Understanding a new model of leadership
| dc.contributor.author | Johnson, David | |
| dc.contributor.author | Bainbridge, Peter | |
| dc.contributor.author | Hazard, Wendy | |
| dc.date.accessioned | 2020-01-16T14:01:56Z | |
| dc.date.available | 2020-01-16T14:01:56Z | |
| dc.date.issued | 2013-12 | |
| dc.identifier.citation | Johnson, 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.issn | 1759-1376 | |
| dc.identifier.issn | 2041-9457 | |
| dc.identifier.doi | 10.12968/jpar.2013.5.12.686 | |
| dc.identifier.uri | http://hdl.handle.net/20.500.12417/556 | |
| dc.description.abstract | Abstract 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.iso | en | en_US |
| dc.subject | Emergency Medical Services | en_US |
| dc.subject | Leadership | en_US |
| dc.subject | Team Dynamics | en_US |
| dc.subject | Decision Making | en_US |
| dc.subject | Training and Education | en_US |
| dc.title | Understanding a new model of leadership | en_US |
| dc.type | Journal Article/Review | |
| dc.source.journaltitle | Journal of Paramedic Practice | en_US |
| dcterms.dateAccepted | 2019-12-12 | |
| rioxxterms.version | NA | en_US |
| rioxxterms.licenseref.uri | http://www.rioxx.net/licenses/all-rights-reserved | en_US |
| rioxxterms.licenseref.startdate | 2019-12-12 | |
| refterms.panel | Unspecified | en_US |
| refterms.dateFirstOnline | 2013-12 | |
| html.description.abstract | Abstract 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 |