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Leadership set-up: wishful thinking or reality?

Leadership set-up: wishful thinking or reality? 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/approachThe study is a qualitative study based on semi-structured interviews at three Danish hospitals.FindingsThe 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/valueThe 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

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References (24)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1751-1879
DOI
10.1108/lhs-08-2017-0052
Publisher site
See Article on Publisher Site

Abstract

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/approachThe study is a qualitative study based on semi-structured interviews at three Danish hospitals.FindingsThe 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/valueThe 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.

Journal

Leadership in Health ServicesEmerald Publishing

Published: Jan 31, 2019

Keywords: Health care; Leadership; Legitimacy; Leadership in health care; Interdisciplinary cooperation; Leader set-up

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