• Clinicians in leadership: To what extent does clinical leadership influence the delivery of NHS Wirral's provider services

      Page, Steve; Cooper, Lisa (University of Chester, 2010-06)
      The importance of Clinical Leadership in the delivery of high quality healthcare is well documented (Department of Health (DH), 2007, 2008a, 2008b, 2009a) and now widely acknowledged as being a driver for change within the National Health Service (NHS). This research investigates the influence of Clinical Leadership on the delivery of NHS Wirral's Provider Services. NHS Wirral Provider Services is a large provider of community based healthcare to the registered population of Wirral (340,000 population) and has an annual budget in excess of fifty-two million pounds In order to create a conceptual background and framework for this research, the concepts of Leadership and Clinical Leadership are explored in the literature review, which includes analysis of the current contextual backdrop of driving forces affecting Clinical Leadership which support the organisational importance of the research. The research utilises an interpretative phenomenological approach and a combination of inductive and deductive techniques to create the research instruments, which include semi-structured interviews and a focus group. Within-method triangulation of data is achieved which supports the validity and reliability of the findings and subsequent conclusions presented. Following data collection and analysis, the research highlights a number of issues within NHS Wirral's Provider Services relating to Clinical Leadership. Consequently, the Author concludes there is an understanding of Clinical Leadership within NHS Wirral's Provider Services at the time of this research. However it is difficult to ascertain to what extent Clinical Leadership may influence the delivery of NHS Wirral's Provider Services. The report finishes with recommendations based on the research, which if addressed, will contribute to the development of Clinical Leadership and its potential influence on the delivery of NHS Wirral's Provider Services.
    • The impacts of different cultures on leadership effectiveness

      Webb, Paul; Ozdemir, Ozlem (University of Chester, 2010-10-04)
      The objective of this research is to find out the main impacts of cultural differences and how they affect the process of doing business and managing in terms of leading. Describing the characteristics of leadership, leadership styles, cultural differences, identifying the factors that affect leading style and defining the difficulties of working within another culture also come under the scope of the study. Leadership is an important issue in any organization and various studies have demonstrated the increasing importance of leadership. According to many authors (Harris, 2004, Schein, 2004 and Adair, 1999) the first step in managing cultural differences effectively is increasing one’s general cultural awareness and leaders must understand the concept of culture and its characteristics before they can fully benefit from the study of cultural specifics. A vast number of businesses and companies work outside their country of origin and must therefore take into consideration the views, ideas and culture of foreign employees, suppliers and clients. Leadership is related to motivating, interpersonal behaviour and the process of communication (Mullins, 2007). This highlights the, critical need for leaders in international organisations to use their leadership skills to transform any differences in the cultures of their employees towards the benefit of their organisations. This study includes a review of literature and a field survey. With regard to the field survey, a sixth of the interviewees conducted face to face and a quarter was e-mailed directly to managers who are working outside their home cultures in an overseas market. Field surveys also covered questionnaires which conducted by these managers employees. Ninety two employees questioned in order to analyzing research questions. A third of the questionnaires were conducted face to face and two thirds were e-mailed directly to managers who are working outside their home cultures in an overseas market. The study will assess the level of understanding of cross-cultural leadership and examine the main impacts on a number of specific cultures of leadership effectiveness.
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      Rowland, Caroline; Shaw, Peter A. (University of Chester, 2011-06)
      This is the supporting documentation submitted for the degree of Doctor of Philosophy by publication. The research issues addressed were the extent to which the four Vs of vision, values, value-added and vitality are pre-requisites for an individual to be able to step up successfully into demanding leadership roles, and at times of major change, what are the key requirements that enable an individual to continue to step up into demanding, leadership roles successfully and sustain that success? The proposition which has been tested in a wide range of contexts is that leaders step up successfully if they apply a balance of the four Vs of vision, values, value-added and vitality. The research concluded that continuing to step up successfully and sustaining that success involves a clear focus on coherence, context, courage and co-creation. It is the active interplay between these two sets of requirements which determine whether a leader is able to cope successfully with demanding leadership challenges in a sustained way. This relationship is illustrated in the diagram below. The research was based on an exploratory approach which was inductive whereby the perspectives of a wide range of senior leaders were sought both in terms of their experiences and what was observed. The research also included an element of auto-ethnography. The approach of the four Vs was published in the book, “The Four Vs of Leadership: vision, values, value-added and vitality”. This framework was tested with a wide range of senior level leaders in different sectors. The rigorous use of this framework was then applied to develop clarity of thinking in areas such as career choices, decision-making, business coaching and the taking on of new opportunities which were set out in a sequence of subsequent books. The interplay of the four Vs and four Cs has contributed to the leadership impact of a range of senior leaders at times when they have been handling rapid change. The work furthers understanding about sustaining leadership effectively through times of turbulence.