Skip to main content
SpringerLink
Log in

Healthcare Reform and Leadership

  • Chapter
Book cover The New Public Leadership Challenge

Abstract

The British National Health Service (NHS) employs over 1.3 million people, and spends about £90 billion a year. Services are delivered through about 300 NHS organisations and 5,200 GP practices. The NHS sees about 1.5 million patients every day. It is a huge enterprise, which dwarfs most other areas of the public sector in scale and complexity, touches the lives of almost every citizen directly or indirectly, and operates under intense public, media and political scrutiny. In any terms, it presents a unique leadership challenge.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 109.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 139.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 139.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Alimo-Metcalfe, B. (1999) ‘Leadership in the NHS: What are the Competencies and Qualities Needed and How Can They Be Developed?’, in Mark, A. and Dopson, S. (eds), Organisational Behaviour in Health Care.

    Google Scholar 

  • Bass, B.M. (1990) Bass and Stogdill’s Handbook of Leadership Theory. New York: The Free Press.

    Google Scholar 

  • Bevan, R.G. and Robinson, R. (2005) ‘The Interplay Between Economic and Political Logics’, Journal of Health Policy, Politics and Law, 30:1, 2:53–78.

    Google Scholar 

  • Brown, R.G.S. (1979) Reorganising the National Health Service: A Case Study in Administrative Change. Oxford: Blackwell.

    Google Scholar 

  • Cabinet Office (2007) Capability Review of the Department of Health. London: Cabinet Office.

    Google Scholar 

  • Chambers, N. (2006) ‘Governance and the Work of Health Service Boards’, in Walshe, K. and Smith, J. (eds), Healthcare Management. Maidenhead: Open University Press

    Google Scholar 

  • Chambers, N. (2007) Leadership in Social Care Settings: A Brief Review of the Literature. www.talknet.eu accessed 1 May 2009.

    Google Scholar 

  • Chambers, N. and Cornforth, C. (2009 in press) ‘The Role of Corporate Governance and Boards in Organisational Performance’, in Walshe, K., Harvey, G., Spencer, E., Skelcher, C. and Jas, P. (eds), From Knowing to Doing: Connecting Knowledge and Performance in Public Services. Cambridge: Cambridge University Press.

    Google Scholar 

  • Collins, J. (2001) Good to Great. New York: HarperCollins.

    Google Scholar 

  • Cornforth, C. (2003) The Governance of Public and Non-Profit Organizations: What Do Boards Do? Abingdon: Routledge.

    Book  Google Scholar 

  • Davies, H.T.O., Hodges, C. and Rundall, T. (2003) ‘Views of Doctors and Managers on the Doctor-Manager Relationship in the NHS’, British Medical Journal, 326: 626–628.

    Article  Google Scholar 

  • Degeling, P., Hill, M. and Kennedy, J. (2001) ‘Mediating the Cultural Boundaries Between Medicine, Nursing and Management: The Central Challenge of Hospital Reform’, Health Services Management Research, 14: 36–48.

    Article  Google Scholar 

  • Degeling, P., Maxwell, S., Kennedy, J. and Coyle, B. (2003) ‘Medicine, Management and Modernisation: A “Danse Macabre”?’, British Medical Journal, 326: 649–652.

    Article  Google Scholar 

  • Denis, J.-L., Lamothe, L. and Langley, A. (2001) ‘The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations’, Academy ofManagement Journal, 44: 809–937.

    Article  Google Scholar 

  • Department of Health (2000) The NHS Plan: A Plan for Investment, a Plan for Reform. London: HSMO.

    Google Scholar 

  • Department of Health (2001a) Shifting the Balance of Power: Securing Delivery. London: Department of Health.

    Google Scholar 

  • Department of Health (2001b) NHS Leadership Qualities Framework. http://www.nhsleaedershipqualities.nhs.uk/.

  • Department of Health (2001c) Learning from Bristol: The Report of the Public Inquiry into Children’s Heart Surgery at the Bristol Royal Infirmary 1984–1995. London: Department of Health.

    Google Scholar 

  • Department of Health (2005) The Kerr/Haslam Inquiry. London: Department of Health.

    Google Scholar 

  • Department of Health (2008) High Quality Care for All: Next Stage Review of the NHS. London: Department of Health.

    Google Scholar 

  • Department of Health (2008) World Class Commissioning. London: Department of Health.

    Google Scholar 

  • Department of Health (2009) Inspiring Leaders–Leadership for Quality, Guidance for NHS Talent and Leadership Plans. London: Department of Health.

    Google Scholar 

  • Dickinson, H. and Ham, C. (2008) Engaging Doctors in Leadership: Review of the Literature. Birmingham: HSMC, University of Birmingham.

    Google Scholar 

  • Dopson, S. (1994) ‘Management: The One Disease Consultants Did Not Think Exists’, Journal of Management in Medicine, 8(5): 25–37.

    Article  Google Scholar 

  • Exworthy, M. and Halford, S. (eds) (1999) Professionals and the New Managerialism in the Public Sector. Buckingham: Open University Press.

    Google Scholar 

  • Fitzgerald, L. (1994) ‘Moving Clinicians into Management. A Professional Challenge or Threat?’, Journal of Management in Medicine, 8(6): 32–44.

    Article  Google Scholar 

  • Goodwin, N. (2006) Leadership in Health Care: A European Perspective. Abingdon: Routledge.

    Google Scholar 

  • Griffiths, R. (1983) NHS Management Inquiry. London: Department of Health.

    Google Scholar 

  • Grint, K. (2005) Leadership: The Heterarchy Principle. London: Palgrave Macmillan.

    Google Scholar 

  • Harrison, S., Hunter, D. and Pollitt, C. (1990) The Dynamics of British Health Policy. London: Unw in Hyman.

    Google Scholar 

  • Harrison, S. and Pollitt, C. (1994) Controlling the Health Professionals: The Future of Work and Organization in the NHS. Buckingham: Open University Press.

    Google Scholar 

  • Healthcare Commission (2007) Investigation into Outbreaks of Clostridium Difficile at Maidstone and Tunbridge Wells NHS Trust. London: Healthcare Commission.

    Google Scholar 

  • Healthcare Commission (2009) Investigation into Mid Staffordshire NHS Foundation Trust. London: Healthcare Commission.

    Google Scholar 

  • Klein, R. (2006) The New Politics of the NHS, 5th edition. Oxford: Radcliffe Publishing.

    Google Scholar 

  • Marks, J.H. (1972) ‘NHS Management: 1974 and Beyond’, Br Med J., 4 November (3528): 21–28.

    Google Scholar 

  • Mintzberg, H. (1979) The Structuring of Organisations. Englewood Cliffs: Prentice-Hall.

    Google Scholar 

  • NHS Confederation (2009) Future of Leadership: Reforming Leadership Development… Again. London: NHS Confederation.

    Google Scholar 

  • NHS Institute for Innovation and Improvement (2003) NHS Leadership Qualities Framework: Full Technical Research Paper. Warwick: NHS Institute.

    Google Scholar 

  • NHS Institute for Innovation and Improvement (2006) NHS Leadership Qualities Framework. Warwick: NHS Institute.

    Google Scholar 

  • NHS Institute for Innovation and Improvement (2008) Medical Leadership Competency Framework. Warwick: NHS Institute.

    Google Scholar 

  • NHS Training Authority (1986) Better Management, Better Health. Bristol: NHSTA.

    Google Scholar 

  • Preker, A.S. and Harding, A. (2003) Innovations in Health Service Delivery: The Corporatisation ofHospitals. New York: World Bank.

    Book  Google Scholar 

  • Robinson, J.C. (1999) The Corporate Practice of Medicine: Competition and Innovation in Healthcare. Berkeley: University of California Press.

    Google Scholar 

  • Saunders, G. (2006) The NHS National Management Training Scheme in England: A Chronology. Warwick: NHS Institute.

    Google Scholar 

  • Smith, J. and Walshe, K. (2004) ‘Big Business: Lessons from the Corporatisation of Primary Care in the United Kingdom and the United States’, Public Money and Management, 24(2): 87–96.

    Article  Google Scholar 

  • Wilsford, D. (1994) ‘Path Dependency, or Why History Makes It Difficult but Not Impossible to Reform Health Care Systems in a Big Way’, Journal of Public Policy, 14: 251–283.

    Article  Google Scholar 

Download references

Authors
  1. Kieran Walshe
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Naomi Chambers
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Manchester Business School, UK

    Stephen Brookes (Senior Fellow in Public Policy and Management) (Senior Fellow in Public Policy and Management)

  2. Institute of Governance and Public Management, Warwick Business School, UK

    Keith Grint (Professor of Public Leadership & Management) (Professor of Public Leadership & Management)

Copyright information

© 2010 Kieran Walshe and Naomi Chambers

About this chapter

Cite this chapter

Walshe, K., Chambers, N. (2010). Healthcare Reform and Leadership. In: Brookes, S., Grint, K. (eds) The New Public Leadership Challenge. Palgrave Macmillan, London. https://doi.org/10.1057/9780230277953_3

Download citation

Publish with us

Policies and ethics

Search

Navigation