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Briefly examines the role of the clinical director in the NHS. Utilizes the research of Gabarro on the process of “taking charge” in a new managerial role and applies this conceptual model to the experiences of clinical directors. Discusses the factors relevant to success in the process of “taking charge”, in particular the presence of prior experience relevant to the role and the ability to establish good relationships with peers, subordinates and/or bosses. Concludes that clinical directors should be given more help and support in the learning processes involved in taking on a new role. Utilizes data collected by interviews with a small sample of doctors involved in management.

The article utilises contrasting heuristical perspectives ‐ contingency and political theory ‐ to help throw light on aspects of managerial effectiveness at an NHS Trust hospital in the UK. This reveals differences in the way in which managerial effectiveness is configured and understood. It utilises a qualitative case study approach. Data were collected by semi‐structured interview from different stakeholders, particularly general managers and clinical managers. It may be relevant to other public sector organizations in the UK and elsewhere. It concludes that managerial effectiveness is complex, subjective and more about difference than objective rationality. It recommends that managers pay more attention to political awareness, skills and understanding.

Briefly examines the organizational context of the clinical director in the NHS. Utilizes theoretical contributions from cultural, symbolic, political and postmodernist perspectives and applies these to the experience of clinical directors. Discusses the importance of understanding individual subjective views of meaning as represented in purposive/cognitive maps. Concludes that the clinical director should be able to diagnose the subjective views of organizational participants as a basis for understanding individual/group behaviour.

Focuses on organizational change in a “first wave” NHS trust hospital. Examines the experiences of a group of clinical directors at this hospital as they respond to external pressures to change, instigated by recent Government policy. Analyses qualitative data, collected via in‐depth interviews with the clinical directors, using psychoanalytic concepts and theory.

The introduction of robotic process automation (RPA) in shared service centres (SSCs) can hardly be overlooked. This article, therefore, draws on the institutional theory to widen the understanding of its implementation and outcomes regarding people management. Drawing on the lens of the institutional theory and the literature on SSCs and RPA, this study addresses the key challenges and outcomes of robotization.

The study follows a qualitative approach and a purposeful sampling design that collected data from six major SSCs) introducing robotization. Data were collected from semi-structured interviews with service representatives, including RPA project managers. A thematic content analysis was used.

The introduction of robotics follows mechanisms of coercive, normative and mimetic isomorphism and is effectively replacing workers. So far, this process has been managed through a few reactive people management practices, such as earlier retirements, internal mobility and outsourcing reduction, which warns of future tensions. The findings also show the emergence of new jobs, such as robot developers and robot managers.

The paper contributes to the limited empirical body of research in RPA in SSCs. The study is novel as it is one of the first offering an implementation roadmap for other SSCs and illustrates the positive impact on processes redesign. It also provides empirical evidence on the debate about the potential for service workers' replacement versus tasks augmentation. In the longer term, this study opens new research avenues related to the tensions and contradictions from the progressive institutionalization of robotization in service organizations.

The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK.

This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK.

This paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes.

This paper points out that there are developmental implications depending on the particular approach taken. It argues that leadership development will become increasingly important in dentistry in the UK.

This paper addresses a topic that has so far received limited attention in the literature.

The purpose of this paper is to explore the relevance of shared leadership to multi-disciplinary cancer care. It examines the policy background and applies concepts from shared leadership to this context. It includes discussion of the implications and recommendations.

This is a conceptual paper examining policy documents and secondary literature on the topic. While it focuses on the UK National Health Services, it is also relevant to other countries given they follow a broadly similar path with regard to multi-disciplinary working.

The paper suggests that shared leadership is a possible way forward for multi-disciplinary cancer care, particularly as policy developments are supportive of this. It shows that a shared perspective is likely to be beneficial to the further development of multi-disciplinary working.

Adopting shared leadership needs to be explored further using appropriate empirical research.

The paper offers comments on the implications of introducing shared leadership and makes recommendations including being aware of the barriers to its implementation.

The paper offers an alternative view on leadership in the health-care context.

Evaluates a competence‐based management development programme for a public sector client. Utilizes qualitative methodology to gather data about the impact of the programme on participants′ behaviour and skills. The focus is a large city council, and the participants are from a varied occupational background, e.g. careers, environmental health, social work. Concludes that while behavioural changes are evident, there is also continued merit in the more traditional academic aspects of development.

Attempts to address the question of managerial effectiveness in the UK′s National Health Service, with particular reference to doctors holding managerial positions as clinical directors. Emphasizes a systems framework as a model for analysis of the concept of effectiveness. Identifies and discusses the importance of various managerial inputs (for example, managerial behaviour) and outputs such as objectives in business plans. Highlights the difficulty of establishing outcome measures in a service organization. Contrasts this approach with an alternative subjectivist approach which questions the validity of objective measures of effectiveness. The two approaches are not necessarily incompatible but require a convergence in the philosophical assumptions underpinning analysis. May be relevant to medical managers and other professionals acting as managers in service organizations.

“Consumerism”, for want of a better description, is given to the mass of statutory control (which shows no sign of declining) of standards, trading justice to the consumer, means of redress to those who have been misled and defrauded, advice to those in doubt; and to the widespread movement, mostly in the Western world, to achieve these ends.