Leadership for healthcare

Author/Editor(s):

Jean Hartley, John Benington

Format:

Paperback, 168 pages, 234 x 156 mm

ISBN

9781847424860

Published:

24 Mar 2010

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North America customers can order this book here from the University of Chicago Press.

"What makes this book most useful is the relevance to the current healthcare landscape. Sections on collaborative leadership, mergers, linking leadership to outcomes and importantly public value, will all be essential reading for NHS leaders."
Phil Kenmore in Health Service Journal

"Hartley and Bennington's Leadership for healthcare offers a fresh and compelling approach to understanding leadership as part of a wider frame of organizational issues. Their six-part leadership framework provides a useful means to draw-down key lesson from the wider leadership literature into the healthcare setting". John Storey, Professor of Management, The Open University Business School

"Never before has leadership been such an important lever for reform in health and healthcare. This important work provides a clear framework to understand healthcare leadership. It is also sensibly grounded in the complex adaptive system of delivering health and healthcare. This work is a refreshing departure from many other simplistic approaches which see leadership merely as a response to context rather than a complex dynamic process."
Dame Yve Buckland, Chair, NHS Institute for Innovation and Improvement

About This Book

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.

Author Biography

Jean Hartley is Professor of Organizational Analysis at the Institute of Governance and Public Management, Warwick Business School, Warwick University. She undertakes research into public leadership and is also concerned with innovation and improvement in and between public service organizations. John Benington is Emeritus Professor at the Institute of Governance and Public Management, Warwick Business School, Warwick University, where for over 20 years he has led Warwick Business School's research, development and teaching work in the fields of public policy and management.

Contents

Introduction
Introducing leadership
The concepts of leadership
The characteristics of leadership
The contexts of leadership
The challenges of leadership
The consequences of leadership
From leadership to leadership development
Conclusion.

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