most prevalent within the commissioners was transactional in nature. The questionnaire to subordinates of commissioners identified that transformational leadership had the best outcome on staff performance if this was linked to positive leadership style. In addition, commissioners appear to lack consistency when analysing risks effectively and holding providers to account, citing issues such as ‘professional drift’ and concerns over further scrutiny, as validation for this approach. This confusion of leadership behaviours, allied with poor analyse of risk leaves commissioners prone to repeating previous healthcare failures and the poor outomes for staff and patient care.