The organisational and human resource challenges facing primary care trusts : protocol of a multiple case study

BACKGROUND: The study is designed to assess the organisational and human resource challenges faced by Primary Care Trusts (PCTs). Its objectives are to: specify the organisational and human resources challenges faced by PCTs in fulfilling the roles envisaged in government and local policy; examine how PCTs are addressing these challenges, in particular, to describe the organisational forms they have adopted, and the OD/HR strategies and initiatives they have planned or in place; assess how effective these structures, strategies and initiatives have been in enabling the PCTs to meet the organisational and human resources challenges they face; identify the factors, both internal to the PCT and in the wider health community, which have contributed to the success or failure of different structures, strategies and initiatives. METHODS: The study will be undertaken in three stages. In Stage 1 the key literature on public sector and NHS organisational development and human resources management will be reviewed, and discussions will be held with key researchers and policy makers working in this area. Stage 2 will focus on detailed case studies in six PCTs designed to examine the organisational and human resources challenges they face. Data will be collected using semi-structured interviews, group discussion, site visits, observation of key meetings and examination of local documentation. The findings from the case study PCTs will be cross checked with a Reference Group of up to 20 other PCG/Ts, and key officers working in organisational development or primary care at local, regional and national level. In Stage 3 analysis of findings from the preparatory work, the case studies and the feedback from the Reference Group will be used to identify practical lessons for PCTs, key messages for policy makers, and contributions to further theoretical development

Putting the contradictions back into leadership development

PurposeThe purpose of this paper is to outline an alternative view of leadership development that acknowledges the likelihood of unintended and contradictory outcomes in leadership work. Helping leaders to engage with contradictions is as important as developing their positive capabilities. A focus on the contradictions of leadership can help to address the emotional and political limitations that development programmes unwittingly impose on learning.Design/methodology/approachThe paper discusses how leadership development currently falls short in helping people to lead in complex organizational environments. This argument is illustrated by examples taken from MBA teaching programme in a School of Management together with an analysis of contradictions in the National Health Service Healthcare Leadership Model. The final section gives four examples of how to put the contradictions back into leadership development.FindingsThe paper does not seek to present empirical findings. The illustrations support an argument for changes in practice. Examples are provided of a different approach to leadership development.Originality/valueThe paper critiques approaches to leadership development on the grounds of its relentless positivity regarding leadership behaviour and that focusses primarily on the development of individuals. Attention is called to the contradictions inherent in leadership work which extend to the leadership development process itself. Once acknowledged, these contradictions offer important leadership learning opportunities for both individuals and organizations

A manager's guide to self-development

v, 231 p.; 23 cm