Reframing Healthcare Leadership: From Individualism to Leadership as Collective Practice

Katie Willocks, Simon Moralee

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review


In this chapter, Willocks and Moralee argue that, within the field of leadership studies, there has been a significant shift away from individualistic, trait and ‘heroic’ ways of conceptualising leadership towards what have been termed ‘post-heroic’ approaches. Leadership-as-practice (LAP) is one such approach that accounts for collective, collaborative and emergent aspects of leadership in the ongoing flow of organisational practices. This chapter attends to the current dearth of empirical examples of LAP, notably within healthcare, by drawing on a UK NHS case study. Their analysis offers insight into different healthcare leadership ‘practices’ and the intricate connections between them, considering conceptual implications by highlighting the tensions and complexities that underpin LAP and the way in which policy context, culture and history inform ongoing emergent leadership processes.
Original languageEnglish
Title of host publicationManaging Healthcare Organisations in Challenging Policy Contexts
EditorsRoman Kislov, Diane Burns, Bjørn Erik Mørk, Kathleen Montgomery
Place of PublicationCham
PublisherPalgrave Macmillan Ltd
Number of pages25
ISBN (Electronic)9783030810931
ISBN (Print)9783030810924, 9783030810955
Publication statusPublished - 10 Oct 2021

Publication series

NameOrganizational Behaviour in Healthcare
PublisherPalgrave Macmillan
ISSN (Print)2662-1045
ISSN (Electronic)2662-1053


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