Potential challenges facing distributed leadership in health care: evidence from the UK National Health Service

Graeme Martin (Lead / Corresponding author), Nic Beech, Robert MacIntosh, Stacey Bushfield

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    Abstract

    The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-located health-care organisations that embraced DL as part of their organisational strategy. Recent theorising positions DL as a hybrid model combining focused and dispersed leadership; however, our data raise important challenges for policymakers and senior managers who are implementing such a leadership policy. We show that there are three distinct forms of disconnect and that these pose a significant problem for DL. However, we argue that instead of these disconnects posing a significant problem for the discourse of leaderism, they enable a fantasy of leadership that draws on and supports the discourse.

    Original languageEnglish
    Pages (from-to)14-29
    Number of pages16
    JournalSociology of Health & Illness
    Volume37
    Issue number1
    Early online date20 Dec 2014
    DOIs
    Publication statusPublished - 20 Jan 2015

    Keywords

    • distributed leadership
    • hybrid leadership
    • engagement

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