Collaborative leadership model in the management of health care

Jerry D. VanVactor

Journal of Business Research, 2012, vol. 65, issue 4, 555-561

Abstract: Leadership is both a science and an art; how one chooses to employ it is relevant within the context of a given situation. Leadership exists within relationships that are present throughout an organization. Encouraging a collaborative environment promotes an ongoing integration of ideas and interdependency among multiple stakeholders throughout an organization. The purpose of this work is to provide an overview and analysis of collaborative leadership and shared management tactics. The overview includes an identification of differences between leadership and management, and applies the concepts to collaborative management practices. Analysis occurs in the form of a scholastic discussion related to the pragmatic application and inculcation of collaborative management strategies throughout a health care organization. One issue discussed relates to the lack of a common definition for collaborative management. A definition of collaborative management is based upon an extensive doctoral-level study that was conducted between January and February 2009. Collaboration is a synergistic work environment wherein multiple parties must work together toward the enhancement of health care management practices and processes. The discussion culminates with the presentation of a collaborative communications model developed through the conduct of an academic study. While not an end all document, the information contained within this work is applicable for practitioners of management processes through a pragmatic view of leadership. Health care management practices are changing and leaders must embrace change to remain successful in the management of health care.

Keywords: Leadership; Collaboration; Work; Healthcare; Communications (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (11)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:65:y:2012:i:4:p:555-561

DOI: 10.1016/j.jbusres.2011.02.021

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