Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
71
result(s) for
"Benington, John"
Sort by:
Leadership for healthcare
It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.
eBook
Leadership in healthcare
Is leadership just a fashion which is blowing through the healthcare sector and will blow out again? This book demonstrates why leadership - across the organization and across healthcare networks - needs to be taken seriously.
Book
Leadership for healthcare
It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.
eBook
Leadership concepts
This chapter examines the different concepts that are used to define and explain leadership, noting that the definition of leadership influences the ways in which leadership behaviours, processes and outcomes are viewed. The different approaches to leadership taken by different authors have an impact on the questions and the use of evidence about leadership. Different concepts mean that different authors emphasise particular features of leadership while downplaying other aspects. Some authors do not define what they mean by leadership in their studies, which leads to a haze of conceptual ambiguity. The discussion also considers perspectives on leadership, the personal qualities of the leader, leadership as a position, leadership as a social process and management.
Book Chapter
Consequences of leadership
This chapter examines the consequences of leadership, rigorously questioning the extent to which the claims of a link between leadership and performance are justified, both in terms of evidence of causation and also because of attributional processes. The discussion explores evidence of impact by using the public value chain (covering inputs, activities, partnerships, outputs, user satisfaction and outcomes) and emphasising the need to consider the contribution to the common good not just contribution to organisational or network effectiveness.
Book Chapter
Leadership development
This chapter uses the analytical framework, placing 'leadership development' in the centre of the diagram. This chapter is about the ideas and the evidence for types of leadership development and how effective they are found to be. The analytical framework is re-employed because the same issues of analytical clarity dog the leadership development literature. How leadership is conceptualised will influence the kinds of leadership development that are promoted. The analysis of the characteristics of leadership will shape leadership development programmes. Leadership development requires analysis of the contexts of leadership otherwise the design of opportunities and programmes will lack realistic preparation for participants. Learning to read context is a key leadership skill. This chapter also considers the implications for selecting staff for leadership development opportunities, for designing leadership development, and for evaluating leadership.
Book Chapter
The challenges of leadership
This chapter explores the challenges of leadership which concern the principal purposes, goals or aims that leaders and leadership attempt to address. These challenges are crucial to leadership and it can be argued that 'the primary task' or public value goals of leadership are central to understanding leadership effectiveness, although not all leadership studies address this question of purpose. The interest in 'new leadership' (charismatic leadership, transformational leadership) brought the value of 'vision' back into leadership studies. In fact, the purposes of leadership often go beyond vision into the goals, values and aims of leadership. The complex context of healthcare makes this a particularly fertile site for the exploration and contestation of purposes by different stakeholders.
Book Chapter
Characteristics of leadership
This chapter examines the characteristics of leadership - the roles and resources, including power resources, which are available to the leadership. The chapter explores how far and why formal and informal leadership roles and processes are similar or different; whether direct (face-to-face) leadership and indirect leadership (operating through a chain of command or distributed network) are distinctive; and the impact of different sources of legitimacy (expertise, democratic election and so on). The characteristics of leadership are also shaped by the organisational and inter-organisational conditions that may support, enhance or limit leadership. In addition, the discussion explores how far the leadership of interorganisational networks is similar to, or different from, the leadership of discrete organizations.
Book Chapter