000			01833cam a2200253 4500
001			1909029319
008			170215t2014 xxu||||| |||| 00| 0 eng d
020			_a1909029319
020			_a9781909029316 (pbk.)
100			_aWest, Michael A. [1951-]
245		0	_aDeveloping collective leadership for health care
260			_aLondon _bThe King's Fund _c2014
300			_a33 pages ; 30 cm
520			_aIncludes bibliographical references.
520			_aWith the NHS facing bigger challenges than ever before, leaders must ensure that cultures within health care organisations sustain high-quality, compassionate and ever-improving care. Key to shaping these cultures is leadership. This paper argues that collective leadership – as opposed to command-and-control structures – provides the optimum basis for caring cultures. Collective leadership entails distributing and allocating leadership power to wherever expertise, capability and motivation sit within organisations. NHS boards bear ultimate responsibility for developing strategies for coherent, effective and forward-looking collective leadership. This paper explains the interaction between collective leadership and cultures that value compassionate care, by drawing on wider literature and case studies of good organisational practice. It outlines the main characteristics of a collective leadership strategy and the process for developing this.
650			_aHEALTH SERVICES ADMINISTRATION
650			_aHEALTH SERVICES, organization and administration
650			_aLEADERSHIP
700			_aEckert, Regina
700			_aSteward, Katy
700			_aPasmore, William A.
856			_uhttps://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/developing-collective-leadership-kingsfund-may14.pdf _y[Pdf freely available]
999			_c80903 _d80903