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Book review

Book review Health Services Management Research 20: 140 r 2007 Royal Society of Medicine Press Leadership in Health Care. Neil Goodwin (ed). Oxford: Routledge, 2005. 200pp; paperback; £19.99 Leadership in the field of publicly provided care systems. A chapter on European health- health care has been a much sought after goal care structures provides an analysis of the of the UK and other governments as the route context within which European managers have to manage change and introduce improvement to operate. This emphasizes not only the into health services. However, leadership is political context of health care but also the more than just management – leadership different modes of operation required by requires vision, the ability to challenge and managers who are to lead change in health- the ability to innovate. And it is, therefore, care systems, which espouse the principles of dominated by people who can use their devolved management. Goodwin examines the personalities and emotions to create change. functions of leadership in networks and part- Leadership has been a difficult concept for nerhips, and stresses the need for managers to centrally controlled health services to embrace. develop and use Trust. There is considerable The role of the health-care manager as a leader attention paid to the need for well-developed is to encourage and implement central govern- emotional intelligence in management, and the ment policy at a local level rather than the more book provides useful information on how common business view of the leader as vision- managers can assess and deal with their own ary and market leader. Senior health-care emotional intelligence. managers are appointed rather than emerging, In four short case studies, the success of and find themselves in posts in which they are different chief executives is compared. Good- expected to implement policies not of their win demonstrates that implementing national own devising. Based on his own personal policy requires personal vision, influence and experience of running a strategic health author- risk taking, but without any direct managerial ity, an organization which has relatively little control over external players. The final chapter positional power through which to impose offers some advice on how support can be behaviours, Neil Goodwin presents a model of provided to managers placed in leadership health-care leadership based on devolved roles. management. In this, the successful conduct This book fills a very necessary gap in the of the leadership role of the manager requires management literature. It provides an analysis the manager to coax people who are not of the particular role required of health-care followers either by disposition such as profes- leaders operating inside complex systems sionals or by position such as working in made up of many different organizations and independent organizations into the desired subsystems, which involves a delicate balance behaviours. His view of leadership is of the recognition of individual interpersonal embedded in the ability of the individual skills in managing the complex nexus of to use networking, partnerships and inter- organizations, which together create a modern personal skills to achieve both change and health-care system. policy implementation. The book blends approaches to help indivi- dual managers recognize their own leadership Ellie Scrivens styles and characteristics within the context of Keele University the structures and demands of wider health- E-mail: [email protected] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Health Services Management Research SAGE

Book review

Health Services Management Research , Volume 20 (2): 1 – May 1, 2007
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References (8)

Publisher
SAGE
Copyright
© 2007 Royal Society of Medicine Press
ISSN
0951-4848
eISSN
1758-1044
DOI
10.1258/095148407780744697
Publisher site
See Article on Publisher Site

Abstract

Health Services Management Research 20: 140 r 2007 Royal Society of Medicine Press Leadership in Health Care. Neil Goodwin (ed). Oxford: Routledge, 2005. 200pp; paperback; £19.99 Leadership in the field of publicly provided care systems. A chapter on European health- health care has been a much sought after goal care structures provides an analysis of the of the UK and other governments as the route context within which European managers have to manage change and introduce improvement to operate. This emphasizes not only the into health services. However, leadership is political context of health care but also the more than just management – leadership different modes of operation required by requires vision, the ability to challenge and managers who are to lead change in health- the ability to innovate. And it is, therefore, care systems, which espouse the principles of dominated by people who can use their devolved management. Goodwin examines the personalities and emotions to create change. functions of leadership in networks and part- Leadership has been a difficult concept for nerhips, and stresses the need for managers to centrally controlled health services to embrace. develop and use Trust. There is considerable The role of the health-care manager as a leader attention paid to the need for well-developed is to encourage and implement central govern- emotional intelligence in management, and the ment policy at a local level rather than the more book provides useful information on how common business view of the leader as vision- managers can assess and deal with their own ary and market leader. Senior health-care emotional intelligence. managers are appointed rather than emerging, In four short case studies, the success of and find themselves in posts in which they are different chief executives is compared. Good- expected to implement policies not of their win demonstrates that implementing national own devising. Based on his own personal policy requires personal vision, influence and experience of running a strategic health author- risk taking, but without any direct managerial ity, an organization which has relatively little control over external players. The final chapter positional power through which to impose offers some advice on how support can be behaviours, Neil Goodwin presents a model of provided to managers placed in leadership health-care leadership based on devolved roles. management. In this, the successful conduct This book fills a very necessary gap in the of the leadership role of the manager requires management literature. It provides an analysis the manager to coax people who are not of the particular role required of health-care followers either by disposition such as profes- leaders operating inside complex systems sionals or by position such as working in made up of many different organizations and independent organizations into the desired subsystems, which involves a delicate balance behaviours. His view of leadership is of the recognition of individual interpersonal embedded in the ability of the individual skills in managing the complex nexus of to use networking, partnerships and inter- organizations, which together create a modern personal skills to achieve both change and health-care system. policy implementation. The book blends approaches to help indivi- dual managers recognize their own leadership Ellie Scrivens styles and characteristics within the context of Keele University the structures and demands of wider health- E-mail: [email protected]

Journal

Health Services Management Research – SAGE

Published: May 1, 2007

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