This book explores the current wider political social and economic context of hospitals in the
public and private sector globally and identifies the push and pull tension between the demands
of the quality regulator and the requirements of health care commissioning processes.This book
draws on the evidence of what works to improve the quality of hospital services in the
development of medical and clinical leadership models. The book seeks to develop a specific
paradigm shift in understanding the development of medical leaders by promoting a culture of
engagement through participation and one that is defined by the experiences of medical leaders.
The editors examine new and emergent models of leadership and their contribution to explain
effective and sustainable change and suggest that theoretical models of leadership are often
unable to explain many of the practice led challenges presented in hospitals. It will be useful
reading for specialists seeking to develop their own learning as a leader and who identify
their learning needs.
