Managerial effectiveness in the NHS: a possible framework for considering the effectiveness of the clinical director

Abstract

Examines managerial effectiveness in the NHS, in particular the effectiveness of the clinical director. Based on a qualitative study of an NHS Trust hospital case study, utilizes a social cognitive perspective to analyse the data and draw conclusions. Uses the data to suggest a possible framework for examining the effectiveness of individual directors. The framework may be relevant to other messages, particularly those in professional service organizations. It may also be used as a diagnostic tool to assess these managers. The framework is grounded in the perceptions of the interviewees at the Trust: both clinical directors and managers.

Citation

Willcocks, S. (1995), "Managerial effectiveness in the NHS: a possible framework for considering the effectiveness of the clinical director", Journal of Managerial Psychology, Vol. 10 No. 1, pp. 16-21. https://doi.org/10.1108/02683949510075164