@article{7c4f985657b14e1f841b1c0a2cb5ff1b,
title = "Leadership identity construction in a hybrid medical context: {\textquoteleft}claimed{\textquoteright} but not {\textquoteleft}granted{\textquoteright}",
abstract = "In the United Kingdom National Health Service (NHS), the growing number of hybrid clinical leaders has given rise to professional practice and identity struggles. Co-construction theories of leadership point to a need for leaders to engage in significant {\textquoteleft}identity work{\textquoteright} to construct themselves as leaders and to make legitimate claims for a leadership identity to potential followers. Our research aimed to contribute to the leader-follower literature by examining how medical leaders deal with professional identity struggles and changes to traditional work identities. We draw on data from a study of senior hospital doctors (consultant-level doctors from a variety of medical specialties in Health Boards in NHS Scotland). Our findings suggest that most senior hospital doctors in our study struggle to grant leadership identities to their medical leaders who claim such leadership identities, although they seek to see more doctors engaging in leadership. This article contributes to extant research on the influence of medical leadership roles on leader-follower identity construction.",
keywords = "Leadership, Followers, Co-construction, Identity, NHS Scotland",
author = "Brian Howieson and S. Bushfield and Graeme Martin",
note = "Funding Information: The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by the British Medical Association Scottish Consultants Committee . Funding Information: A search, however, of major databases (Business Source Complete, Science Direct and Scopus) found only a limited number of studies that examined leadership identity construction in a hybrid context, such as the UKUK state-funded healthcare system with senior hospital doctors. Overall, our review of the relevant literature echoes the view of Epitropaki et al. (2017: 114) who state: {\textquoteleft}the absence of empirical work (on leadership identity construction) is striking. With the exception of the Jackson and Johnson (2012) and the Marchiondo et al. (2015) studies, we were unable to locate empirical studies on the interpersonal level{\textquoteright}. Thus, we conclude there is need for more empirical work at this level on the theoretical tenets of the leader and follower {\textquoteleft}claiming{\textquoteright} and {\textquoteleft}granting{\textquoteright} identities process.The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by the British Medical Association Scottish Consultants Committee. Publisher Copyright: {\textcopyright} 2023",
year = "2023",
month = apr,
day = "21",
doi = "10.1016/j.emj.2023.04.012",
language = "English",
journal = "European Management Journal",
issn = "0263-2373",
publisher = "Elsevier",
}