Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
1Creativity and Innovation
3Decision making supported by critical analysis and judgement
4Implementation of ideas through leadership and management
The purpose of the session was to:
Review definition of entrepreneurial mindset
Critically review the relationship between an entrepreneurial mindset and entrepreneurial behaviour
Critically explore how entrepreneurial behaviour is integral to the role of the midwife as a leader and change agent.
The focus of this session is to build on previousknowledge of entrepreneurial mindset and to apply this knowledge to the role of the midwife as a leader and change agent. Reflection is a key aspect of this process in which students have an opportunity to assess their own mindset to illustrate their personal development since the beginning of the programme; this is a means of highlighting the development in professional knowledge, skills and competence. Students are presented with an opportunity to demonstrate their understanding of the leadership role as a final year student, and to further develop their knowledgeas they approach registration.A focus on the entrepreneurial behaviour of the leader and behaviour as observed in clinical practice, enables students to consider different leadership styles and qualities and develop an understanding of how the role of the midwife as a change agent or agent of change is significant in moving practice forward.
There are a few activities to engage the student within this session:
Reflection in pairs (15mins) and feedback per table (15mins)
How would you assess your own mindset? How is your mindset reflected in your behaviour? What are your strengths and areas for development?
This activity enables students to reflect and debrief on the professional and personal challenges with clinical practice and their progression towards registration.
Leadership styles Q & A (10 mins)
Ask students to reflect on leadership styles and leadership behaviours commonly observed in clinical practice.
What does a leader look like? Qualities of an entrepreneurial leader
Ask students to provide examples and use PowerPoint slides to reveal key points.
Characteristics of a change agent
Engage students in the discussion of what a change agent (agent of change) is and how practice has developed over the years. Use own experience of midwifery to highlight previous practices which are now outdated. Review how practice has changed and the influence of evidence and research informed practice. Use illustrations to demonstrate.
Ask students to reflect on what they consider to be the key characteristics of a change agent and provide an example of the changes in practice they have observed. This can be undertaken as a verbal exchange or could be developed into a more structured exercise using post its or flip chart paper.
Follow with an illustration of how midwives have contributed to practice development showing YouTube accounts from entrepreneurial midwives. These midwives will be invited to attend a session with the students before the end of the third year.
Discuss expectations of a newly registered midwife (on Band 5) in relation to entrepreneurial skills and behaviour
Use key points drawn from a range of job descriptions for newly registered midwives from across the UK to illustrate how entrepreneurial behaviour and entrepreneurial activity are key aspects of the following areas: professional practice, leadership and management, education and training and improving quality and developing practice.
Students always welcome the opportunity to reflect and debrief as they progress through the programme and feel comfortable within the class to share their experiences.
By placing a focus on the importance of an entrepreneurial mindset, behaviour, and leadership, students expressed that they understood how ‘it all connected’ and the use of examples from job descriptions made this more realistic in relation to their role as midwives.
Students enjoyed listening to midwives sharing their experience of how they established their business whilst still working in the NHS.
Inviting midwife entrepreneurs to a future session was greeted with excitement and drew attention to how student’s viewed innovation and practice development.
The relationship between an entrepreneurial mindset and behaviour in midwifery leadership is essential for midwives as leaders and change agents.
Midwives can contribute to the development of practice as change agents and as entrepreneurs if they exercise their entrepreneurial skills and behaviour.
Job descriptions should be critically explored to identify how entrepreneurial skills and behaviour are expected within the role of the midwife.
Bayes S, Juggins E, Whitehead L, De Leo A. (2019) Australian midwives' experiences ofimplementing practice change. Midwifery.70:38-45. doi:10.1016/j.midw.2018.12.012
Bagheri, A., and Akbari, M. (2018). The impact of entrepreneurial leadership on nurses’ innovationbehavior. J. Nurs. Scholarsh. 50, 28–35. doi: 10.1111/jnu. 12354
Cai, W., Lysova, E. I., Khapova, S. N., and Bossink, B. A. (2019). Does entrepreneurial leadershipfoster creativity among employees and teams? The mediating role of creative efficacy beliefs. J. Bus.Psychol. 34, 203–217. doi: 10.1007/s10869-018-9536-y
Jakobsen L, WacherQvistgaard L, Trettin B, JuelRothmann M. (2021) Entrepreneurship and nurseentrepreneurs lead the way to the development of nurses' role and professional identity in clinicalpractice: A qualitative study. J Adv Nurs. Oct;77(10):4142-4155. doi: 10.1111/jan.14950. Epub 2021
Jul 5. PMID: 34227134.
Website:
NHS Clinical Entrepreneur Programme https://nhscep.com/
https://www.rcm.org.uk/promoting/education-hub/leadership/
