The shift to collaborative working and integration in the English NHS: developing shared leadership in primary care networks

Abstract

PurposeThe purpose of this paper is to explore leadership in the context of the policy shift to collaborative working and integration currently being pursued in the UK NHS. As ways of integrating care are being explored in other countries it can be argued that this topic may have wider policy significance. This paper is particularly concerned with leadership in Primary Care Networks in the English NHS.Design/methodology/approachThis paper is a conceptual paper using literature relating to the antecedents of shared leadership and relevant policy documents pertaining to the English NHS. The paper is informed, theoretically by the conceptual lens of shared leadership. A conceptual framework is developed identifying the antecedents of shared leadership that help to explain how shared leadership may be developed.FindingsThe paper identifies the challenges that may be faced by policymakers and those involved in Primary Care Networks in developing shared leadership. It also reveals the implications for policymakers in developing shared leadership.Research limitations/implicationsThe paper is conceptual. It is acknowledged that this is a preliminary study and further work will be required to test the conceptual framework empirically.Practical implicationsThe paper discusses the policy implications of developing leadership in primary care networks. This has relevance to both the NHS and other countries.Originality/valueThere is limited research on the antecedents of shared leadership. In addition, the conceptual framework is applied to a new policy initiative.