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Article Information:
Title:
L(H) ? S(m
Author(s):
Jeffrey Braithwaite
Journal:
Year:
2008
Volume:
Issue:
Page:
8 - 15
DOI:
10.1108/17511870810845860
Publisher:
Emerald Group Publishing Limited
Document Access:
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Abstract:
Purpose – The purpose of this paper is to examine the case that health service leadership is more than the sum total of all the health service management activity observed; and to advocate for improved leadership in health services through an examination of top-down management structures and processes which “crowd out” leadership behaviours.
Design/methodology/approach – Application of historical and contemporary contexts to health service management and health service leadership approaches.
Findings – The neglect of leadership is discussed and the case is put for a tightly-crafted position on how leadership should be emphasised and raised to greater prominence. Formulae for conceptualising leadership are presented in order to show the constituent elements underpinning clear descriptions of leadership.
Research limitations/implications – Further research on leadership, and more targeted education for leaders, is needed.
Practical implications – One way to build leadership capacity is to create a sustainable partnership between health service academics and leaders in the field.
Originality/value – Developing formulae for framing leadership is not reductionist
Keywords:
Health services,
Leadership,
Leadership development
Article Type:
Conceptual paper
References:
Article URL:
www.emeraldinsight.com/10.1108/17511870810845860