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dc.contributor.authorEdmonstone, John
dc.date.accessioned2018-06-29T22:02:48Z
dc.date.available2018-06-29T22:02:48Z
dc.date.issued2011-02
dc.identifierER2173
dc.identifier.citationEdmonstone, J. (2011) Developing leaders and leadership in health care: A case for rebalancing?, Leadership in Health Services, vol. 24, , pp. Aug-18,
dc.identifier.issn17511879
dc.identifier.urihttp://dx.doi.org/10.1108/17511871111102490
dc.identifier.urihttps://eresearch.qmu.ac.uk/handle/20.500.12289/2173
dc.description.abstractPurpose: The paper aims to describe the emerging critique of leader development in health care and to describe an alternative approach. Design/methodology/approach: The paper explores the growing critique of leader development, highlighting the concentration on the development of individual human capital. The creation of social capital through an emphasis on leadership development is explained. Design principles and potential obstacles are identified. Findings: A rebalancing of the field from an over-concentration on the development of individual leaders to an emphasis on context and relationships is necessary. Practical implications: Although the basic building-blocks of development will remain the same, there is a need to rebalance them towards leadership rather than leaders. Originality/value: The paper brings together in one place various strands of concern over leader development in health care and makes a case for change. Emerald Group Publishing Limited.
dc.format.extentAug-18
dc.publisherEmerald
dc.relation.ispartofLeadership in Health Services
dc.titleDeveloping leaders and leadership in health care: A case for rebalancing?
dc.typearticle
dcterms.accessRightsrestricted
dc.description.facultysch_iih
dc.description.volume24
dc.identifier.doihttp://10.1108/17511871111102490
dc.description.ispublishedpub
dc.description.eprintid2173
rioxxterms.typearticle
qmu.authorEdmonstone, John
dc.description.statuspub
dc.description.number1


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