Looking beyond tasks to develop flexible leadership.

Adrian Barton, Nick Johns, Sally Magee

Research output: Contribution to journalArticleResearchpeer-review

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Abstract

There is a determination within health and social care to make leaders and leadership better and more able to face the challenges presented by an ever-changing social, political and organisational landscape. However, this determination is not without difficulties, especially the challenge of changing existing work place culture and climate. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that even in a safe and risk-free environment health and social care leaders approached a hypothetical scenario in a defensive, hierarchical and expert-led manner and only after they were given ‘expert’ permission to change leadership style did they act collectively and seek to adopt a transformational style of leadership.
Original languageEnglish
Pages (from-to)225-230
JournalBritish Journal of Healthcare Management
Volume23
Issue number03
Publication statusPublished - 21 Feb 2017

Keywords

  • Leadership
  • Organisational culture
  • Flexibility
  • Change
  • Task-oriented

Cite this

Barton, A., Johns, N., & Magee, S. (2017). Looking beyond tasks to develop flexible leadership. British Journal of Healthcare Management, 23(03), 225-230.
Barton, Adrian ; Johns, Nick ; Magee, Sally. / Looking beyond tasks to develop flexible leadership. In: British Journal of Healthcare Management. 2017 ; Vol. 23, No. 03. pp. 225-230.
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Barton, A, Johns, N & Magee, S 2017, 'Looking beyond tasks to develop flexible leadership.', British Journal of Healthcare Management, vol. 23, no. 03, pp. 225-230.

Looking beyond tasks to develop flexible leadership. / Barton, Adrian; Johns, Nick; Magee, Sally.

In: British Journal of Healthcare Management, Vol. 23, No. 03, 21.02.2017, p. 225-230.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

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AU - Barton, Adrian

AU - Johns, Nick

AU - Magee, Sally

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Y1 - 2017/2/21

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AB - There is a determination within health and social care to make leaders and leadership better and more able to face the challenges presented by an ever-changing social, political and organisational landscape. However, this determination is not without difficulties, especially the challenge of changing existing work place culture and climate. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that even in a safe and risk-free environment health and social care leaders approached a hypothetical scenario in a defensive, hierarchical and expert-led manner and only after they were given ‘expert’ permission to change leadership style did they act collectively and seek to adopt a transformational style of leadership.

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KW - Organisational culture

KW - Flexibility

KW - Change

KW - Task-oriented

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VL - 23

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Barton A, Johns N, Magee S. Looking beyond tasks to develop flexible leadership. British Journal of Healthcare Management. 2017 Feb 21;23(03):225-230.