A co-productive health leadership model to support the liberation of the NHS (original) (raw)
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This article analyses the concept of leadership in relation to the UK Government’s current approach to ‘modernizing’ the NHS in England. Focusing on public health in primary care, the authors consider current developments in the public health workforce, in particular attempts to differentiate between public health ‘specialists’ and ‘practitioners’ by different levels of leadership function. It looks at leadership in policy, theory and practice, and draws attention to a number of key challenges along the leadership path. The concept of ‘leadership skills’ as a taught competence is questioned, and Shelton and Darling’s (2001) quantum skills’ model of leadership is provided to suggest new ways in which public health leadership in a primary care context might be approached. Whilst this article focuses on public health and primary care in England, the complexity of primary care settings and public health delivery in other international contexts extends its relevance to non-UK settings.
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Foreword 3 Foreword 3 While work to develop collective leadership must start now, time will be needed to turn the concepts into action. The King's Fund and CCL will be supporting the NHS to translate and adapt the thinking in these reports as organisations and systems seek to build the capabilities needed in future. Only when this happens will the NHS truly be able to tap into the skills, motivation and commitment that the 1.4 million people they employ bring to their work every day, and on which high-quality care for patients depends.