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Medical leadership in health care systems: from professional authority to organizational leadership

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  • G. Ross Baker
  • Jean-Louis Denis

Abstract

Transforming health care organizations to improve performance requires effective strategies for engaging doctors and developing medical leadership. Most efforts in the US and UK to develop medical leadership have focused on structural changes that integrate doctors into administrative structures, but these have had limited impact. Recognizing the distributed and collective character of effective leadership, some health care organizations are now attempting to create greater alignment between clinical and managerial goals, focusing on improving quality of care. These initiatives aim to create effective systems at a team and organizational level, not just the development of medical leadership competencies.

Suggested Citation

  • G. Ross Baker & Jean-Louis Denis, 2011. "Medical leadership in health care systems: from professional authority to organizational leadership," Public Money & Management, Taylor & Francis Journals, vol. 31(5), pages 355-362, September.
    • Handle: RePEc:taf:pubmmg:v:31:y:2011:i:5:p:355-362
    DOI: 10.1080/09540962.2011.598349
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    References listed on IDEAS

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    1. Isabelle Joumard & Christophe André & Chantal Nicq, 2010. "Health Care Systems: Efficiency and Institutions," OECD Economics Department Working Papers 769, OECD Publishing.
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    2. Mathilde A Berghout & Isabelle N Fabbricotti & Martina Buljac-Samardžić & Carina G J M Hilders, 2017. "Medical leaders or masters?—A systematic review of medical leadership in hospital settings," PLOS ONE, Public Library of Science, vol. 12(9), pages 1-24, September.
    3. Manila Bonciani & Ilaria Corazza & Sabina Rosis, 2022. "The COVID-19 emergency as an opportunity to co-produce an innovative approach to health services provision: the women's antenatal classes move on the web," Italian Journal of Marketing, Springer, vol. 2022(1), pages 59-85, March.

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