Leadership for healthcare

Leadership for healthcare

Jean Hartley
John Benington
Copyright Date: 2010
https://www.jstor.org/stable/j.ctt9qgmjk
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  • Book Info
    Leadership for healthcare
    Book Description:

    It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.

    eISBN: 978-1-84742-488-4
    Subjects: Health Sciences

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Table of Contents
    (pp. iii-v)
  3. List of tables and figures
    (pp. vi-vi)
  4. Acknowledgements
    (pp. vii-viii)
  5. CHAPTER 1 Introducing leadership
    (pp. 1-12)

    Writing, advice and training on leadership are growing at such a rate that the ‘field’ of leadership is better described as a tropical jungle. The plants (ideas, books, practices) are growing very vigorously, with more information being produced than could be read by a single person in a lifetime. Theories, concepts and ideas about leadership create such a thick undergrowth that it can be hard to hack your way through. It is not that any particular theory is difficult; it is just that there are so many of them, competing for the sunlight. A troupe of guru monkeys is chattering...

  6. CHAPTER 2 Leadership concepts
    (pp. 13-24)

    This chapter examines the first segment of the Warwick Six C Leadership Framework set out in the previous chapter. So, here we examine leadership concepts. Why use the plural (that is, concepts) rather than the singular (that is, concept) when discussing leadership? There are very many definitions of leadership provided by academics and the term is used in myriad ways in everyday speech. Furthermore, the term has changed in emphasis or approach over time, as overviews of the history of leadership research show (for example, Storey, 2004; Parry and Bryman, 2006).

    These different emphases could be the basis for considerable...

  7. CHAPTER 3 Characteristics of leadership
    (pp. 25-38)

    In examining the characteristics of leadership, we turn to the next segment in the leadership framework, shown in Figure 3.1.

    If leadership is thought of as the process of influencing people in the formulation or pursuit of goals, then potentially everyone working in healthcare can be a leader at some time, for some purposes. On the other hand, there are differences between the context, power base, purposes and practice of leadership between, say, a hospital chief executive and a ward sister, or a medical director and a Department of Health policy advisor. Some leadership in healthcare is also practised outside...

  8. CHAPTER 4 The contexts of leadership
    (pp. 39-50)

    An important strand of thinking in leadership studies is the relationship between what leaders do and the context in which they do it. First, how does leadership vary according to different contexts? Second, how can and do leaders shape the context in which they operate?

    It is widely agreed that leadership is related to, or contingent on, context and that a key prerequisite of effective leadership is the ability to understand that context. Theorists have looked at this from a number of perspectives, exploring both the influence of contextual factors on leadership, and the influence of leadership in shaping context....

  9. CHAPTER 5 The challenges of leadership
    (pp. 51-74)

    This chapter focuses on the challenges and purposes of leadership (see Figure 5.1). What are the goals or outcomes that leadership is aiming to achieve? We have called these tasks ‘challenges’ in line with an emerging literature that frames leadership purposes in this way (Heifetz, 1994; Heifetz and Laurie, 1997; Burgoyne et al, 2005; Morrell and Hartley, 2006). Most definitions of leadership focus on purpose in some way – for example, leadership as being influence towards a common goal, or mobilising others to tackle tough problems. The definitions of leadership from Stogdill (1974) or Smircich and Morgan (1982) are a...

  10. CHAPTER 6 The capabilities of leadership
    (pp. 75-94)

    Some leadership writers would put capabilities right at the start of the analysis in this book – so why have we not done this? The individual qualities of leadership might seem a logical place to start (‘Who are the leaders and what qualities do they possess?’). It would fit with the tendency that still exists across much of the literature to focus on ‘heroic’ leadership – the assumption that leaders are different from ‘followers’ in terms of their special intellect, motivation and/or personality.

    However, this book is based on an alternative analytical framework, which argues that the context and the...

  11. CHAPTER 7 Consequences of leadership
    (pp. 95-110)

    There are any number of texts that assert that leadership is critical for organisational performance, whether in the private, public or voluntary public sectors. In the public sector in the UK, there has been a particular emphasis on leadership as one of the means by which improvements in services and/or service transformation is achieved. Leadership was signalled as central to the reform of UK public services, with the Cabinet Office’s Performance and Innovation Unit documentStrengthening leadership in the public sector(PIU, 2000). There was no escape from the prevalence of leadership in public service reform under the Labour Government...

  12. CHAPTER 8 Leadership development
    (pp. 111-126)

    The Six C analytical framework, presented at the beginning of this book, is now used to examine leadership development. Figure 8.1 shows the same structure of elements of leadership but with leadership development rather than leadership in the centre of the figure. In other words, the Warwick framework is used to reflect on how the understanding of leadership affects thinking and practice in relation to leadership development. Leadership development is a large area in itself, deserving greater space than a single chapter (for example, Hartley and Hinksman, 2003; McCauley and van Elsor, 2004; Mabey and Finch-Lees, 2008; Gold et al,...

  13. CHAPTER 9 Conclusions
    (pp. 127-130)

    In this book, we have created an analytical framework – the Warwick Six C Leadership Framework – in order to make sense of the ‘blooming, buzzing, confusion’ in the field of leadership studies. The Six C Framework provides a lens through which to scrutinise the leadership literature, providing questions to explore from different perspectives and marshalling ideas and evidence to inform practice. The book aims both to provide high-quality concepts, ideas and analysis and also to ensure that these are relevant and valuable for those who take practical leadership roles in healthcare, or who are involved in leadership development in...

  14. References
    (pp. 131-148)
  15. Index
    (pp. 149-156)
  16. Back Matter
    (pp. 157-157)