The reforming appeal of distributed leadership.
With a systematic literature review, this article examines the significance of distributed leadership in healthcare, assessing the extent to which it reflects a consistent set of values, meanings, practices and outcomes. It identifies key mediating factors and their importance in enabling or constra...
| Publicado en: | British Journal of Healthcare Management Vol. 23; no. 6; pp. 262 - 271 |
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| Autor principal: | |
| Formato: | research systematic review tables/charts Journal Article |
| Publicado: |
Mark Allen Holdings Limited
2017
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=123852787&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 123852787 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 13580574 GHB jtl: British Journal of Healthcare Management issn: 13580574 maglogo: N pubinfo: dt: 2017 vid: 23 iid: 6 pid: 11383 pub: Mark Allen Holdings Limited artinfo: ui: 123852787 123852787 123852787 10.12968/bjhc.2017.23.6.262 123852787 ppf: 262 ppct: 9 formats: tig: atl: The reforming appeal of distributed leadership. aug: au: Beirne, Martin affil: Professor of management and organizational Behaviour, Adam Smith Business School, University of Glasgow, Scotland sug: subj: Health Care Delivery Leadership Classification Empowerment Professional Development Accountability Decision Making, Clinical Human Medline CINAHL Database Embase National Health Programs United Kingdom United Kingdom Systematic Review ab: With a systematic literature review, this article examines the significance of distributed leadership in healthcare, assessing the extent to which it reflects a consistent set of values, meanings, practices and outcomes. It identifies key mediating factors and their importance in enabling or constraining distributive leadership processes. The findings indicate that clinicians without formal leadership titles are inspiring change and driving improvements, although countervailing pressures are limiting this in practice. Distributed leadership is evident in the way that clinical teams function, and more could be made of this for the modernisation of healthcare. At present, this potential tends to be constrained, and subject to competing interpretations that reflect distinct occupational identities. Greater attention could be given to educational and developmental programmes that claim space for distributed influence among current and aspiring leaders, and for enabling arrangements that can help 'ordinary leaders' to feel less vulnerable and more confident about this aspect of their practice. Established approaches to leader development could be usefully refocused to prioritise collective processes and refine relational abilities, ideally with more inclusive, joint venture initiatives that bring formal and informal leaders together for mutual learning and effective engagement. pubtype: Academic Journal doctype: research systematic review tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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