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Leadership for healthcare$
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Jean Hartley

Print publication date: 2010

Print ISBN-13: 9781847424877

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781847424877.001.0001

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The contexts of leadership

The contexts of leadership

Chapter:
(p.39) Chapter 4 The contexts of leadership
Source:
Leadership for healthcare
Author(s):

Jean Hartley

John Benington

Publisher:
Policy Press
DOI:10.1332/policypress/9781847424877.003.0004

This chapter identifies themes and questions about context, because the context (for example, political and economic context, policy context, organisational context) both creates opportunities for and places constraints on action and is also a source of potential leverage for leaders. In particular, healthcare raises critical questions about the importance of the political, economic, social and institutional context, which has perhaps been underplayed in many analyses of healthcare leadership. This also raises questions as to how far the sector/industry, institutional or organisational context has been sufficiently examined in accounts of leadership more generally. In addition, there is more work to be done to understand how leaders ‘read’ the changing context and scan, interpret and articulate the nature of the wider environment for the group, organisation or network. Context is critical to understanding the processes and consequences of leadership.

Keywords:   leadership context, leadership leverage, healthcare, leadership consequences

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