Overview

Leadership and management are increasingly considered important drivers in terms of organisational performance. Yet, despite being viewed as essential components of partnership working, there is relatively little thoughtful work analysing the relationship between the two sets of ideas - posing practical difficulties for leaders and managers of partnerships who are looking for evidence or guidance. This book provides a robust guide to the leadership and management of partnerships. It summarises recent trends in policy, establishes what we can learn from research and practice and sets out useful frameworks and approaches to address a range of problems that partnerships face. It will be an essential aid to policy makers, managers and practitioners, providing a realistic account of the main characteristics and expectations of leadership and management in partnerships.

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9781847420251

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At last! Here is a rich source of well-evidenced ideas about how leadership can affect the outcomes of partnerships. A contribution to academic thinking, and a practical stimulus for the manager. Peter Thistlethwaite, Editor, Journal of Integrated Care

"""At last! Here is a rich source of well-evidenced ideas about how leadership can affect the outcomes of partnerships. A contribution to academic thinking, and a practical stimulus for the manager."" Peter Thistlethwaite, Editor, Journal of Integrated Care"

As a student and teacher myself of organisational management, leadership, networks and integrated care this book is going to be placed conveniently close as a handy source of reference - perhaps it may even slip into my pocket. International Journal of Integrated Care, Vol 8, 2008

Author Information

Helen Dickinson is a researcher at the Health Services Management Centre, with an interest in evaluating the outcomes of health and social care partnerships. Recent research and consultancy work include producing research-based but accessible discussion papers for funders such as the Wanless Review of the funding of adult social care, the NHS Institute and the Care Services Improvement Partnership.Edward Peck is Professor of Public Services Development and Director of the School of Public Policy at the University of Birmingham. As a former NHS manager of mental health services, an acknowledged expert on the theory and practice of public sector partnerships and a leading practitioner of leadership development in public services, he is probably uniquely placed to write a text on leadership in partnership settings.

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