Chair in Medical Education
Medicine
Telephone: (01792) 606854
Room: Academic Office - 311
Second Floor
Grove Building
Singleton Campus

Judy’s current role is Director of Strategic Educational Development and Professor of Medical Education in the College of Medicine, Swansea University. From 2011-2014, she was Dean of Medical Education at Swansea and before that worked in New Zealand from 2007-2011, at the University of Auckland and as Pro-Dean, Health and Social Care, Unitec Institute of Technology. Judy initially trained as a nurse and has an academic background in social and health sciences, education and management. She was Director of Undergraduate Medicine at Imperial College London until 2004 and led the curriculum development and implementation of the new undergraduate medical programme. In 2004-05, as Higher Education Academy Senior Adviser, she was responsible for developing and implementing the accreditation of professional development programmes and the standards for teachers in HE. She has worked on over sixty international health workforce and education reform projects for DfID, AusAID, the World Bank and WHO in Central Asia, Portugal, Greece, Bosnia & Herzegovina, Macedonia, Australia and the Pacific. She has been a reviewer and accreditor for the GMC, QAA, the Higher Education Academy and the Academy of Medical Educators for many years and is a member of ASME Executive and Council. She is programme director for the Leadership Masters at Swansea and Director of ASME’s international Educational Leadership programme. She writes and publishes widely on medical education and leadership and runs health professions’ leadership and education courses and workshops internationally. Her most recent books are Global Health (with Brian Nicholson and Ann Allen), Health Care Professionalism at a Glance (with Jill Thistlethwaite), Clinical leadership made easy (with Helen O’Sullivan) and the ABC of Clinical Leadership, 2nd edition (with Tim Swanwick).

Publications

  1. & Otitis media and biofilm. International Journal of Nutrition, Pharmacology, Neurological Diseases 8(3), 70-78.
  2. & Initiatives to reduce postoperative surgical site infections of the head and neck cancer surgery with a special emphasis on developing countries. Expert Review of Anticancer Therapy, 1-12.
  3. & Evaluating the impact of a coaching pilot on the resilience and retention of UK general practitioners. BMJ Leader, leader-2018-000089
  4. & Medical and medical educator migration: A complex issue. South East Asian Journal of Medical Education
  5. & Interprofessional learning experiences: Exploring the perception and attitudes of Saudi Arabian medical and dental students. Medical Teacher, 1-6.

See more...

Teaching

  • PM-M19 Assessment and Feedback

    This module aims to enable participants to explore the assessment processes that they themselves have to engage in, in respect of their learners, and how these relate to other forms of assessment required of those learners.

  • PMLM10 Leadership in practice

    This module provides an introduction to the programme and to leadership and management concepts and theories, situated within a healthcare, educational or research based organisational context. It also introduces students to the approaches and evidence base of leadership and management literature and organisational analysis. Consideration of contemporary leadership and management issues in clinical leadership enables students to gain appreciation of the wider aspects of public service, health systems, health professions education and organisational responses.

  • PMLM11 Understanding Organisations, Systems and Services

    This module aims to develop students¿ awareness of the wider context of health professions and clinical leadership through an exploration of health and public service systems, government policy and strategy agendas and the role of professional and statutory bodies. It helps students to understand the external influences on organisations including impact from stakeholder groups. It also introduces the role of systems thinking, innovation and complex adaptive leadership in stimulating change, decision making and to models of implementation in practice.

  • PMLM12 Developing Yourself as a Leader and Managing Performance.

    This module focuses on analysing, identifying and developing personal qualities and strategies relating to leadership. Through engagement in a range of activities aimed at developing self-awareness and insight, reflection, group skills and communication skills, students will be able to determine a personal development plan relating to continuing development in clinical leadership and management. Furthermore, it aims to develop and consolidate understanding of theories and concepts relating to leading and managing change and managing the performance of groups, teams and individuals. Students will engage in activities which explore the impact of culture, conflict management, change theories, motivation, organisational and individual support structures and processes and the need for effective financial management.

  • PMLM14 Developing Leadership, Innovation and Change

    This module enables students to explore the nature of system, organisational and personal change. It looks at how innovations are developed and implemented and how healthcare organisations consider, develop and evaluate evidence from a range of sources. Students explore systems theory and the role of disruptive technologies in stimulating change and reflect on their own capacity and resilience to cope with change. Additionally, it aims to develop students¿ familiarity and understanding of research methods used in healthcare leadership and management research. The module also develops students¿ awareness of critical appraisal techniques and the various sources of evidence used in leadership/management research and development. It also considers how the findings of research are translated into practice and inform innovation.

  • PMLM15 Leadership Portfolio

    This module will allow students to review, appraise and evaluate the application of the knowledge gained throughout the programme within their own professional work environment by providing a portfolio of evidence that is supported by a reflective commentary.

  • PMLM16 Leadership in Practice

    This module provides an introduction to the programme and to leadership and management concepts and theories, situated within a healthcare, educational or research based organisational context. It also introduces students to the approaches and evidence base of leadership and management literature and organisational analysis. Consideration of contemporary leadership and management issues in clinical leadership enables students to gain appreciation of the wider aspects of public service, health systems, health professions education and organisational responses.

  • PMLM17 Understanding Organisations, Systems and Services

    This module aims to develop students¿ awareness of the wider context of health professions and clinical leadership through an exploration of health and public service systems, government policy and strategy agendas and the role of professional and statutory bodies. It helps students to understand the external influences on organisations including impact from stakeholder groups. It also introduces the role of systems thinking, innovation and complex adaptive leadership in stimulating change, decision making and to models of implementation in practice.

  • PMLM18 Developing Yourself as a Leader and Managing Performance

    This module focuses on analysing, identifying and developing personal qualities and strategies relating to leadership. Through engagement in a range of activities aimed at developing self-awareness and insight, reflection, group skills and communication skills, students will be able to determine a personal development plan relating to continuing development in clinical leadership and management. Furthermore, it aims to develop and consolidate understanding of theories and concepts relating to leading and managing change and managing the performance of groups, teams and individuals. Students will engage in activities which explore the impact of culture, conflict management, change theories, motivation, organisational and individual support structures and processes and the need for effective financial management.

  • PMLM19 The 'Learning' Organisation, Groups and Teams

    This module focuses on the nature, structure and role of the organisation, exploring how organisations function and how leaders can influence change and development. Taking the idea of the `learning organisation¿, the module considers the roles and functions of different groups and individuals in achieving organisational goals and how structures, systems and processes can be designed to motivate employees and stimulate organisational growth. Issues relating to recruiting, developing and retaining people are explored as are the importance of value led leadership and how ethical leadership might be maintained in the face of rapid change and economic uncertainty.

  • PMLM20 Developing Leadership, Innovation and Change

    This module enables students to explore the nature of system, organisational and personal change. It looks at how innovations are developed and implemented and how healthcare organisations consider, develop and evaluate evidence from a range of sources. Students explore systems theory and the role of disruptive technologies in stimulating change and reflect on their own capacity and resilience to cope with change. Additionally, it aims to develop students¿ familiarity and understanding of research methods used in healthcare leadership and management research. The module also develops students¿ awareness of critical appraisal techniques and the various sources of evidence used in leadership/management research and development. It also considers how the findings of research are translated into practice and inform innovation.

  • PMLM21 Professional Development in Practice

    This module aims to develop students¿ awareness of the key issues, principles and practical applications when engaging in or supporting others¿ professional development both from an individual and an organisational perspective. Through engagement in theoretical and practical activities about mentoring, supervision, reflection, support and performance management, students will enhance their understanding, skills and behaviours in supporting meaningful professional development activities.

  • PMZM01 Leadership in Practice

    This module provides an introduction to the programme and to leadership and management concepts and theories, situated within a healthcare, educational or research based organisational context. It also introduces students to the approaches and evidence base of leadership and management literature and organisational analysis. Consideration of contemporary leadership and management issues in clinical leadership enables students to gain appreciation of the wider aspects of public service, health systems, health professions education and organisational responses.

  • PMZM02 Understanding Organisations, Systems and Services

    This module aims to develop students¿ awareness of the wider context of health professions and clinical leadership through an exploration of health and public service systems, government policy and strategy agendas and the role of professional and statutory bodies. It helps students to understand the external influences on organisations including impact from stakeholder groups. It also introduces the role of systems thinking, innovation and complex adaptive leadership in stimulating change, decision making and to models of implementation in practice.

  • PMZM03 Developing yourself as a leader and managing performance

    This module focuses on analysing, identifying and developing personal qualities and strategies relating to leadership. Through engagement in a range of activities aimed at developing self-awareness and insight, reflection, group skills and communication skills, students will be able to determine a personal development plan relating to continuing development in clinical leadership and management. Furthermore, it aims to develop and consolidate understanding of theories and concepts relating to leading and managing change and managing the performance of groups, teams and individuals. Students will engage in activities which explore the impact of culture, conflict management, change theories, motivation, organisational and individual support structures and processes and the need for effective financial management.

  • PMZM04 The Learning Organisation, Teams and Groups

    This module focuses on the nature, structure and role of the organisation, exploring how organisations function and how leaders can influence change and development. Taking the idea of the `learning organisation¿, the module considers the roles and functions of different groups and individuals in achieving organisational goals and how structures, systems and processes can be designed to motivate employees and stimulate organisational growth. Issues relating to recruiting, developing and retaining people are explored as are the importance of value led leadership and how ethical leadership might be maintained in the face of rapid change and economic uncertainty.

  • PMZM05 Professional Development in Practice

    This module aims to develop students¿ awareness of the key issues, principles and practical applications when engaging in or supporting others¿ professional development both from an individual and an organisational perspective. Through engagement in theoretical and practical activities about mentoring, supervision, reflection, support and performance management, students will enhance their understanding, skills and behaviours in supporting meaningful professional development activities.

  • PMZM06 Developing Leadership, Innovation and Change

    This module enables students to explore the nature of system, organisational and personal change. It looks at how innovations are developed and implemented and how healthcare organisations consider, develop and evaluate evidence from a range of sources. Students explore systems theory and the role of disruptive technologies in stimulating change and reflect on their own capacity and resilience to cope with change. Additionally, it aims to develop students¿ familiarity and understanding of research methods used in healthcare leadership and management research. The module also develops students¿ awareness of critical appraisal techniques and the various sources of evidence used in leadership/management research and development. It also considers how the findings of research are translated into practice and inform innovation.

  • PMZM11 Research leadership and project management

    This module explores the concepts, principles and applications of various approaches to research leadership and project management. This module focuses on analysing, identifying and developing personal qualities and strategies relating to research leadership. Through engagement in a range of activities aimed at developing self-awareness and insight, reflection, group skills and communication skills, students will be able to determine a personal development plan relating to continuing development in research leadership and project management.

Supervision

  • Does medical leadership make a difference in delivering systemic healthcare improvement in the NHS and how can it be improved? (current)

    Student name:
    PhD
    Other supervisor: Dr Clive Weston
  • The Influence of Medical Education, Knowledge and Beliefs on Health Promoting Behaviours Regarding type 2 Diabetes Mellitus Among Medical Students in Saudi Arabia. (current)

    Student name:
    PhD
    Other supervisor: Prof Rhys Williams
    Other supervisor: Dr Clive Weston