Leadership Survey 2021 context and summary
Despite the Covid-19 context in which the survey was distributed, the 2021 Leadership Survey saw an increase in the number of respondents. With 3,755 complete and partial responses, this was a 42% increase on the 2020 figure of 2,628 responses.
The survey required 384 completed responses for the survey results to be statistically significant across the NHS, with a 95% confidence level and 5% confidence interval, or margin of error) – in other words, to be 95% certain that any figure reported is within 5% of the actual value for all NHS employees.
Respondents were more likely to be from lower pay bands, with responses from bands 3–6 increasing from 23% in 2020 to 37% in 2021. There was a corresponding decrease in responses from bands 8a–9: from 46% in 2020 to 24% .
In 2021, more respondents had accessed NHS Leadership Academy programmes, with an increase from 45% in 2020 to 60%. In contrast, there was a drop in people accessing other leadership development offers: down 50% in the previous survey to 36%.
During this period, when usual methods of course delivery and access were limited, the availability of online open-access courses, such as Edward Jenner, supported ongoing leadership development. Areas for skills and knowledge development shifted too, with a greater focus on team effectiveness and development, such as coaching and mentoring. Outward-facing skills, such as system leadership and working within power and politics, decreased in priority overall, but remained key to those on higher pay bands.
All scored questions (confidence in using digital resources, management support for development and organisational support to develop) deteriorated since the previous year. There were clear trends across all of these areas within pay bands, too, with those on lower pay bands consistently scoring worse than those on higher pay bands. This highlights the importance of supporting development, and leadership development, at all levels and ensure that access to development opportunities remains equitable for all staff.
There was a slight increase in the proportion of staff who felt they would be promoted within the NHS within the next 12–18 months, and also an increase in those saying they expected to have left the NHS during that period. With a drop in those taking a sideways step or staying in their current role, it suggests there is an overall increase in the proportion of staff looking for progression.
When respondents were asked about barriers to learning, they highlighted a perceived fall in organisational support, although time remained the most frequently reported barrier. Being able to release staff for training and development and ensuring protected time for these activities is therefore key.
There was a strong theme around organisational culture and manager support for learning, explored across multiple survey questions. This was seen as a crucial factor in accessing and encouraging development and career progression. Results highlighted respondents’ perception that support had deteriorated, from management and organisations alike.
Time remains a significant factor in people’s ability to access learning activities. Allowing dedicated and protected time for development is an essential factor in supporting staff to take up development opportunities.
There was a greater emphasis on workforce issues with responses suggesting people felt more strongly about this than they had before. Respondents highlighted several needs:
- to prioritise staff welfare
- to make sure leaders have the skills to support staff development and team effectiveness
- to ensure that senior leaders have a connection to the wider workforce and value staff wellbeing alongside patient wellbeing.
The survey highlighted that NHS Leadership Academy programmes remain a key source of management and leadership training and described them as highly sought after.
NHS Leadership Survey 2021
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NHS Leadership Survey 2021
There was an increase in the percentage of respondents who had accessed an NHS Leadership Academy programme, up to 60% from 45%.
“Need a culture of senior leaders more equitably/consistently supporting access to learning and development; (ie. promoting to all).”
42% The 2021 survey received 3,755 complete and partial responses; this was an increase from the previous survey of 42% (2,628 responses).
There was a change in areas for skills and knowledge development, with a bigger focus on team effectiveness, holding difficult conversations and understanding myself as a leader, and development such as coaching and mentoring.
There was an improvement from 2020 for staff on lower bands having a career conversation. Band 2 improved from 22% to 50%. Band 3 improved from 47% to 56%. Band 4 improved from 54% to 64%.
Scored questions all deteriorated on the previous year: Confidence in using digital resources: 7.5%. Management support for development: 6.1. Organisational support to develop: 4.9.
Edward Jenner Programme: Large increase in people having attended Edward Jenner, at 43% in 2021 compared to 5% in 2020.
There was a strong theme around organisational culture and manager support for learning across
multiple questions in the survey.
This was seen as a crucial factor in accessing development, encouraging development and career progression. There was a greater emphasis on workforce, with a need to ensure that staff welfare was prioritised.
“Effective leaders need to have integrity, ability to delegate, effective communication skills, self-awareness, thankfulness, able to offer support to others whilst empowering them to achieve their potential by learning new skills.“