In my work developing senior leaders at the University of Oxford, it's not just about teaching; it's about creating lasting experiences that spark their development and growth. This is about leadership that constantly evolves through reflection and action, shaping leaders who are ready for tomorrow's challenges.

How we handle the work of risk management is as much about managing emotions and values as it is about techniques and tactics. We focus here on healthcare and other high-risk settings where anxiety about the work of risk management shapes how professionals and leaders deal with the complexities of risk in everyday work.

Moving knowledge into practice is difficult in complex settings such as healthcare. This is because knowledge is essentially social and contextual in its very nature. Straightforward, linear 'transfer' models fail to work. Our analysis of mobilizing management research across 6 organizations shows the importance of tailoring knowledge to fit local contexts. It's an ongoing process of learning, adapting, and applying knowledge to lead our organizations toward better outcomes

Our ability to translate business school thinking into leadership is key for creating effective organisations. The work is complex and often challenging, requiring meaningful engagement with research ideas that work. In healthcare, this means navigating the unique challenges of healthcare organisations to innovate and adapt.

This is a rare case study into the unspoken strategies that management consultants use to secure and deliver lucrative projects in healthcare. In our in-depth research with a leading management consultancy, we learned that battles over timing shape outcomes more than debates over what actually needs to change. It's a reminder that in the push and pull of healthcare reform, understanding the unspoken power and ambitions of different groups is crucial in developing an effective leadership strategy.

Developing Academic Health Science collaboration is a mixed bag. As in all major change projects, the trick is to balance strategic ambition with operational pressures of day-to-day work. Designing effective learning loops is the key to effective strategic planning.

Leadership development needs to be more firmly based on what works. It's clear we need to stretch beyond just training individuals and develop a broader vision that extends to the wider organisation. After all, effective leadership is about weaving together diverse aspects of knowledge, skills, and perspectives.

This is a candid look at the real-life impacts of being under the regulatory microscope in healthcare. One of regulation’s unintended effects it to increase defensive practice. We look at how regulation trigger emotions and reactions that shape professional lives and careers. Ultimately, we need to balance transparency with the realities of medical and healthcare practice.

A key challenge in healthcare organisations is how to bring research, training and clinical practice closer together. Our work with Academic Health Science hospitals creates partnership that break down siloes between researchers, clinicians, and educators to really make a difference in healthcare.

Nurturing a growth mindset about seeing challenges like medical errors as important springboards for learning and growth. Medical education and practice for new doctors is often risk-averse, leading to anxiety, blame and shame that undermines care. We need to develop a healthier training culture that encourages learning from mistakes and enhances patient safety.

To improve the quality and effectiveness of leaders, we need to shift towards more inclusive, shared forms of leadership. It's about enriching our organisations with leadership teams that can effectively tackle the challenges we face.

Our journey into mobilizing management research in healthcare has revealed the critical role of engaging with evidence-based practices. It's an ongoing process of learning, adapting, and applying knowledge to lead our organizations toward better outcomes.

Gender imbalance has a significant impact on how research is funded and developed. This global call to action aims for a future where gender equity is a cornerstone of progress across science and society. We need research to be inclusive and impactful for everyone’s benefit.

The dynamics of organizational turbulence can lead to innovation or crisis, depending on how we handle it. We need to harness these dynamics through effective leadership that balances these tensions between innovation and instability.

The problem with regulation is that it is sometime more about ticking boxes than fostering genuine trust and learning from our experiences. We're advocating for a shift in regulation design that values growth and understanding over mere compliance

My book with UK colleagues focuses on the strategic importance of evidence-based management in healthcare organisations. Despite a rich tradition of evidence-based medicine, most leadership thinking still hasn’t caught up with the latest research. We are seeing a mix of influences from major players like consultancies, governments, and business schools. But on the ground, healthcare organizations struggle with how to make these ideas work in practice. Our book is a fascinating look at how bigger political and economic currents shape our approach to leadership in healthcare. The key insights here are that high-level strategies need to meaningfully connect with local leadership teams to understand how to really make an impact.

Our journey into understanding the impact of statutory regulation on psychotherapy and counselling showed us the delicate balance between maintaining professional standards and nurturing the therapeutic bond. It's a nuanced exploration of how we, as practitioners, navigate and adapt to these frameworks.

Sharing knowledge in healthcare organisations means bridging the gaps and siloes. Ultimately it has to bring together diverse voices and perspectives that overcome the challenges and complexities of partnership working.

This national study focused on how healthcare managers use management research. It's a reminder that making research accessible and relevant is key to bridging the gap between what we know and how we apply it.

Think tanks can play a significant impact in shaping healthcare organisations. Their ability to bridge the gap between research and real-world policies is important but often overlooked. We should pay closer attention to how they shape healthcare and public services.