Improving employee engagement and distributed leadership through lean systems process mapping in the NHS

Harris, Joanne and Elliott, Ian (2020) Improving employee engagement and distributed leadership through lean systems process mapping in the NHS. British Journal of Healthcare Management, 26 (12). pp. 1-9. ISSN 1358-0574

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Abstract

Background / Aims: Evidence of the effectiveness and impact of Lean Systems Thinking in healthcare settings remains mixed. This study explores the impact of participation in a process mapping activity on employee engagement and distributed leadership in the NHS.
Methods: A qualitative study was undertaken using semi-structured interviews with 9 employees within an NHS Trust in the North-East of England. Questions sought to explore the experiences of those involved in the process mapping activity. A thematic analysis was carried out and results presented.
Findings: Following the implementation of process mapping, staff appeared more engaged and there was a closer relationship between teams and management. Factors found to affect participation were: if participation was mandatory, history of the team, team dynamics, inter-personal concerns. Participation broke down barriers with management, helped participants to feel listened to and increased staff confidence in their role. The end result was: increased employee engagement, greater team working and distributed leadership, increased job satisfaction and reduced stress levels.
Conclusions: The research provides a significant contribution to our understanding of how process mapping activities can be used in the NHS.

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