Abstract / Description of output
Historically, leadership research has focused on the qualities of people in formal leadership positions, not the processes of leadership itself. However, leader-centric approaches are unhelpful in healthcare, as good team performance is often the result of interactions between individuals, rather than the work of one person. This is particularly the case in emergency care, as shown by studies exploring how resuscitation teams work. This article discusses how shortcomings in the leadership discourse have permeated healthcare and are hindering the study of leadership. The authors suggest that focussing on what makes good leadership, as opposed to what makes good leaders, will provide a way forward.
| Original language | English |
|---|---|
| Pages | 10-12 |
| Number of pages | 3 |
| Volume | 112 |
| No. | 41-42 |
| Specialist publication | Nursing Times |
| Publication status | Published - 26 Oct 2016 |