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Leadership for Healthcare, by John Benington, Jean Hartley
Download Ebook Leadership for Healthcare, by John Benington, Jean Hartley
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It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.
- Sales Rank: #3559422 in Books
- Published on: 2010-03-24
- Released on: 2010-03-24
- Original language: English
- Number of items: 1
- Dimensions: 9.21" h x .38" w x 6.14" l, .44 pounds
- Binding: Paperback
- 168 pages
Review
What makes this book most useful is the relevance to the current healthcare landscape. Sections on collaborative leadership, mergers, linking leadership to outcomes and importantly public value, will all be essential reading for NHS leaders. Phil Kenmore in Health Service Journal
Hartley and Benington's Leadership for healthcare offers a fresh and compelling approach to understanding leadership as part of a wider frame of organizational issues. Their six-part leadership framework provides a useful means to draw down key lessons from the wider leadership literature into the healthcare setting. John Storey, Professor of Management, The Open University Business School
Never before has leadership been such an important lever for reform in health and healthcare. This important work provides a clear framework to understand healthcare leadership. It is also sensibly grounded in the complex adaptive system of delivering health and healthcare. This work is a refreshing departure from many other simplistic approaches which see leadership merely as a response to context rather than a complex dynamic process. Dame Yve Buckland, Chair, NHS Institute for Innovation and Improvement
About the Author
Jean Hartley is Professor of Organizational Analysis at the Institute of Governance and Public Management, Warwick Business School, Warwick University. She undertakes research into public leadership and is also concerned with innovation and improvement in and between public service organizations. John Benington is Emeritus Professor at the Institute of Governance and Public Management, Warwick Business School, Warwick University, where for over 20 years he has led Warwick Business School's research, development and teaching work in the fields of public policy and management.
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