Complexity leadership in healthcare: Leader network awareness

Hanson, William R.; Ford, Randal

doi:10.1016/j.sbspro.2010.04.069

Cited by 19 publications

(17 citation statements)

References 13 publications

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“…In order to meet the demands and pressures inherent within such structures, leadership theories and models need to enable and support adaptability, learning, problem‐solving, collaboration, innovation and change (Uhl‐Bien et al . , Hanson & Ford ).…”

Section: Introductionmentioning

confidence: 98%

“…It is an environment replete with complex processes and networks as well as bureaucratic and hierarchical structures. In order to meet the demands and pressures inherent within such structures, leadership theories and models need to enable and support adaptability, learning, problem-solving, collaboration, innovation and change (Uhl-Bien et al 2007, Hanson & Ford 2010.…”

Section: Introductionmentioning

confidence: 99%

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‘I'm actually being the grown-up now’: leadership, maturity and professional identity development

Miskelly

Duncan

2013

J Nurs Manag

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Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

‘I'm actually being the grown-up now’: leadership, maturity and professional identity development

Miskelly

Duncan

2013

J Nurs Manag

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“…Health systems, meanwhile, are recognized as complex adaptive systems, encompassing interdependent organisations and institutions which are diverse in form and structure [ 1 , 34 ]. These complex adaptive systems shape and are shaped by the behaviours of individuals and teams located within them [ 3 , 27 , 43 , 49 , 50 ]. Given the integral position of the health sector in broader society, this interdependence also extends more widely, with the health system and all who work in it influencing and being influenced by wider societal factors.…”

Section: Introductionmentioning

confidence: 99%

Leadership experiences and practices of South African health managers: what is the influence of gender? -a qualitative, exploratory study

Shung-King

Gilson

Mbachu

et al. 2018

Int J Equity Health

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BackgroundThe importance of strong and transformative leadership is recognised as essential to the building of resilient and responsive health systems. In this regard, Sustainable Development Goals (SDG) 5 prioritises a current gap, by calling for women’s full and effective participation and equal opportunities for leadership, including in the health system. In South Africa, pre-democracy repressive race-based policies, coupled with strong patriarchy, led to women and especially black women, being ‘left behind’ in terms of career development and progression into senior health leadership positions.MethodsGiven limited prior inquiry into this subject, we conducted a qualitative exploratory study employing case study design, with the individual managers as the cases, to examine the influence of gender on career progression and leadership perceptions and experiences of senior managers in South Africa in five geographical districts, located in two provinces. We explored this through in-depth interviews, including life histories, career pathway mapping and critical incident analysis. The study sample selection was purposive and included 14 female and 5 male senior-managers in district and provincial health departments.ResultsOur findings suggest that women considerably lag behind their male counterparts in advancing into management- and senior positions. We also found that race strongly intersected with gender in the lived experiences and career pathways of black female managers and in part for some black male managers. Professional hierarchy further compounded the influence of gender and race for black women managers, as doctors, who were frequently male, advanced more rapidly into management and senior management positions, than their female counterparts. Although not widespread, other minority groups, such as male managers in predominantly female departments, also experienced prejudice and marginalisation.Affirmative employment policies, introduced in the new democratic dispensation, addressed this discriminatory legacy and contributed to a number of women being the ‘first’ to occupy senior management positions. In one of the provinces, these pioneering female managers assumed role-modelling and mentoring roles and built strong networks of support for emerging managers. This was aided by an enabling, value-based, organisational culture.ConclusionThis study has implications for institutionalising personal and organisational development that recognise and appropriately advances women managers, paying attention to the intersections of gender, race and professional hierarchy. It is important in the context of national and global goals, in particular SDG 5, that women and in particular black women, are prioritised for training and capacity development and ensuring that transformative health system policies and practices recognise and adapt, supporting the multiple social and work roles that managers, in particular women, play.

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“…This feature, described by the study's subjects, differentiates the efficacy of truly 'transformational' leaders in terms of information from those known as 'passive informants, ' i.e. a more committed action of persuasion can be discerned, rather than merely a simple transmission of objectives (which can lead to thinking that simple information is sufficient to motivate or change behaviors) (Hanson & Ford, 2010). This is why some authors (Berger et al, 2011) point out (in terms of leading teams) the need to "reflect" on why things are done in one way or another.…”

Section: Discussionmentioning

confidence: 99%

Public Healthcare Organizations: Leadership or Management?

et al. 2016

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This article studies the type of leadership that managers are currently exercising in the Catalan health system in Catalonia. A questionnaire (MQL-5X) was sent to 120 people occupying management positions in healthcare centers and hospitals as well as 14 others who also hold such positions in these healthcare centers and hospitals, were interviewed. The mixed methods research design attests that the Catalan health system is managed through a structure of simultaneous transformational and transactional leadership. However, the efficacy of this system is conditioned purely by the communicative competence that a manager may or may not possess, as the system itself makes no effort to encourage transformational leadership. Transformation leadership inspires positive change, conveys a clear vision and enhances morale, motivation and job performance. It galvanizes a team into changing their expectations and perceptions and motivates them to work towards common goals. En este articulo se estudia el liderazgo que los directivos del sistema catalán de salud de Cataluña están ejerciendo actualmente. Para ello, se ha pasado el cuestionario MQL-5X a 120 personas que ocupan cargos de dirección en centros sanitarios y hospitales y se han realizado 14 entrevistas a éstos. El diseño mixto de la investigación permite afirmar que en la sanidad catalana actual se dirige con un liderazgo transformacional y transaccional simultáneamente, pero la eficacia del mismo viene condicionada por la competencia comunicativa que la persona posea, ya que el propio sistema no deja aflorar un liderazgo transformacional que movilice y entusiasme a sus colaboradores. El liderazgo transformacional inspira hacia el cambio positivo, transmite una visión clara y exalta la moral, la motivación y el rendimiento en el trabajo; estimula al equipo para que cambie sus expectativas y percepciones y los motiva a trabajar hacia objetivos comunes.

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Complexity leadership in healthcare: Leader network awareness

Cited by 19 publications

References 13 publications

‘I'm actually being the grown-up now’: leadership, maturity and professional identity development

‘I'm actually being the grown-up now’: leadership, maturity and professional identity development

Leadership experiences and practices of South African health managers: what is the influence of gender? -a qualitative, exploratory study

Public Healthcare Organizations: Leadership or Management?

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