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Distributed leadership - Strenghtening the condition for continious innovation in primary health organizations

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Public hospitals need to change and innovate to handle the challenges of increasing demands for more, faster, better and cheaper health provision. Practicing leadership does not occur in a sterile context but in a highly contextual and social setting. This in turn invites for focussing on distributed leadership as a means to influence resource availability, decision making and goal setting in an organizational setting. The overall RQ guiding this research is: how does DL need to be enacted to enable change and continuous innovation in healthcare. We first introduce a theory developing case study of four units within a Danish hospital with about 4500 employees. Our findings identify a mix of emergent and contextualized leadership which needs time to be enacted. Furthermore, we find that resource allocation, social capital accumulation, collaborative work culture, and legitimacy building mediate the DL-continuous innovation relationship at the unit level. The studies’ findings contribute to the leadership and innovation literature and might be of insight for those interested in the management of public organizations.
Antal sider11
StatusUdgivet - 2014
BegivenhedCINET conference: Operating innovation - Budapest, Ungarn
Varighed: 7 sep. 20149 sep. 2014


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