Values in managerialism and leadership

Abstract

Purpose

It is essential that healthcare leaders and managers recognise the importance of values; how they relate to the delivery of healthcare to patients as well as shape individual, professional and organisational practice. This paper attempts to address these issues.

Design/methodology/approach

The paper considers the concepts of values, managerialism and leadership in the present climate of rapid change, financial austerity, quality improvement and the drive towards patient‐centred care. It discusses a number of values‐based academic and professional standards, models and policy‐drivers to inform effective leadership and management for the improvement of healthcare delivery.

Findings

Shared values, when underpinned by an emphasis on patient care, can empower relationships between professions, providers and commissioners and advance discussions about priorities beyond a focus on morals and politics towards issues of shared goals and strategy implementation.

Originality/value

This paper bridges the gap between theory and practice and will appeal to leaders and managers irrespective of background or seniority. It offers a clear review of key issues, theories and practice skills which support effective values‐based leadership and management in healthcare settings.

Citation

Hobkirk, M. and Deuchar, N. (2011), "Values in managerialism and leadership", International Journal of Leadership in Public Services, Vol. 7 No. 2, pp. 109-118. https://doi.org/10.1108/17479881111160096