Exploring a shared leadership perspective for NHS doctors

Willcocks, Stephen George; Wibberley, Gemma

doi:10.1108/lhs-08-2014-0060

Cited by 26 publications

(20 citation statements)

References 22 publications

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“…Thus, from this perspective, distributed leadership encompasses both the established (vertical) leadership structures in school hierarchies, as well as other organizational members that interact with those structures, depending on the situation. Similarly, in the healthcare sector, while researchers refer to both 'shared leadership' (Jackson 2000;Willcocks and Wibberley 2015) and 'distributed leadership' (Buchanan et al 2007), the majority refer to leadership as being 'distributed across levels, including informal and formal roles, in a collective organization-wide perspective' (Barrett et al 2007, p. 265). Contrastingly, in COs, research has tended to focus on evidence of individuals informally sharing in the leadership of their team, and less on how this interplays with formal (vertical) leadership structures.…”

Section: Comparisons With Other Settingsmentioning

confidence: 99%

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

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The importance of context has been well established in studies of leadership (Bryman, A. and Stephens, M. (1996). The importance of context: qualitative research and the study of leadership. Leadership Quarterly, 7, pp. 353–371; Pettigrew, A. and Whipp, R. (1991). Managing Change for Competitive Success. Oxford: Blackwell). However, recent reviews of shared leadership have tended to merge findings across commercial and non‐commercial settings, disregarding contextual differences in these distinctive domains. Acknowledging that the challenges of leadership may vary in different organizational contexts, this paper argues that a focused review of shared leadership in commercial organizations (COs) is needed. The authors thus systematically review findings from over twenty years of empirical research on the practice of shared leadership in commercial organizations, critically reviewing definitions, theoretical dispositions and measurement approaches adopted in the field, before evaluating the impact of shared leadership on performance in this context. Findings from commercial and non‐ commercial organizations are then compared, highlighting significant differences in the conceptualization of shared leadership in these distinct settings. Contributing to theory in this field, a framework is developed, mapping the landscape of current research in commercial contexts, revealing critical gaps in our present understanding of shared leadership processes. Consequently, a model summarizing a proposed research agenda for future studies is provided, highlighting the need for such research to focus on the interactions of individuals as they share in the leadership of their team.

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Section: Comparisons With Other Settingsmentioning

confidence: 99%

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

View full text Add to dashboard Cite

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“…The higher level of job commitment at the staff level will also result into the low turnover rate and absenteeism, which will support the higher performance and productivity. Shared vision and higher work commitment co-exist with the collaborative practices in the organizational culture [48]. Collaboration encourages information sharing and it has mediating role between the collective leadership and organizational performance.…”

Section: Culture Of Colletive Leadershipmentioning

confidence: 99%

Conditional Process Model of the Learning Organization in the Dubai Healthcare Sector

Azeem*¹,

Mataruna-Dos-Santos²,

SKIBINSKA³

2019

IJRTE

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Poland, diploma in cosmetology / aesthetic medicine and various specialized training courses organized by leading research and governmental canters. She has gained extensive knowledge and over 15 years' experience as a teacher and trainer from Europe, USA and the UAE in the areas of health education, public health, aesthetic medicine, organization and management, organization culture, and innovation in the healthcare sector, leadership, techniques of effective communication, quality management. During her career she is the proprietor of private companies in the Poland and the UAE, representing and advising international organizations in the areas of business development, marketing entry strategies, trading and restructuring.

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“…According to Crethar, Phillips and Brown (2011) Bank (2015), this statement has many implications for nursing, including the need for a proactive approach to service planning and patient care delivery. Cowman and Keating (2013) and Willcocks and Wibberley (2015) argued that leaders in the healthcare sector need to be quite creative in their thinking to put together multiple pieces of relevant information that appear unrelated.…”

Section: Challenges and Opportunities For Leaders In Healthcarementioning

confidence: 99%

The Improvement of Leadership Development in the Healthcare Sector: A Case Study in Japanese Hospitals

Greening¹

2019

OJL

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The healthcare industry faces unique challenges that set it apart from other types of industries. Healthcare leaders and staff experience high environmental complexities that require a unique combination of leadership skills and knowledge. Leadership is increasingly emerging as a significant strategic business imperative for medical organizations, in their attempt to adapt to and anticipate dynamics to keep up with market trends (Wheelen, Hunger, Hoffman, & Bamford, 2017). As front-line healthcare providers, doctors, and nurses require essential leadership and managerial skills to carry out their duties efficiently. Harden & Laidlaw (2017) postulate that effective communication in the healthcare sector is an essential tool for providing all stakeholders with clarity and satisfaction, while ineffective communication can lead to patient dissatisfaction, confusion, anxiety, or illness. The contemplated research examines the above through an analysis of leadership development and performance management in the healthcare sector. The primary objective of this research is to address the core competencies that a healthcare leader should develop and to build a new model or framework for leadership development in the Japanese healthcare industry.

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Exploring a shared leadership perspective for NHS doctors

Abstract: Offers an alternative to traditional approaches to leadership.

Cited by 26 publications

References 22 publications

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Conditional Process Model of the Learning Organization in the Dubai Healthcare Sector

The Improvement of Leadership Development in the Healthcare Sector: A Case Study in Japanese Hospitals

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