首页 | 本学科首页   官方微博 | 高级检索  
     检索      


The enactment of plural leadership in a health and social care network: The influence of institutional context
Authors:Leroy White  Graeme Currie  Andrew Lockett
Institution:1. Department of Management, University of Bristol, 12 Priory Rd, Bristol BS8 1TN, United Kingdom;2. Warwick Business School, University of Warwick, Coventry CV4 7AL, United Kingdom
Abstract:In this article we employ developments in social network analysis (SNA), specifically the p* model, to examine the enactment of plural leadership within, and across, hierarchical levels and organizational boundaries (Denis et al., 2012). Drawing on an empirical study of an inter-professional, inter-organizational network (number of nodes = 23) that delivers health and social care, we address two research gaps: (i) the effect of power relations, derived from professional hierarchy, upon spread of plural leadership; and (ii) the effect of formal leadership, derived from managerial accountability, in channeling the spread of plural leadership for coherent strategic effect. We show that, in a routine situation, the network is characterized by generalized leadership exchanges. In this situation, professional hierarchy and managerial accountability are not visible, nor is channeling of plural leadership by the formal leader. In a non-routine situation, when a disruptive event occurs, the network is characterized by restricted exchange. In this situation, professional hierarchy and managerial accountability are evident, and a formal leader channels plural leadership.
Keywords:
本文献已被 ScienceDirect 等数据库收录!
设为首页 | 免责声明 | 关于勤云 | 加入收藏

Copyright©北京勤云科技发展有限公司  京ICP备09084417号