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Leadership in Health Services
ISSN: 1751-1879
Online from: 1997
Subject Area: Health Care Management/Healthcare
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L(H) ? S(m1, m2 … mn)
| Title: | L(H) ? S(m1, m2 … mn) |
|---|---|
| Author(s): | Jeffrey Braithwaite, (Centre for Clinical Governance Research, Faculty of Medicine, University of New South Wales, Sydney, Australia) |
| Citation: | Jeffrey Braithwaite, (2008) "L(H) ? S(m1, m2 … mn)", Leadership in Health Services, Vol. 21 Iss: 1, pp.8 - 15 |
| Keywords: | Health services, Leadership, Leadership development |
| Article type: | Conceptual paper |
| DOI: | 10.1108/17511870810845860 (Permanent URL) |
| Publisher: | Emerald Group Publishing Limited |
| 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 |
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