Collaborative leadership in Integrated Care Systems; creating leadership for the common good

Moore, J., Elliott, I. C. and Hesselgreaves, H. (2023) Collaborative leadership in Integrated Care Systems; creating leadership for the common good. Journal of Change Management, 23(4), pp. 358-373. (doi: 10.1080/14697017.2023.2261126)

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The COVID-19 pandemic has become a catalyst for change, but such change can only happen through collaborative leadership which maintains a focus on relationships and purpose rather than solely on outputs or outcomes. This conceptual article explores how health and social care integration has been offered as one potential solution to the challenge of health and social care transformation. Specifically, Integrated Care Systems in England are intended to provide regional governance, to provide public services in a coherent and robust way. We explore this development in relation to three key aspects: the macro-level global policy context; the meso-level organizational behaviour and culture; and the micro-level practice of individual leaders and managers. It is found that, whilst the organizational structure of Integrated Care Systems offers great promise, collaborative leadership is critical to realize truly resilient and sustainable collaborative relationships.

Item Type:Articles
Glasgow Author(s) Enlighten ID:Elliott, Dr Ian
Authors: Moore, J., Elliott, I. C., and Hesselgreaves, H.
College/School:College of Social Sciences
Journal Name:Journal of Change Management
Publisher:Taylor and Francis Group
ISSN (Online):1479-1811
Published Online:21 November 2023
Copyright Holders:Copyright © 2023 The Author(s)
First Published:First published in Journal of Change Management 23(4):358-373
Publisher Policy:Reproduced under a Creative Commons licence

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