Doctors who become chief executives in the NHS: From keen amateurs to skilled professionals

Journal of the Royal Society of Medicine

Volumn 104, Issue 3, 2011, Pages 113-119

  Ham, Chris ^a   Clark, John ^b   Spurgeon, Peter ^c   Dickinson, Helen ^d   Armit, Kirsten ^e  

^a KING S FUND   (United Kingdom)

^b NHS Institute for Innovation and Improvement   (United Kingdom)

^c UNIVERSITY OF WARWICK   (United Kingdom)

^d UNIVERSITY OF BIRMINGHAM   (United Kingdom)

^e Faculty of Medical Leadership and Management   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

ARTICLE; CAREER MOBILITY; HEALTH CARE MANAGEMENT; HEALTH CARE ORGANIZATION; HUMAN; LEADERSHIP; NATIONAL HEALTH SERVICE; PHYSICIAN; UNITED KINGDOM;

EID: 79952338198     PISSN: 01410768     EISSN: None     Source Type: Journal    
DOI: 10.1258/jrsm.2011.110042     Document Type: Article

References (7)

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2. Department of Health. High Quality Care For All: NHS Next Stage Review final report. Cm 7432. London: The Stationery Office; 2008
3. Department of Health. Equity and Excellence: Liberating the NHS. Cm 7881. London: The Stationery Office; 2010
4. Fitzgerald L, Lilley C, Ferlie E, Addicott R, McGivern G, Buchanan DA. Managing change and role enactment in the professionalised organisation. Report to the National Coordinating Centre for NHS Service Delivery and Organisation R&D (NCCSDO). London: NCCSDO; 2006
5. Montgomery K. A prospective look at the specialty of medical management. Work and Occupations 1990;117:178-98
6. Simpson J. Whither or wither medical management? BMJ Careers 2010 August 4
7. Ham C, Dickinson H. Engaging doctors in leadership: what can we learn from international experience and research evidence?Warwick: NHS Institute for Innovation and Improvement; 2008