Who should lead in the NHS?
Until recently, health care was regarded in the UK as something exception, and distinct from the world of business. In the last few years, the vocabulary of the health market has changed beyond recognition. Very rapid changes are taking place in the NHS and the service is being fragmented. New relationships are emerging and new roles are being created. Argues that it is becoming evident that the new reforms are not understood clearly by those who are charged with carrying them out, and that as a consequence of all these and other factors, the workforce is confused and demoralized. There is a need for leadership to help people cope. Concludes that the professionals, not managers, are best equipped to provide this leadership.
Oni
O O
OO
Glenfield Hospital, Leicester, UK.
D000288:Administrative Personnel; D007400:Interprofessional Relations; D007857:Leadership; D008486:Physician Executives; D010819:Physician's Role; D011209:Power, Psychological; D011361:Professional Competence; D013222:State Medicine / Q000458:organization & administration*; D006113:United Kingdom