Abstract
This chapter is about the different ways and relationships in which leadership needs to be, or can be, shared. It starts with a discussion of the most important and the only inescapable example of leadership sharing in the NHS — that between a chairman and general manager. It is this relationship that will be analysed in the usual three parts: ideal, difficulties, and steps towards the ideal. Then there will be a more general account of the nature and value of leadership sharing in other relationships.
‘It is remarkable how well you and the DGM gell, so that you each come in as appropriate.’ (An observer of a meeting commenting to the chairman)
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Notes and References
R. M. Belbin, Management Teams: why they succeed or fail (London: Heinemann, 1981).
Cf. Cedric Sandford, ‘Bath Gives Lead to its Members’, The Health Service Journal (5 March 1987); The University of Birmingham Health Services Management Centre, ‘The Role of the Health Authority and its Members: Post Griffiths, Newcastle Health Authority’ (Health Services Management Centre, University of Birmingham, 1986).
Warren Kinston, ‘The District Health Authority,’ working paper (Brunei Institute of Organization and Social Studies, 1986).
Anne Spencer, On the Edge of the Organization: The Role of the Outside Director (Chichester, John Wiley, 1983) p. 67.
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© 1989 Rosemary Stewart
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Stewart, R. (1989). Sharing the Leadership. In: Leading in the NHS. Palgrave, London. https://doi.org/10.1007/978-1-349-19934-1_5
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DOI: https://doi.org/10.1007/978-1-349-19934-1_5
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-48085-4
Online ISBN: 978-1-349-19934-1
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