Chapter

Leadership development

Jean Hartley and John Benington

in Leadership for healthcare

Published by Policy Press

Published in print March 2010 | ISBN: 9781847424877
Published online March 2012 | e-ISBN: 9781447302667 | DOI: http://dx.doi.org/10.1332/policypress/9781847424877.003.0008
Leadership development

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This chapter uses the analytical framework, placing ‘leadership development’ in the centre of the diagram. This chapter is about the ideas and the evidence for types of leadership development and how effective they are found to be. The analytical framework is re-employed because the same issues of analytical clarity dog the leadership development literature. How leadership is conceptualised will influence the kinds of leadership development that are promoted. The analysis of the characteristics of leadership will shape leadership development programmes. Leadership development requires analysis of the contexts of leadership otherwise the design of opportunities and programmes will lack realistic preparation for participants. Learning to read context is a key leadership skill. This chapter also considers the implications for selecting staff for leadership development opportunities, for designing leadership development, and for evaluating leadership.

Keywords: leadership development; leadership contexts; leadership characteristics; evaluating leadership

Chapter.  5269 words.  Illustrated.

Subjects: Public Health and Epidemiology

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