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dc.contributor.advisorDavies, H. T. O.
dc.contributor.advisorRattray, Janice
dc.contributor.authorEgan, Julia Anne
dc.coverage.spatial401en_US
dc.date.accessioned2012-09-11T11:08:03Z
dc.date.available2012-09-11T11:08:03Z
dc.date.issued2011-11
dc.identifier.urihttp://hdl.handle.net/10023/3072
dc.description.abstractThis thesis explores the theme of leadership in the NHS, specifically focusing on nursing. Leadership has become an important area in recent years particularly in relation to improving efficiency, effectiveness and quality of services. As nurses provide 80% of care in the NHS their role is pivotal in achieving any change. Despite the importance placed on leadership in the NHS, literature shows little is known about perceptions of leadership, how leaders function or what importance staff place on the culture and context in which they work. This study is based on the findings of 28 qualitative interviews with leaders in two health boards in Scotland. Through the presentation of informants' perceptions, beliefs and collective accounts, the study illustrates how staff view leadership in the NHS and provides some significant results. Firstly, it proposes that leadership is comprised of two elements; one relating to individuals and one relating to how individuals function in organisations. Secondly, it indicates three models of leadership are particularly relevant and how these apply differently according to role and hierarchy. Thirdly, it reveals leadership and management as distinct components. In nursing a number of complexities make these roles challenging, and the culture and context of health boards influence how these function in practice. Finally this research concludes that staff value a clear set of characteristics, styles and behaviours not related to vision and change but which centre on character, values, integrity and engagement. The study has considerable implications for emerging work on leadership in the NHS and for the future development of leadership roles in nursing.en_US
dc.language.isoenen_US
dc.publisherUniversity of St Andrews
dc.subject.lccRT89.E4en_US
dc.subject.lcshNursing services--Great Britain--Administrationen_US
dc.subject.lcshLeadership--Great Britainen_US
dc.subject.lcshNursing--Great Britainen_US
dc.subject.lcshNational Health Service (Great Britain)--Organization and administrationen_US
dc.titleExploring the relationship between leadership, leadership behaviours and organisational cultureen_US
dc.typeThesisen_US
dc.type.qualificationlevelDoctoralen_US
dc.type.qualificationnamePhD Doctor of Philosophyen_US
dc.publisher.institutionThe University of St Andrewsen_US
dc.rights.embargodate2015-11-30en_US
dc.rights.embargoreasonThesis restricted in accordance with University regulations. Electronic copy restricted until 18th January 2017. (Restriction now expired. Awaiting final permissions to release or further restrict full text.)en_US


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