Two at the top: relations between Chairs and Chief Executives in the NHS.
The relationship between the Chair and Chief Executives of Health Authorities (and Boards) and NHS Trusts denote the managerial and political character of the NHS, creating an organizational apex with 'two at the top'. This article considers the nature of relationships between Chairs and Chief Executives in a variety of different NHS organizations according to two theoretical perspectives: role theory and negotiated order. Empirical evidence addresses the views of the roles of Chairs and Chief Executives, the content of their roles and the local and national factors which influence them (including critical incidents). Conclusions are drawn about the conceptualization of this crucial relationship in the NHS and also on the association between the Chair-Chief Executive relationship and organizational effectiveness.
Exworthy
M
M
LSE Health, LSE, Houghton Street, London WC2A 2AE, UK. M.Exworthy@lse.ac.uk
Robinson
R
R
D000288:Administrative Personnel; D006302:Health Services Research; D006608:Hierarchy, Social; D006801:Humans; D007400:Interprofessional Relations; D007407:Interviews as Topic; D015279:Organizational Culture; D011361:Professional Competence; D012040:Regional Health Planning / Q000458:organization & administration; D013222:State Medicine / Q000458:organization & administration*; D006113:United Kingdom