Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Amoo, NA; Malby, R; Mervyn, K (2016)
Publisher: Inderscience
Languages: English
Types: Article
Change and reform in the Healthcare system, and policy determination to reduce costs has now necessitated a rethink and more innovation for this sector. In the healthcare sector, leadership needs to strengthen professionals who have the dual responsibility for ensuring the quality and effectiveness of healthcare and this requires new organisational forms beyond the traditional hierarchical organisational structures. Drawing upon strategic management and leadership discourse to underpin the study into sustainable and high performing systems, we then look at seven key lessons (propositions) from a mixed-methods study of a live city-wide large-scale collaborative in Leeds, UK. These seven propositions are framed in the context of leadership and strategy, however interesting and emergent findings also emerged as a result of the study. We thereby illuminate the challenges and opportunities to the collaboratives development in the context of global government calls for better healthcare management within the sector. We found that in the sustainability of such collaboratives, requires a more effective structure could be local city-wide collaborative in contrast to national or regional collaborative, however there are also several unknowns in such novel organisational structures. The shared and distributive form of leadership is underpinned with an energetic strategic leader who holds the centre whilst inspiring and empowering the collective nature of all members. This is also effectively achieved through promotion of a professional culture that is sustained through structured organisational learning. This paper adds to the small but growing body of knowledge in Improvement Collaboratives in the Health sector.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Ackoff, R. (1999). "Transformational leadership." Strategy & Leadership 27(1): 20-25.
    • Avolio, B.J. (2007) 'Promoting more integrative strategies for leadership theorybuilding, American Psychologist, 62 (1), pp.25-33.
    • Asiedu, Elvis (2015). "Supportive Organizational Culture and Employee Job Satisfaction: A Critical Source of Competitive Advantage. A Case Study in a Selected Banking Company in Oxford, a City in the United Kingdom."International Journal of Economics & Management Sciences. 4:272.
    • Bass, Bernard M., and Bruce J. Avolio. "Transformational leadership: A response to critiques." (1993).
    • Battilana, J. and T. Casciaro (2012). "Change agents, networks, and institutions: A contingency theory of organizational change." Academy of Management Journal 55(2): 381-398.
    • Dainty, K. N., D. C. Scales, T. Sinuff and M. Zwarenstein (2013). "Competition in collaborative clothing: a qualitative case study of influences on collaborative quality improvement in the ICU." BRITISH MEDICAL JOURNAL Quality & Safety 22(4): 317- 323.
    • Ford, J. D., L. W. Ford and A. D'Amelio (2008). "Resistance to change: The rest of the story." Academy of Management Review 33(2): 362-377.
    • Fund., T. K. (2014). The NHS budget and how has it changed.
    • Goleman, D. (2003). "What makes a leader." Organizational Influence Processes (Porter, LW, et al. Eds.), New York, ME Sharpe: 229-241.
    • Jacobs, B. D. (1996). "A Bureau‐Political Model of Local Networks and Public/Private Partnerships: Responses to Crisis and Change." Journal of Contingencies and Crisis Management 4(3): 133-148.
    • Johnson, G., Whittington, R., Angwin, D., Regner, P., Scholes, K., & Pyle, S. (2013).
    • Krebs, D. L. and D. T. Miller (1985). "Altruism and aggression." The handbook of social psychology 2: 1-71.
    • Mintzberg, H. (1994a). "The Fall and Rise of Strategic Planning." Harvard Business Review 72: 107-114.
    • Williams, I. (2011). "Organizational readiness for innovation in health care: some lessons from the recent literature." Health Services Management Research 24(4): 213-218.
    • Zachariadis, M., E. Oborn, M. Barrett and P. Zollinger-Read (2013). "Leadership of healthcare commissioning networks in England: a mixed-methods study on clinical commissioning groups." BRITISH MEDICAL JOURNAL open 3(2).
  • No related research data.
  • No similar publications.

Share - Bookmark

Download from

Cite this article