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Briefly examines the role of the clinical director in the NHS.Utilizes the research of Gabarro on the process of takingcharge in a new managerial role and applies this conceptual modelto the experiences of clinical directors. Discusses the factors relevantto success in the process of taking charge, in particularthe presence of prior experience relevant to the role and the ability toestablish good relationships with peers, subordinates andor bosses.Concludes that clinical directors should be given more help and supportin the learning processes involved in taking on a new role. Utilizesdata collected by interviews with a small sample of doctors involved inmanagement.
Journal of Management in Medicine – Emerald Publishing
Published: Apr 1, 1992
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