Our health and care systems are under enormous strain: demands on the NHS, social care and the voluntary sector have increased substantially. High workloads and the emotional demands of the job, place people at risk of burnout and being unable to work effectively, and research, such as that carried out by The King’s Fund, has highlighted the impact of staff stress on those seeking care. It focuses on the leadership challenges in these systems, by offering practitioners and leaders psychologically informed guidance on how to support and develop colleagues, the organisation and self, with the aim of improving the delivery of services.

Whole systems must adapt to cope with increased demands and changing needs in ways that support people and recognise the potential for harm and trauma within the system. When we are engaged in the complex task of caring for others, an understanding of our own minds, and those of others, is crucial in helping us to function effectively as an individual and in a team. The book describes how models of understanding people, commonly adopted as therapeutic approaches, can be utilised with self, individual staff members, teams, systems and organisations in order to better meet the aims of the service. It adopts a trauma-informed perspective to consider how psychological theories and understanding can facilitate thoughtful, productive, inclusive and compassionate leadership which supports the changes needed for the future.

Essential reading for practitioners and professionals within the health and care sector, particularly those managing teams, departments and wards and professionals taking a lead in clinical areas or service developments within their organisation. The book can also be used on professional training courses such as postgraduate training in Clinical Psychology, Psychiatry, Social Work, Nursing and Management.

Liza Monaghan worked as a clinical psychologist in the NHS for over 30 years, alongside working on a clinical psychology training programme for much of this time/28 years. She currently works for a homelessness charity and has held a variety of leadership and management roles in these settings, including as Director of Clinical Practice on the Sheffield Doctorate in Clinical Psychology programme. She has devised and run supervision training programmes and workshops on compassionate leadership for staff from a range of disciplines.

David Harvey is a Consultant Clinical Psychologist and Executive Leadership Coach with over 20 years’ experience in healthcare, including as Clinical Director in both NHS and international healthcare systems. He has led complex organisations, commissioning, and cross-sector collaboration. He applies psychological and systems theory beyond clinical practice to support leaders in addressing relational and systemic barriers to effective service delivery. His work includes system transformation, governance and service improvement, leadership development, and peer-reviewed publications on leading complex change across health and care systems.