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Responsibilising Managers and Clinicians, Neglecting System Health? What Kind of Healthcare Leadership Development Do We Want? Comment on “Leadership and Leadership Development in Healthcare Settings - A Simplistic Solution to Complex Problems?”

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journal contribution
posted on 2016-12-12, 17:30 authored by Graham P. Martin
Responding to Ruth McDonald’s editorial on the rise of leadership and leadership development programmes in healthcare, this paper offers three arguments. Firstly, care is needed in evaluating impact of leadership development, since achievement of organisational goals is not necessarily an appropriate measure of good leadership. Secondly, the proliferation of styles of leadership might be understood in part as a means of retaining control over public services while distributing responsibility for their success and failure. Thirdly, it makes a plea for the continued utility of good administrative skills for clinicians and managers, which are likely to become all-the-more important given recent developments in healthcare policy and governance.

History

Citation

International Journal of Health Policy and Management, 2015, 4(1), 43–44

Author affiliation

/Organisation/COLLEGE OF MEDICINE, BIOLOGICAL SCIENCES AND PSYCHOLOGY/School of Medicine/Department of Health Sciences

Version

  • VoR (Version of Record)

Published in

International Journal of Health Policy and Management

Publisher

Kerman University of Medical Sciences

issn

2322-5939

eissn

2322-5939

Acceptance date

2014-12-08

Copyright date

2015

Available date

2016-12-12

Publisher version

http://ijhpm.com/article_2930_616.html

Language

en

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