Project: Examining Commissioners leadership behaviour

Peer reviewed and published

This project was submitted on 14/06/2016, published on 15/08/2015 by British Journal of Healthcare Management , and peer reviewed by British Journal of Healthcare Management

Clinical commissioning groups (CCGs) now control around two-thirds of the NHS budget, influencing healthcare provider priorities and playing a key role in implementing the NHS plan. However, significant failures in healthcare have highlighted a dissonance between expressed values of leaders and everyday routine practices. This research explores the leadership behaviour of commissioners and the role it plays in determining quality and safety in healthcare. The research took a two phase pragmatic mixed method approach: phase 1 used focused video ethnography to observe commissioners in a mock boardroom setting; phase 2 employed a quantative questionnaire to determine the leadership behaviours that subordinates would expect their commissioners to adopt. The focused ethnography method used examined small communicative behaviours using a unique coding system which cross referenced audible communication with non-verbal visible communication to identify the most dominant and assertive Commissioners. The findings of this research identified that the leadership style most prevalent within the commissioners was transactional in nature. The questionnaire to subordinates of commissioners identified that transformational leadership had the best outcome on staff performance if this was linked to positive leadership style. This confusion of leadership behaviours, allied with poor analyse of risk leaves commissioners prone to repeating previous healthcare failures.

Masters
Leadership
Healthcare
See full text.

Organisation: Liverpool John Moores University

University
Public Health
As above
James parsons building ,
Liverpool John Moores ,
Liverpool ,
Merseyside,
L3,
England

Principal Investigator: Mr Peter Bohan

bohan869@btinternet.com
Leadership behaviour, quality and safety, culture, risk management, governance and healthcare.
Published Article in British Journal of Healthcare Management Does Leadership behaviour affect Quality & Safety in Healthcare
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