Leadership set-up

wishful thinking or reality?

Bettina Ravnborg Thude*, Egon Stenager, Christian von Plessen, Erik Hollnagel

*Kontaktforfatter for dette arbejde

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Resumé

Purpose: The purpose of the study is to determine whether one leader set-up is better than the others according to interdisciplinary cooperation and leader legitimacy. Design/methodology/approach: The study is a qualitative study based on semi-structured interviews at three Danish hospitals. Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader legitimacy. In cases where staff only referred to a leader from their own profession, that leader had legitimacy within the staff group. When there were two leaders from different professions, they only had legitimacy within the staff group from their own profession. Furthermore, clinical specialty also could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff.

OriginalsprogEngelsk
TidsskriftLeadership in Health Services
Vol/bind32
Udgave nummer1
Sider (fra-til)98-112
ISSN1751-1879
DOI
StatusUdgivet - 24. jan. 2019

Fingeraftryk

legitimacy
leadership
leader
profession
staff
Group
methodology
interview
Values

Citer dette

Thude, Bettina Ravnborg ; Stenager, Egon ; von Plessen, Christian ; Hollnagel, Erik. / Leadership set-up : wishful thinking or reality?. I: Leadership in Health Services. 2019 ; Bind 32, Nr. 1. s. 98-112.
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Leadership set-up : wishful thinking or reality? / Thude, Bettina Ravnborg; Stenager, Egon; von Plessen, Christian; Hollnagel, Erik.

I: Leadership in Health Services, Bind 32, Nr. 1, 24.01.2019, s. 98-112.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - Leadership set-up

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AU - Thude, Bettina Ravnborg

AU - Stenager, Egon

AU - von Plessen, Christian

AU - Hollnagel, Erik

PY - 2019/1/24

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N2 - Purpose: The purpose of the study is to determine whether one leader set-up is better than the others according to interdisciplinary cooperation and leader legitimacy. Design/methodology/approach: The study is a qualitative study based on semi-structured interviews at three Danish hospitals. Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader legitimacy. In cases where staff only referred to a leader from their own profession, that leader had legitimacy within the staff group. When there were two leaders from different professions, they only had legitimacy within the staff group from their own profession. Furthermore, clinical specialty also could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff.

AB - Purpose: The purpose of the study is to determine whether one leader set-up is better than the others according to interdisciplinary cooperation and leader legitimacy. Design/methodology/approach: The study is a qualitative study based on semi-structured interviews at three Danish hospitals. Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader legitimacy. In cases where staff only referred to a leader from their own profession, that leader had legitimacy within the staff group. When there were two leaders from different professions, they only had legitimacy within the staff group from their own profession. Furthermore, clinical specialty also could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff.

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