Would the NHS benefit from a single, identifiable leader? An email conversation

Berwick, Don; Ham, Chris; Smith, Richard L.

doi:10.1136/bmj.327.7429.1421

Cited by 5 publications

(8 citation statements)

References 2 publications

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“…Leadership is based on values and is shared throughout the organisation and with the community (Denhardt and Denhardt, 2003). This is also the approach increasingly being recommended for the NHS.The complexity of NHS will make it true that “leadership” will have to be a system, involving the coordinated energies of a number of top level people who should act as a team – if not in unison, at least in coordination‐ to get aims accomplished (Berwick et al , 2003, p. 1422). Consequently current prescriptions for leadership involve a large number of people and stakeholders and regard it as everyone's responsibility within an organisation and beyond.…”

Section: Leadership: the Latest Panacea?mentioning

confidence: 99%

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Leadership development in health care: a word of caution

Hewison

Griffiths

2004

J of Health Org and Mgt

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Leadership development is seen as central to the modernisation agenda of the NHS. It has been identified in key policy documents and a range of leadership development programmes have been developed to meet this need This paper reviews the evidence concerning leadership development in nursing. The conclusion reached is that leadership is only one element in the changes that need to occur in health care. Too much emphasis on leadership without an equal concern for transforming the organisations nurses and other health personnel work in may result in leadership being added to the list of transient management "fads" which have characterised health care in recent years.

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Section: Leadership: the Latest Panacea?mentioning

confidence: 99%

“…That is magical thinking. The people actually struggling with the task of managing and improving the behemoth are about as good as you can get (Berwick et al , 2003, p. 1422).…”

Section: Leadership: the Latest Panacea?mentioning

confidence: 99%

Leadership development in health care: a word of caution

Hewison

Griffiths

2004

J of Health Org and Mgt

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“…The language used in policy documents depicts leaders as ‘outstanding’ and as someone that can ‘maintain a positive ‘can do’ sense of confidence which enables them to be shapers rather than followers’ (NHS 2005, p. 4), which suggests a certain ‘linguistic hyperinflation’ (Darbyshire 2008, p. 23) on the part of policy makers. While the notion of leaders as saviours is in vogue (Collinson 2005), it has been suggested that this belief in leaders is nothing more than wishful thinking (Berwick et al. 2003).…”

Section: Introductionmentioning

confidence: 99%

Followers and the co-construction of leadership

Kean

Haycock-Stuart

Baggaley

et al. 2011

Journal of Nursing Management

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“…Method variety thus serves the purpose of channelling learner differences to produce a unitary outcome, not to develop in participants a more individualised potential of their inherent leadership qualities. That this can result in conflict and reduced programme effectiveness has been observed (Hewison and Griffiths, 2004;Berwick et al, 2003;McKenna et al, 2004), but again we note that this interface between programme participant and pre-set content and promoted ideal type of leadership is under-researched.…”

Section: Leadership Development Programmes -Key Issuesmentioning

confidence: 60%

Revisiting leadership development: the participant perspective

Hotho

Dowling

2010

Leadership &Amp; Organization Development Journal

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Purpose-The purpose of this paper is to address limitations of prevailing approaches to leadership development programmes and make suggestions how these might be overcome. These limitations are an outcome of the dominant rational functional approach to leadership development programmes. Based on empirical research, and underpinned by organisational theory, the paper suggests a shift towards a socio-constructivist perspective on design and implementation of leadership development programmes. The explorative study proposes that context and participant differences need to be recognised as factors impacting on the effectiveness of leadership development initiatives. Design/methodology/approach-The paper is based on a review of relevant literature and qualitative data collected using the case study method. The study presented is an explorative study. Findings-The paper finds that participant interaction with leadership development programmes varies depending on individual and/or contextual factors. Current design logic neither recognises nor utilises such situatedness as programmes develop their linear and unidirectional logic. Designers of programmes underestimate the extent to which programme participants create a context-specific understanding of leadership learning as they interact with the programme. Their personal and organisational context shapes this interaction. A socio-constructivist perspective can provide theoretical foundation for the argument that leadership development programmes can become more effective if context-specific dimensions are recognised as shaping and constraining factors impacting on programme participants. Originality/value-The paper argues that it is time to move away from offering leadership development programmes which emphasise input over interaction. The paper encourages commissioners and designers of leadership programmes to recognise that an overly didactic approach may limit the effectiveness of such programmes.

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Would the NHS benefit from a single, identifiable leader? An email conversation

Cited by 5 publications

References 2 publications

Leadership development in health care: a word of caution

Leadership development in health care: a word of caution

Followers and the co-construction of leadership

Revisiting leadership development: the participant perspective

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