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Leadership and vision in the NHS: how do we create the “vision thing”?

Mark Hackett (Mark Hackett is Chief Executive at Birmingham Women’s Health Care NHS Trust, UK)
Peter Spurgeon (Peter Spurgeon is Professor at the Health Services Management Centre, University of Birmingham, UK)

Health Manpower Management

ISSN: 0955-2065

Article publication date: 1 February 1996



The development of NHS trusts has been a major part of the NHS reforms in the United Kingdom. The creation of trust boards has coincided with significant pressures from the combined forces for change and consolidation within publicly financed health care in the UK. The development of a long‐term strategic vision for trusts to ensure long‐term survival is imperative. Considers evidence from international researchers and translates this into the context of NHS trusts. Discusses how they define and identify vision and ensure that vision building can be communicated and understood by key stakeholders within and outside the organization. Offers several practical suggestions on how their vision can be monitored and evaluated within the organization.



Hackett, M. and Spurgeon, P. (1996), "Leadership and vision in the NHS: how do we create the “vision thing”?", Health Manpower Management, Vol. 22 No. 1, pp. 5-9.




Copyright © 1996, MCB UP Limited

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