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.

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.

Adopting management tools like the balanced scorecard can powerfully transform a private healthcare setting, especially during tough times. It's all about leadership steering with the right blend of clinical and managerial know-how

We’re developing the effectiveness of knowledge leaders that bring management research to life in our organisations. The key is to develop diverse ways we can turn research into action, shaping the narratives that drive our organizations forward.

Here we take a close look at how external consultants fit into the NHS landscape, focusing on the tightrope between bringing in fresh efficiency ideas and aligning with what the healthcare service actually needs. It's about finding a sweet spot where external advice meets local experience and wisdom.

This is a story of the pioneering development of King’s Health Partners Academic Health Science Centre. Its growth was led by bottom-up engagement and enthusiasm of local teams, rather than by top-down management strategy. It's a fresh take on how collaboration overcomes rivalry, and challenges how we usually think about managing healthcare.

In our work to boost performance in a private company, empowering middle managers ignited their ability to innovate and develop their teams. It's about striking a balance between giving them the reins and guiding them towards our collective goals, transforming challenges into opportunities for growth.

Our work with a major Australian bank helped to build high performance teams. The work hinged on aligning values with action, where effective leadership means creating space for innovation between the tensions of tradition and change.