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dc.contributor.authorJohnson, David
dc.contributor.authorBainbridge, Peter
dc.contributor.authorHazard, Wendy
dc.date.accessioned2020-01-16T14:01:56Z
dc.date.available2020-01-16T14:01:56Z
dc.date.issued2013-12
dc.identifier.citationJohnson, D. and Bainbridge, P. and Hazard, W., 2013. Understanding a new model of leadership. Journal of Paramedic Practice, 5 (12), 686-690.en_US
dc.identifier.issn1759-1376
dc.identifier.issn2041-9457
dc.identifier.doi10.12968/jpar.2013.5.12.686
dc.identifier.urihttp://hdl.handle.net/20.500.12417/556
dc.description.abstractAbstract published with permission. Leadership is an essential feature of the life of a paramedic. During incidents, whilst working with multi-agency colleagues, and within organisations, leadership is an expected quality of paramedics. Across health and social care organisations leadership is said to be of pivotal importance to future success. This has led to a large investment in leadership development programmes that organisations are now seeking to justify. Leadership as a concept is, however, complex and multifaceted. The nature of leadership has been debated over millennia and still disagreement exists as to how to define it. This paper utilises Critical Interpretive Synthesis to consider how approaches to leadership have developed over time. It concludes with a synthesising argument that leadership is a social construct; as such no single definition will ever be appropriate; however, the four elements that comprise the leadership equation should be considered if the paramedic leader is to be effective.
dc.language.isoenen_US
dc.subjectEmergency Medical Servicesen_US
dc.subjectLeadershipen_US
dc.subjectTeam Dynamicsen_US
dc.subjectDecision Makingen_US
dc.subjectTraining and Educationen_US
dc.titleUnderstanding a new model of leadershipen_US
dc.typeJournal Article/Review
dc.source.journaltitleJournal of Paramedic Practiceen_US
dcterms.dateAccepted2019-12-12
rioxxterms.versionNAen_US
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden_US
rioxxterms.licenseref.startdate2019-12-12
refterms.panelUnspecifieden_US
refterms.dateFirstOnline2013-12
html.description.abstractAbstract published with permission. Leadership is an essential feature of the life of a paramedic. During incidents, whilst working with multi-agency colleagues, and within organisations, leadership is an expected quality of paramedics. Across health and social care organisations leadership is said to be of pivotal importance to future success. This has led to a large investment in leadership development programmes that organisations are now seeking to justify. Leadership as a concept is, however, complex and multifaceted. The nature of leadership has been debated over millennia and still disagreement exists as to how to define it. This paper utilises Critical Interpretive Synthesis to consider how approaches to leadership have developed over time. It concludes with a synthesising argument that leadership is a social construct; as such no single definition will ever be appropriate; however, the four elements that comprise the leadership equation should be considered if the paramedic leader is to be effective.en_US


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