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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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PRINTED FROM POLICY PRESS SCHOLARSHIP ONLINE (www.policypress.universitypressscholarship.com). (c) Copyright Policy Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in PPSO for personal use.date: 22 October 2019

Leadership development

Leadership development

Chapter:
(p.111) Chapter 8 Leadership development
Source:
Leadership for healthcare
Author(s):

Jean Hartley

John Benington

Publisher:
Policy Press
DOI:10.1332/policypress/9781847424877.003.0008

This chapter uses the analytical framework, placing ‘leadership development’ in the centre of the diagram. This chapter is about the ideas and the evidence for types of leadership development and how effective they are found to be. The analytical framework is re-employed because the same issues of analytical clarity dog the leadership development literature. How leadership is conceptualised will influence the kinds of leadership development that are promoted. The analysis of the characteristics of leadership will shape leadership development programmes. Leadership development requires analysis of the contexts of leadership otherwise the design of opportunities and programmes will lack realistic preparation for participants. Learning to read context is a key leadership skill. This chapter also considers the implications for selecting staff for leadership development opportunities, for designing leadership development, and for evaluating leadership.

Keywords:   leadership development, leadership contexts, leadership characteristics, evaluating leadership

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