By James M. Kouzes and Barry Z. PosnerThe Leadership Challenge is grounded in extensive research and based on interviews with all kinds of leaders at all levels in public and private organizations from around the world. In this third edition, the authors emphasize that the fundamentals of leadership are the same today as they were in the 1980s, and as they’ve probably been for centuries. In that sense, nothing’s new. Leadership is not a fad. While the content of leadership has not changed, the context has-and in some cases, changed dramatically.

Read more on THE LEADERSHIP CHALLENGE…

Patients in three pilot surgeries announce their arrival by touching a pad with their thumb. Using the thumb again in a kiosk inside the surgery they can access their medical records. They can inspect their consultation record, common test results, such as blood count, as well as letters to and from the practice. They can also get access to leaflets and information about conditions at the touch of a button. Print- outs are available for all the screen displays.Dr Fisher, the project executive and clinical lead, said “The arrivals system has definitely saved time for receptionists without a feeling of distance or poorer service for patients. Access to records has also gone well. There has been some reorganisation at reception to ensure fingerprinting is carried out systematically. It takes only a few seconds, but with 8500 patients, that still takes up time.”

Read more on SUCCESSFUL TRIAL OF DOCTOR’S SURGERY OF TOMORROW…

Prime Minister Tony Blair has set out a blue print for a transformed Civil Service capable of serving governments of any colour in the era of globalisation. His vision is an organization that can successfully implement change, rather than, as sometimes in the past, act as a shock absorber seeking to maintain the status quo.Outlining the features of the new culture Tony Blair contrasted the approach of the Civil Service and the Armed Forces in the Foot and Mounth crisis. The intervention of the armed forces was critical because they didn’t take ‘no’ for an answer; they used rules as a means to an end, not an end in themselves; and as the situation changed, they changed. He stressed that the Civil Service is not like the Armed Forces, but this style of leadership is widely successful because it requires leadership at every level, with people willing to take responsibility for a challenge and able to inspire others.

Read more on CIVIL SERVICE SHAKE-UP AIMS AT CULTURE CHANGE…