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Article
Publication date: 16 August 2022

A. Erin Bass, Ivana Milosevic, Mary Uhl-Bien and Sucheta Nadkarni

Accountability within distributed leadership (DL) is critical for DL to drive positive outcomes in health services organizations. Despite this, how accountability emerges in DL is…

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Abstract

Purpose

Accountability within distributed leadership (DL) is critical for DL to drive positive outcomes in health services organizations. Despite this, how accountability emerges in DL is less clear. This study aims to understand how accountability emerges in DL so that distributed leaders can drive improvements in healthcare access – an increasingly important outcome in today’s health services environment.

Design/methodology/approach

The authors use an instrumental case study of a dental institution in the USA, “Environ,” as it underwent a strategic change to improve healthcare access to rural populations. The authors focused on DL occurring within the strategic change and collected interview, observation and archival data.

Findings

The findings demonstrate accountability in DL emerged as shared accountability and has three elements: personal ownership, agentic actions and a shared belief system. Each of these was necessary for DL to advance the strategic change for improved healthcare access.

Practical implications

Top managers should be cognizant of the emergence processes driven by DL. This includes enabling pockets of employees to connect, align and link up so that ideas, processes and practices can emerge and allow for shared accountability in DL.

Originality/value

The overarching contribution of this research is identifying shared accountability in DL and its three elements: personal ownership, agentic actions and a shared belief system. These elements serve as a platform to demonstrate “how DL works” in a healthcare organization.

Details

Leadership in Health Services, vol. 35 no. 4
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 7 March 2016

Wenhui Zhou, Chang Wang, Pingjie Hu and Yifang Zhou

The purpose of this paper is to demonstrate the main advantages of integrating bottleneck theory, action learning and transformation capabilities to phenomenon and process…

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Abstract

Purpose

The purpose of this paper is to demonstrate the main advantages of integrating bottleneck theory, action learning and transformation capabilities to phenomenon and process analysis systems.

Design/methodology/approach

This paper selects three typical cases, using grounded theory standardized coding procedures, and selects exploratory case study approach.

Findings

Inward small and medium manufacturing enterprises use the bottleneck breakthrough program and provide a correct knowledge input for action learning. Action learning provides a strong guarantee that for the implementation of bottleneck breakthrough program, programming and action learning are required to continually solve problems and achieve goals in the process.

Research limitations/implications

The authors used inward manufacturing small- and medium-sized enterprises as research subjects The authors did not analysis the role of knowledge services; the future studies could explore how to improve the performance through the transformation value co-creation.

Practical implications

Because of the lack of resources and capacity, small- and medium-sized enterprise adopt appropriate micro-innovation and continuous micro-transformation to break the bottleneck stage and achieve small victories.

Originality/value

Learning and development enterprises are not only through multinational clients which restructuring enhance the learning capacity of the international M & A path. It does not conduct thorough and comprehensive change, and also not related to the structural of readjustment organization. In fact, the radical change and transformation strategy is different than other strategies.

Details

Nankai Business Review International, vol. 7 no. 1
Type: Research Article
ISSN: 2040-8749

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