PURPOSE: The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice. DESIGN/METHODOLOGY/APPROACH: This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries. FINDINGS: This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform. PRACTICAL IMPLICATIONS: To highlight the benefits and barriers to shared leadership for doctors. ORIGINALITY/VALUE: Offers an alternative to traditional approaches to leadership.
PURPOSE: The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice. DESIGN/METHODOLOGY/APPROACH: This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries. FINDINGS: This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform. PRACTICAL IMPLICATIONS: To highlight the benefits and barriers to shared leadership for doctors. ORIGINALITY/VALUE: Offers an alternative to traditional approaches to leadership.
Keywords:
Doctors; Leadership; NHS; National health service; Professionals; Shared leadership approach