Evaluate the ways in which nurse leadership can influence a safe organisational culture.

Evaluate the ways in which nurse leadership can influence a safe organisational culture
Nurse Leadership: leading the improvement of nursing care by addressing organisational culture

Between 2005 and 2008 public concern grew in relation to a number of deaths and incidents of poor care occurring at Mid Staffordshire Foundation Trust in England (Mid Staffordshire Foundation Trust Inquiry 2010). The independent enquiry uncovered a catalogue of complaints from carers and patients about the hospital, including, patients being left in soiled bedclothes, filthy wards and toilets and an absence of privacy and dignity even for those at the end of life. This first inquiry (Mid Staffordshire Foundation Trust Inquiry 2010) did not satisfy public concern, and given the failure of a national organisation combined with the enormity of the failings, a second public inquiry commenced in 2010 with the final report published in 2013 (Francis 2013).

Although the findings in the Francis (2013) report, in relation to patient neglect, poor standards and a culture of fear in an NHS hospital in England, were recognised across all health disciplines, medical and nursing staff were at the forefront of the identified failures. Indeed, an inadequate standard of nursing was exposed, and this included not only poor leadership but also inadequate training (Francis 2013). Therefore a focus on continued professional development (CPD) for nursing was stressed by Francis (2013), emphasising the need for the patient to be at the forefront of care. For medical staff, the focus was around standards within medical placements and the need for a sufficient number of skilled medical staff to support training whilst ensuring patient safety (Francis 2013). Although for different reasons, this placed medical and nursing staff firmly in the spotlight. This was in contrast to AHP colleagues, who had no specific recommendations directed at them (HCPC 2013).

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