Show simple item record

dc.contributor.authorFulop, Liz
dc.contributor.authorE. Day, Gary
dc.date.accessioned2017-05-03T11:46:57Z
dc.date.available2017-05-03T11:46:57Z
dc.date.issued2010
dc.date.modified2012-02-10T02:21:29Z
dc.identifier.issn01565788
dc.identifier.doi10.1071/AH09763
dc.identifier.urihttp://hdl.handle.net/10072/34642
dc.description.abstractIndividual clinician leadership is at the forefront of health reforms in Australia as well as overseas with many programs run by health departments (and hospitals) generally focus on the development of individual leaders. This paper argues, along with others, that leadership in the clinician management context cannot be understood from an individualistic approach alone. Clinician managers, especially in the ranks of doctors, are usually described as 'hybrid professional managers' as well as reluctant leaders for whom most leadership theories do not easily apply. Their experiences of leadership development programs run by health departments both in Australia and internationally are likely to be based on an individual leader-focussed approach that is driving health care reforms. These approaches work from three key assumptions: (1) study and fix the person; (2) give them a position or title; and (3) make them responsible for results. Some would argue that the combination of these three approaches equates to heroic and transformational leadership. Several alternative approaches to leadership development are presented to illustrate how reforms in healthcare, and notably in hospitals, must incorporate alternative approaches, such as those based on collective and relational forms of leadership. This does not mean eschewing individual approaches to leadership but rather, thinking of them differently and making them more relevant to the daily experiences of clinician managers. We conclude by highlighting several significant challenges facing leadership development for clinician managers that arise from these considerations.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent158160 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherAustralasian Medical Publishing Co. Pty Ltd
dc.publisher.placeAustralia
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom344
dc.relation.ispartofpageto351
dc.relation.ispartofjournalAustralian Health Review
dc.relation.ispartofvolume34
dc.rights.retentionY
dc.subject.fieldofresearchHealth Care Administration
dc.subject.fieldofresearchcode111709
dc.titleFrom leader to leadership: clinician managers and where to next?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.rights.copyright© 2010 AHHA. The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.date.issued2010
gro.hasfulltextFull Text
gro.griffith.authorFulop, Liz E.


Files in this item

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record