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This innovative book analyses the evolving nature of leadership, exploring an ever-increasing range of theoretical concepts and applying these to practices within healthcare organisations. A wide range of theories are covered, from behavioural to attitudinal, socio-cognitive to contingency, and social exchange to team. By identifying the common underlying characteristics that are present in leadership styles and approaches, the author successfully crafts a useful model that is adaptable to different scenarios and contexts within the realms of healthcare management. Offering a series of detailed case studies from around the world, this book proposes three crucial concepts for leadership within the health sector: leadership credibility, professional credibility and organisational dynamics. Both scholars and practitioners will find the theoretical framework provided in this book insightful and applicable in real-life situations.
Paul Turner is Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK, having held similar roles at universities in Birmingham, Nottingham and Cambridge. In a long business career Paul held Executive and HR Director positions in FTSE and Fortune companies and was Vice President of the CIPD. He was Chair of Human Asset, People Innovation and the European Talent for Tomorrow conferences, as well as being a judge on the Middle East HR, European HR Excellence and the CIPD People Management Awards. Having worked extensively with health sector organisations Paul is the author or co- author of several books including his most recent, Talent Management in Healthcare (2017).
1. Leadership in Dynamic and Diverse Health Sector Organisations.- 2. The Ecology of Healthcare.- 3. The Role of Leaders: The Importance of Leadership.- 4. Leading in the Health Sector: Research and Practice.- 5. A Model for Health Sector Leadership.- 6. Leadership Capability Through Personal Insight and Leadership Identity.- 7. The Importance of Professional Credibility.- 8. Understanding Organisational Dynamics.- 9. Linking Leadership and Succession Planning.- 10.Assessing Health Professionals for Succession and Leadership Roles.- 11. Leadership Development Practices.- 12. Twenty Important Conclusions About Leadership in the Health Sector.
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