To read this content please select one of the options below:

Exploring links between NHS leadership and improvement

Jeanne Hardacre (ORCNi Ltd., UK)
Robert Cragg (ORCNi Ltd., UK)
Hugh Flanagan (ORCNi Ltd., UK)
Peter Spurgeon (Institute for Clinical Leadership, Medical School, University of Warwick, UK)
Jonathan Shapiro (Medical School, University of Birmingham, UK)

International Journal of Leadership in Public Services

ISSN: 1747-9886

Article publication date: 13 September 2010



While the need for leadership in health care is well recognised, there is still the need to better understand how leadership contributes to improving healthcare services. The body of knowledge concerning improvement has grown significantly in recent years, but evidence about links between leadership and health services improvement remains poor, especially within the UK National Health Service. It remains unclear how and why leadership is important to service improvement, and how leadership development can optimise service improvement.This paper describes a study commissioned by The Health Foundation, exploring the links between leadership behaviours reported by clinicians and managers in NHS organisations and their service improvement work. The study highlights leadership behaviours that appear to be positively associated with NHS improvement work. This paper provides insights into which aspects of leadership are used for different types of improvement work and considers lessons for leadership development.



Hardacre, J., Cragg, R., Flanagan, H., Spurgeon, P. and Shapiro, J. (2010), "Exploring links between NHS leadership and improvement", International Journal of Leadership in Public Services, Vol. 6 No. 3, pp. 26-38.



Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

Related articles