This article was published in Sociology of Health and Illness. First published online on 20 DEC 2014 and written by Graeme Martin, Nic Beech, Robert MacIntosh and Stacey Bushfield. DOI: 10.1111/1467-9566.12171
The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-located health-care organisations that embraced DL as part of their organisational strategy.