Developing healthcare leaders and managers: course-based or practice-based?

John Edmonstone


The paper explores two different underlying assumptions about healthcare organisations, from which emerge two related views of where leadership and management are located. It considers the nature of healthcare problems as a means of distinguishing between leadership and management. Emphasising the importance of local context and social capital, the paper describes two UK-based approaches to healthcare leadership and management development which exemplify these differences.

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International Journal of Healthcare  ISSN 2377-7338(Print)  ISSN 2377-7346(Online)

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