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Developing leaders and leadership in health care: a case for rebalancing?

John Edmonstone (MTDS Consultancy, Littlethorpe, Ripon, UK, School of Public Policy & Professional Practice, University of Keele, Keele, UK, Institute for International Health & Development, Queen Margaret University, Edinburgh, UK and Centre for Innovation in Health Management, University of Leeds, Leeds, UK)

Leadership in Health Services

ISSN: 1751-1879

Article publication date: 8 February 2011

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Abstract

Purpose

The paper aims to describe the emerging critique of leader development in health care and to describe an alternative approach.

Design/methodology/approach

The paper explores the growing critique of leader development, highlighting the concentration on the development of individual human capital. The creation of social capital through an emphasis on leadership development is explained. Design principles and potential obstacles are identified.

Findings

A rebalancing of the field from an over‐concentration on the development of individual leaders to an emphasis on context and relationships is necessary.

Practical implications

Although the basic building‐blocks of development will remain the same, there is a need to rebalance them towards leadership rather than leaders.

Originality/value

The paper brings together in one place various strands of concern over leader development in health care and makes a case for change.

Keywords

Citation

Edmonstone, J. (2011), "Developing leaders and leadership in health care: a case for rebalancing?", Leadership in Health Services, Vol. 24 No. 1, pp. 8-18. https://doi.org/10.1108/17511871111102490

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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