Leadership for primary health care research.
Over the last decade, I have put together a new theory of leadership. This paper describes its four propositions, which are consistent with the research literature but which lead to conclusions that are not commonly held and seldom put into practice. The first proposition is a model describing the territory of leadership that is different from either the Leadership Qualities Framework, 2006 or the Medical Leadership Competency Framework, 2010, both of which have been devised specifically for the NHS (National Health Service). The second proposition concerns the ill-advised attempt of individuals to become expert in all aspects of leadership: complete in themselves. The third suggests how personality and capability are related. The fourth embraces and recommends the notion of complementary differences among leaders. As the NHS seeks increasing leadership effectiveness, these propositions may need to be considered and their implications woven into the fabric of NHS leader selection and development. Primary Health Care research, like all fields of collective human endeavour, is eminently in need of sound leadership and the same principles that facilitate sound leadership in other fields is likely to be relevant to research teams.
Green Templeton College and the Said Business School, Oxford University, Oxford, UK. David.Pendleton@edgecumbe.co.uk
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D006302:Health Services Research / Q000379:methods*; D006801:Humans; D007398:Interpersonal Relations; D007857:Leadership; D017146:Models, Organizational; D011320:Primary Health Care / Q000379:methods*; D011361:Professional Competence; D013222:State Medicine