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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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Consequences of leadership

Consequences of leadership

Chapter:
(p.95) Chapter 7 Consequences of leadership
Source:
Leadership for healthcare
Author(s):

Jean Hartley

John Benington

Publisher:
Policy Press
DOI:10.1332/policypress/9781847424877.003.0007

This chapter examines the consequences of leadership, rigorously questioning the extent to which the claims of a link between leadership and performance are justified, both in terms of evidence of causation and also because of attributional processes. The discussion explores evidence of impact by using the public value chain (covering inputs, activities, partnerships, outputs, user satisfaction and outcomes) and emphasising the need to consider the contribution to the common good not just contribution to organisational or network effectiveness.

Keywords:   leadership consequences, leadership performance, network effectiveness, user satisfaction, public value chain

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