LEADERSHIP WITH POLTICAL AWARENESS
FOR NHS BOARD MEMBERS AND CHIEF EXECUTIVES
Professor Jean Hartley
Institute of Governance and Public Management
Warwick Business School
Dr Gerry McSorley
Head of Board Level Development
NHS Institute for Innovation and Improvement
Tel: 024 7652 2942
Email: jean.hartley@wbs.ac.uk
Tel: 024 7647 5911
Email: gerry.mcsorley@institute.nhs.uk
“Political skills cannot be viewed as the domain of the specialist, but as a mainstream element of leadership needed across all sectors”
(Sir David Varney, 2007)
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Leadership theory needs to change to address:
leadership OF not just leadership IN the organization
the need to lead where there are diverse and sometimes competing interests (not just collaboration
and interests)
leadership through influence as well as through authority
leadership of networks and partnerships – working with external stakeholders as well as internal
ones.
leadership as not only about particular skills but also about the interplay of skills with context
Leadership with political awareness as:
“Greater priority needs to be given to developing leaders with the capacity to manage the political dimension. They need an ability to see and
communicate the big picture, make connections, be credible with different groups and broker relevant political and strategic relationships.”
(Charlesworth et al, 2003)
THE RESEARCH  THE 360 DEGREE FEEDBACK
THE RESEARCH:
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Literature review – Managing with Political Awareness Hartley
J and Branicki L, 2006
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3 Focus Groups (London, Birmingham, Cardiff) – 41 Senior
Managers
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National Survey of 1,495 middle and senior managers in
public, private and voluntary sectors (members of Chartered
Management Institute)
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12 interviews
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Senior Steering Board chaired by Sir David Varney
FINDINGS:
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Developed the first mapping of political awareness skills for
managers – identified dimensions of political skill
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Showed political awareness can be used both constructively
and destructively in and across organizations
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Showed context was important
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88% in survey said they developed their political awareness
skills through making mistakes – a painful and inefficient way
to become politically skilled
THE 360 DEGREE FEEDBACK TOOL:
 360 degree feedback tools are designed to help leaders
and managers improve their leadership skills through
comparison of self-rating with how they rated by others.
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Statistical analysis of research data. Refinement of
measure to 37 items in 6 dimensions of political skill for
managers plus 11 contexts in which political awareness
skills may be important.
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Piloting with senior leaders/managers from Home office,
DWP and NHS – 21 leaders and their raters.
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Each leader/manager worked with a coach to explore
findings and formulate development actions.
REPORT:
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Leading with Political Awareness Hartley J, Fletcher C, Wilton
P, Woodman P and Ungemach C, 2007
Strategic Direction and Scanning
Building Alignment and Alliances
DIMENSIONS OF
POLITICAL AWARENESS:
Reading People and Situations
Interpersonal Influence
Interpersonal Relationships
Personal Skills
How did the NHS Board members and Chief Executives find the 360 degree feedback tool?
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Most had done 360 in their leadership development so familiar with the process
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Found to be useful – several NHS people wish to use across the board or within a team
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Dawning realisation in NHS that external stakeholders are increasingly important for success – this toolkit helped
leaders/managers focus externally
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Items and language gave legitimacy to importance of political skills in the workplace
Next Steps

Toolkit being launched as a joint product from Warwick Business School and Chartered Management Institute on 31 March in
London
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Further research on contexts, challenges and capabilities associated with the leadership of political awareness, both in specific
projects and through the database of tookit users (anonymised).