Developing leaders and leadership in health care: a case for rebalancing?

Edmonstone, John

doi:10.1108/17511871111102490

Cited by 48 publications

(51 citation statements)

References 30 publications

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“…LD involves the processes and content of building relational capacity or social capital within an organization to facilitate commitment, trust, and respect among internal and external constituents with the aim of improving individual, group, and organizational performance (Day, 2001;Edmonstone, 2011). Drawing upon Rodgers, Frearson, Holden and Gold's (2003) work, Bolton advocated for a "collective leadership development" approach, which views LD as a collective process rather than an individual property.…”

Section: The Need For a Partnership Approach To Leadership Developmentmentioning

confidence: 97%

Evaluating Leadership Development Needs in a Health Care Setting Through a Partnership Approach

Grandy

Holton

2012

Advances in Developing Human Resources

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The Problem. Strategic HRD contributes to creating an environment in which objectives and improved performance can be realized through leadership development (LD). Despite considerable investment in LD by public and private sector organizations in North America and Europe, these efforts often fail to produce significant changes in leaders' behaviors, organizational culture, or organizational performance. As a result, too often leadership development programs (LDPs) are "one size fits all" or a prepackaged competency model without paying attention to individual and contextual differences. A more collaborative approach in the design and delivery of LD has been advocated; however, to date little research has documented or evaluated this at the pre-LDP or needs assessment stage. The Solution.This research argues that LD should be a collaborative process involving all stakeholders and that such a partnership approach starts at the needs assessment phase. The research documents and evaluates a three-phase LD needs assessment process in a health care setting. Adopting a case study methodology, it draws primarily upon qualitative data collected from focus groups, written submissions, and interviews with senior and middle managers employed in a provincial health authority, Horizon Health Network, located in Atlantic Canada.at VITERBO UNIV on February 4, 2015 adh.sagepub.com Downloaded from

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Section: The Need For a Partnership Approach To Leadership Developmentmentioning

confidence: 97%

Evaluating Leadership Development Needs in a Health Care Setting Through a Partnership Approach

Grandy

Holton

2012

Advances in Developing Human Resources

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“…A critique of leader development (Day 2001) has led to the emergence of an alternative view of leadership development, which sees leadership as a social process taking place within a context. It emphasises leadership practice and the development of social capital -collective capacity or efficacy, based upon effective working and social relationships (Edmonstone 2011). Action learning sets appear to have great potential for enhancing social capital through the relationships developed between and across set members through the processes of support and challenge.…”

Section: A More Fruitful Future?mentioning

confidence: 99%

Action learning and organisation development: overlapping fields of practice

Edmonstone¹

2011

Action Learning: Research and Practice

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This paper explores the relationship between action learning and Organisation Development (OD). It proposes that they are overlapping fields of practice, with interesting similarities and differences. Both fields of practice are experienced as challenging to conventional ways of viewing organisations and people but are also subject to increasing challenge themselves and both aspects are examined. Two accounts of practice are included, which cast light on action learning and OD and some preconditions for a more fruitful future relationship between the two fields are proposed.

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“…The challenge may be to "rebalance" the individual emphasis with one which addresses the whole system (Edmonstone, 2011).…”

Section: Learning About Leadershipmentioning

confidence: 99%

The development of strategic clinical leaders in the National Health Service in Scotland

Edmonstone

2011

Leadership in Health Services

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper seeks to describe a national strategic and multi-professional clinical leadership programme designed and developed for the National Health Service in Scotland. It addresses the policy imperatives behind the programme, the local and national processes for identifying future clinical leaders and their preparation through the programme. Design/methodology/approach -The background context and case for the programme are considered against international and local contexts. The programme's roots are explored, drawing upon the extensive consultation process used. The programme design is explained and the evaluation methodology and results are described. Findings -Key learning related to programme design and delivery issues is highlighted, as is that relating to leadership itself. Research limitations/implications -This is a one-country case study but draws upon recent international good practice. Originality/value -The case study identifies how a small (five million population) country can devise a strategic clinical leadership programme which reflects the distinctive direction adopted at policy level of working closely with clinical leaders. This paper focuses on a national strategic and multi-professional clinical leadership development programme designed and developed for the National Health Service (NHS) in Scotland. It addresses the policy imperatives which stimulated the need for the programme, including the impact of devolution and the resulting distinctiveness of clinical leadership in the Scottish system. It describes the local and national processes for identifying future strategic clinical leaders and the preparation for future clinical leadership roles through the "Delivering The Future" programme, including both programmatic and work-based elements. The methodology and outcomes of the external evaluation of the programme are described, as are the resulting changes to the programme design and delivery, which have included "closing the feedback loop" from the programme into health policy development. Major learning from the programme experience is identified.The current issue and full text archive of this journal is available at Background and contextThe c...

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Developing leaders and leadership in health care: a case for rebalancing?

Cited by 48 publications

References 30 publications

Evaluating Leadership Development Needs in a Health Care Setting Through a Partnership Approach

Evaluating Leadership Development Needs in a Health Care Setting Through a Partnership Approach

Action learning and organisation development: overlapping fields of practice

The development of strategic clinical leaders in the National Health Service in Scotland

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