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The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK.

This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK.

This paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes.

This paper points out that there are developmental implications depending on the particular approach taken. It argues that leadership development will become increasingly important in dentistry in the UK.

This paper addresses a topic that has so far received limited attention in the literature.

The purpose of this paper is to explore the relevance of shared leadership to multi-disciplinary cancer care. It examines the policy background and applies concepts from shared leadership to this context. It includes discussion of the implications and recommendations.

This is a conceptual paper examining policy documents and secondary literature on the topic. While it focuses on the UK National Health Services, it is also relevant to other countries given they follow a broadly similar path with regard to multi-disciplinary working.

The paper suggests that shared leadership is a possible way forward for multi-disciplinary cancer care, particularly as policy developments are supportive of this. It shows that a shared perspective is likely to be beneficial to the further development of multi-disciplinary working.

Adopting shared leadership needs to be explored further using appropriate empirical research.

The paper offers comments on the implications of introducing shared leadership and makes recommendations including being aware of the barriers to its implementation.

The paper offers an alternative view on leadership in the health-care context.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02683949510075164. When citing the article, please cite: Stephen Willcocks, (1995), “Managerial effectiveness in the NHS: a possible framework for considering the effectiveness of the clinical director”, Journal of Managerial Psychology, Vol. 10 Iss: 1, pp. 16 - 21.

Attempts to address the question of managerial effectiveness in the UK′s National Health Service, with particular reference to doctors holding managerial positions as clinical directors. Emphasizes a systems framework as a model for analysis of the concept of effectiveness. Identifies and discusses the importance of various managerial inputs (for example, managerial behaviour) and outputs such as objectives in business plans. Highlights the difficulty of establishing outcome measures in a service organization. Contrasts this approach with an alternative subjectivist approach which questions the validity of objective measures of effectiveness. The two approaches are not necessarily incompatible but require a convergence in the philosophical assumptions underpinning analysis. May be relevant to medical managers and other professionals acting as managers in service organizations.

The article utilises contrasting heuristical perspectives ‐ contingency and political theory ‐ to help throw light on aspects of managerial effectiveness at an NHS Trust hospital in the UK. This reveals differences in the way in which managerial effectiveness is configured and understood. It utilises a qualitative case study approach. Data were collected by semi‐structured interview from different stakeholders, particularly general managers and clinical managers. It may be relevant to other public sector organizations in the UK and elsewhere. It concludes that managerial effectiveness is complex, subjective and more about difference than objective rationality. It recommends that managers pay more attention to political awareness, skills and understanding.

Briefly examines the role of the clinical director in the NHS. Utilizes the research of Gabarro on the process of “taking charge” in a new managerial role and applies this conceptual model to the experiences of clinical directors. Discusses the factors relevant to success in the process of “taking charge”, in particular the presence of prior experience relevant to the role and the ability to establish good relationships with peers, subordinates and/or bosses. Concludes that clinical directors should be given more help and support in the learning processes involved in taking on a new role. Utilizes data collected by interviews with a small sample of doctors involved in management.

The purpose of this paper is to explore leadership effectiveness, with reference to nurses in the UK National Health Service (NHS).

The paper is literature based. It explores the history and policy background to nurse leadership. It reviews a range of approaches to leadership and applies the theoretical findings to the case study of nurse leaders

The paper suggests there are several inter‐related aspects to consider in relation to developing the effectiveness of nurse leaders – these may be grouped around: developing core competencies; developing emotional intelligence; developing readiness and motivation; developing contextual sensitivity; and developing clinical innovation and change.

The paper discusses the implications of the findings for the leadership development of nurses and makes recommendations.

The paper attempts to incorporate the insights from a variety of different approaches to leadership and apply them to nurse leaders in the UK NHS.

The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice.

This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries.

This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform.

To highlight the benefits and barriers to shared leadership for doctors.

Offers an alternative to traditional approaches to leadership.

Attempts to address the question of managerial effectiveness in the UK′s National Health Service, with particular reference to doctors holding managerial positions as clinical directors. Emphasizes a systems framework as a model for analysis of the concept of effectiveness. Identifies and discusses the importance of various managerial inputs (for example, managerial behaviour) and outputs such as objectives in business plans. Highlights the difficulty of establishing outcome measures in a service organization. Contrasts this approach with an alternative subjectivist approach which questions the validity of objective measures of effectiveness. The two approaches are not necessarily incompatible but require a convergence in the philosophical assumptions underpinning analysis. May be relevant to medical managers and other professionals acting as managers in service organizations.

Proposes a conceptual model of quality which incorporates an expectation framework. The model was prompted by a related empirical study examining effectiveness in a health care setting which highlighted the importance of quality measures in a contracting environment. The model attempts to understand the relationships between perceived service quality and patient expectations, experience and satisfaction. Makes recommendations which are considered to be relevant to NHS policy makers.