Preventing Accidental Managers in UK Care Homes

By Steven Hurst, Director of Corporate Learning at Arden University (https://arden.ac.uk)

Effective leadership is the backbone of any successful organisation, but in the care industry, it takes on an even greater significance. Leadership in care homes directly impacts the quality of care provided to residents, influences staff engagement and drives organisational success. Without strong and empathetic leaders, the consequences can be severe: from low staff morale and high turnover to a decline in care standards and negative outcomes for residents.

With increasing challenges in the healthcare sector, it is vital to understand what constitutes good leadership. Steven Hurst, Director of Corporate Learning at Arden University, explores best practices for effective leadership in the care sector, addressing common challenges and how practices can avoid accidental managers.

The accidental managers epidemic
It’s easy to fall into the trap of promoting high performers into leadership roles, without providing the necessary support or training. However, this can create an ‘accidental manager’, who may lack the skills to effectively lead, motivate or manage a team. Unfortunately, this can then enforce reduced team performance, increased employee turnover and a toxic workplace culture.

The issue of accidental managers is more widespread than we might think. Research shows that 82% of new managers in the UK receive no formal management training. Similarly, 26% of senior managers, and 52% of managers overall, admit they’ve never been provided with structured leadership development opportunities.

Crucially, effective leadership is vital in care settings. While leaders oversee operational processes, ensuring the organisation runs smoothly, they also inspire, motivate and guide their team to achieve shared goals. A great leader doesn’t just set targets; they cultivate an environment where staff feel empowered, valued and supported.

Achieving this balance is critical in care homes, where both logistical efficiency and human connection are key.

Preventing accidental managers
Identifying potential accidental managers before they’re placed in leadership roles is critical. Firstly, it’s important to ensure managers have people skills. This will involve being able to empower others and share the workload effectively. On top of this, care homes are a high-pressure environment, which can also take a toll on care staff. Leaders need to recognise the signs of burnout early and implement measures to support mental wellbeing, such as flexible working arrangements, counselling services and open discussions about stress management, which is why people skills are so important. Just because an employee is a top performer, it doesn’t necessarily mean they’re ready for a leadership role – they may need formalised training and support to get there.

Managing a care home involves regular inspections and adhering to strict regulations, so leaders must also be proactive in ensuring the home remains compliant, incorporating regular audits and ongoing training to stay ahead of any potential issues. So, a good leader will also need to take feedback from their team, patients or senior leadership; the inability or resistance to adapt signals a potential gap in leadership readiness.

Strong leadership is not just about operational success; it’s also about nurturing people. Leaders who inspire their teams often see higher engagement levels, better performance and lower turnover rates. This positively impacts care standards, ensuring residents receive the level of support and compassion they deserve. Developing leadership competency is not always instinctive; it often requires self-awareness, training and experience.

Here are some qualities that distinguish outstanding leaders in care homes:

• Competency: Understanding care standards, legal responsibilities and sector-specific needs is essential.

• Vision: A strong leader creates and communicates a compelling vision for the future, inspiring others to work towards the same goals.

• Empathy: Effective leaders genuinely understand and care about the people they work with, fostering trust and respect.

• Decision-making skills: Leaders must weigh risks, evaluate options and make informed decisions in high-pressure situations.

• Adaptability: The care sector is dynamic, and leaders need to be flexible, resilient, and open to innovation to meet changing demands.

Building better leaders with management training
Creating an environment of empowered, capable leaders in care homes involves investing in leadership development. Unfortunately, a significant number of leaders in the UK receive no structured training.

One effective solution is the implementation of structured development programmes like degree apprenticeships in management. These courses integrate hands-on experience with theoretical learning, ensuring leaders not only understand best practices, but can also apply them in real-world scenarios.

For example, a degree apprenticeship in chartered management can provide a roadmap for developing technical and relational leadership skills tailored to the care sector, while simultaneously allowing employees to earn while they learn.

Some learning providers also offer online degree apprenticeships, allowing employees to fit their studies around their work and personal schedules.

Turnover rates in the care sector are notably high, especially for care workers and registered nurses, with some reports suggesting turnover rates of 30-40%. By offering learning opportunities to help employees develop and progress, organisations can begin to tackle this issue – increasing retention by ensuring staff are engaged. Degree apprenticeships will also give workers a chance to obtain a formalised qualification, which may appeal to some employees. On top of this, investing in employee wellbeing and career development also attracts high-quality candidates.

Care homes cannot afford to underestimate the power of effective leadership. Investing in management development and reinforcing a positive work culture can safeguard not only the wellbeing of staff but also the quality of care provided to residents. Through upskilling and offering formalised management training, the care sector can certainly avoid the accidental manager epidemic.