Public value and localism in the UK

Grint, Keith; Holt, Clare

doi:10.4337/9781781006962.00012

Cited by 3 publications

(3 citation statements)

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“…There is an emerging literature on the concept of followership-the capabilities to support the leader and team. While some scholars criticise the term as being outdated due to increasingly flattened hierarchies in specific cultural contexts, 48,49 there are distinct situations when team members deliberately choose to follow the lead of another to implement a strategic direction, rather than be the first to exercise the power or influence needed to achieve a strategic goal.…”

Section: Synthesis Of Selected Framework: Leads Meets Keganmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

et al. 2023

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BackgroundLeaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership capabilities required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID‐19 pandemic. We need improved models that support leaders in navigating the complexity of multiple leadership roles.MethodThis integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of healthcare leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesise various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including healthcare leaders, medical educators and leadership developers) to offer refinements.ResultsAfter five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organising progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n = 8). Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10‐point scale (10 = highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10.ConclusionThe LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

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Section: Synthesis Of Selected Framework: Leads Meets Keganmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

et al. 2023

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“…However, the leadership–followership relationship is not static but is a constantly shifting, dynamic set of relationships. Tensions arise in the separation between leaders and followers that leaders and followers might have to be sacrificed for the ‘greater good’ and that followers need leaders to reduce their anxiety, whereas those above leaders want followers’ resistance, emotion and voices to be minimised 26. From a compassionate, caring, inclusive approach, it is suggested that it is largely through leaders proactively caring for their followers that compassionate care for patients will result.…”

Section: Shifting Concepts Of Leadershipmentioning

confidence: 99%

Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?

Edwards

Till

McKimm

2018

leader

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“…Contemporary writers on leadership have shifted their focus to collaborative and shared leadership, with consideration of team behaviour, followership and leadership across systems of care. 11 Complex healthcare systems demand a different management style. 12 They require leaders to look outside the confines of their part of the system and to collaborate across boundaries, to replace complex plans with minimum specifications, to focus on 'attractors' rather than on 'resistance to change' and to understand that innovation requires a degree of variation.…”

Section: Why This Matters To Mementioning

confidence: 99%