Abstract
Management of complex service innovations, such as integrated health and social care organisations, is known to be demanding. In this chapter, co-leadership will be elaborated as one approach to address the challenges that arise from organisational complexity. This is preceded by a short historical background about how the interpretation of leadership has changed over time, from focusing on the leaders’ personality to envisioning leadership as a function or activity that numerous persons in an organisation can have and share at the same time. This chapter is based on literature in the scientific field of integrated care and leadership research and the empirical findings discussed emanate from my doctoral thesis: The only constant is change—the evolvement of health and social care integration
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Ahgren, B. (2010). Competition and integration in Swedish health care. Health Policy, 96(2), 91–97. https://doi.org/10.1016/j.healthpol.2010.01.011.
Bolden, R. (2011). Distributed leadership in organizations: A review of theory and research. International Journal of Management Reviews, 13(3), 251–269. https://doi.org/https://doi.org/10.1111/j.1468-2370.2011.00306.x.
Bolman, L. G., & Deal, T. E. (2017). Reframing Organizations. In Reframing organizations (6th ed.). Wiley. https://doi.org/https://doi.org/10.1002/9781119281856.
Cameron, A. (2016). What have we learnt about joint working between health and social care? Public Money & Management, 36(1), 7–14. https://doi.org/10.1080/09540962.2016.1103411.
Cameron, A., Lart, R., Bostock, L., & Coomber, C. (2014). Factors that promote and hinder joint and integrated working between health and social care services: A review of research literature. Health & Social Care in the Community, 22(3), 225–233. https://doi.org/10.1111/hsc.12057.
Chong, R., Tan, W.-M., Wong, L.-M., & Cheah, J. (2012). Integrating mental health: The last frontier? International Journal of Integrated Care, 12(5), e198. https://www.ijic.org/index.php/ijic/article/view/URN%3ANBN%3ANL%3AUI%3A10-1-113825/1902.
Copland, M. A. (2003). Leadership of Inquiry: Building and Sustaining Capacity for School Improvement. Educational Evaluation and Policy Analysis, 25(4), 375–395. https://doi.org/10.3102/01623737025004375.
Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared leadership: a post-heroic perspective on leadership as a collective construction. Journal of Leadership, 3, 40–67. https://www.diva-portal.org/smash/record.jsf?pid=diva2:455741.
Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions. Scandinavian Journal of Management, 26(1), 77–86.
Cullen, K. L., Palus, C. J., Chrobot-Mason, D., & Appaneal, C. (2012). Getting to “We”: Collective leadership development. Industrial and Organizational Psychology, 5(4), 428–432. https://doi.org/10.1111/j.1754-9434.2012.01475.x.
Currie, G., & Lockett, A. (2011). Distributing leadership in health and social care: Concertive, conjoint or collective? International Journal of Management Reviews, 13(3), 286–300. https://doi.org/10.1111/j.1468-2370.2011.00308.x.
Day, D. V. (2000). Leadership development. The Leadership Quarterly, 11(4), 581–613. https://doi.org/https://doi.org/10.1016/S1048-9843(00)00061-8.
Döös, M. (2015). Together as one: Shared leadership between managers. International Journal of Business and Management, 10(8), 46–59. https://doi.org/10.5539/ijbm.v10n8p46.
Duner, A. (2013). Care planning and decision-making in teams in Swedish elderly care: A study of interprofessional collaboration and professional boundaries. Journal of Interprofessional Care, 27(3), 246–253. https://doi.org/10.3109/13561820.2012.757730.
Dunér, A., Blomberg, S., & Hasson, H. (2011). Implementing a continuum of care model for older people—Results from a Swedish case study. International Journal of Integrated Care, 11(4). https://doi.org/https://doi.org/10.5334/ijic.665.
Evans, J. M., & Ross Baker, G. (2012). Shared mental models of integrated care: Aligning multiple stakeholder perspectives. Journal of Health Organization and Management, 26(6), 713–736. https://doi.org/10.1108/14777261211276989.
Friedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. D. (2009). A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks. The Leadership Quarterly, 20(6), 933–958. https://doi.org/10.1016/j.leaqua.2009.09.008.
Gibb, C. E., Morrow, M., Clarke, C. L., Cook, G., Gertig, P., & Ramprogus, V. (2002). Transdisciplinary working: Evaluating the development of health and social care provision in mental health. Journal of Mental Health, 11(3), 339–350. https://doi.org/10.1080/09638230020023714.
Gronn, P. (2002). Distributed leadership as a unit of analysis. The Leadership Quarterly, 13(4), 423–451. https://doi.org/10.1016/S1048-9843(02)00120-0.
Halliday, J., & Asthana, S. (2004). The emergent role of the link worker: A study in collaboration. Journal of Interprofessional Care, 18(1), 17–28. https://doi.org/10.1080/13561820410001639325.
Ham, C. (2013). Lessons from experience: Making integrated care happen at scale and pace (Issue March). www.kingsfund.org.uk.
Heenan, D. A., & Bennis, W. G. (1999). Co-leaders: The power of great partnerships. Wiley.
Hultberg, E.-L., Glendinning, C., Allebeck, P., & Lönnroth, K. (2005). Using pooled budgets to integrate health and welfare services: A comparison of experiments in England and Sweden. Health & Social Care in the Community, 13(6), 531–541. https://doi.org/10.1111/j.1365-2524.2005.00585.x.
Jackson, B., & Parry, K. (2008). A very short, fairly interesting and reasonably cheap book about studying leadership. Faculty of Business Publications. https://epublications.bond.edu.au/business_pubs/121
Järvinen, M., Ansio, H., & Houni, P. (2012). New variations of dual leadership: Insights from Finnish theatre. International Journal of Arts Management, 17(3), 16–27.
Kharicha, K., Iliffe, S., Levin, E., Davey, B., & Fleming, C. (2005). Tearing down the Berlin wall: Social workers’ perspectives on joint working with general practice. Family Practice, 22(4), 399–405. https://doi.org/10.1093/fampra/cmi010.
Klinga, C. (2018). The only constant is change—Exploring the evolvement of health and social care integration [Karolinska Institutet]. https://hdl.handle.net/10616/46392.
Klinga, C., Hasson, H., Andreen Sachs, M., & Hansson, J. (2018). Understanding the dynamics of sustainable change: A 20-year case study of integrated health and social care. BMC Health Services Research, 18(1). https://doi.org/https://doi.org/10.1186/s12913-018-3061-6.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys, 3(1), 22–32. https://www.regent.edu/acad/global/publications/elj/vol3iss1/Kocolowski_ELJV3I1_pp22-32.pdf.
Kodner, D. L., & Spreeuwenberg, C. (2002). Integrated care: Meaning, logic, applications, and implications—A discussion paper. International Journal of Integrated Care, 2(November), e12. https://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1480401&tool=pmcentrez&rendertype=abstract.
Konu, A., & Viitanen, E. (2008). Shared leadership in Finnish social and health care. Leadership in Health Services, 21(1), 28–40. https://doi.org/10.1108/17511870810845888.
Kuluski, K., Ho, J. W., Hans, P. K., & LA Nelson, M. (2017). Community care for people with complex care needs: Bridging the gap between health and social care. International Journal of Integrated Care, 17(4), 2. https://doi.org/10.5334/ijic.2944.
Leutz, W. (2005). Reflections on integrating medical and social care: Five laws revisited. Journal of Integrated Care, 13(5), 3–12. https://doi.org/10.1108/14769018200500034.
Leutz, W. N. (1999). Five laws for integrating medical and social services: Lessons from the United States and the United Kingdom. The Milbank Quarterly, 77(1), 77–110. https://doi.org/https://doi.org/10.1111/1468-0009.00125.
Lindqvist, R., Rosenberg, D., & Fredén, L. (2011). [Den svenska psykiatrireformen i nordisk belysning] (Swedish). Socialmedicinsk Tidskrift, 88(6), 524–533.
Ling, T., Brereton, L., Conklin, A., Newbould, J., & Roland, M. (2012). Barriers and facilitators to integrating care: Experiences from the English Integrated Care Pilots. International Journal of Integrated Care, 12(July), 1–12. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3601528/.
Miles, S., & Watkins, M. D. (2007). Complementary strengths or conflicting. Harvard Business Review, 1–9.
Nuño-Solinís, R. (2017). Revisiting organisational learning in integrated care. International Journal of Integrated Care, 17(4), 4. https://doi.org/10.5334/ijic.3047.
O Toole, J., Galbraith, J., & Lawler, E. E. (2002). When two (or more) heads are better than one: The promise and pitfalls of shared leadership. Business, 6(March), 0–32.
Rämgård, M., Blomqvist, K., & Petersson, P. (2015). Developing health and social care planning in collaboration. Journal of Interprofessional Care, 1820, 1–5. https://doi.org/10.3109/13561820.2014.1003635.
Rice, N. (2006). Opportunities lost, possibilities found: Shared leadership and inclusion in an urban high school. Journal of Disability Policy Studies, 17(2), 88–100. https://doi.org/10.1177/10442073060170020501.
Robertson, H. (2011). Integration of health and social care: A review of literature and models Implications for Scotland (Issue January). https://my.rcn.org.uk/__data/assets/pdf_file/0008/455633/Hilarys_Paper.pdf.
Rosengren, K., & Bondas, T. (2010). Supporting “two-getherness”: Assumption for nurse managers working in a shared leadership model. Intensive and Critical Care Nursing, 26(5), 288–295. https://doi.org/10.1016/j.iccn.2010.08.002.
Schneider, M., & Somers, M. (2006). Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research. The Leadership Quarterly, 17(4), 351–365. https://doi.org/10.1016/j.leaqua.2006.04.006.
Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and research. Free Press.
Tyssen, A. K., Wald, A., & Spieth, P. (2013). Leadership in temporary organizations: A review of leadership theories and a research agenda. Project Management Journal, 44(6), 52–67. https://doi.org/https://doi.org/10.1002/pmj.21380.
Ulhøi, J. P., & Müller, S. (2014). Mapping the landscape of shared leadership: A review and synthesis. International Journal of Leadership Studies, 8(2), 67–87.
Wilhelmson, L. (2006). Transformative learning in joint leadership. Journal of Workplace Learning, 18(7/8), 495–507. https://doi.org/10.1108/13665620610693042.
World Health Organization. (2015). Global strategy on people-centred and integrated health services. Service delivery and safety. https://www.who.int/servicedeliverysafety/areas/people-centred-care/global-strategy/en/.
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology, 5(4), 382–402. https://doi.org/10.1111/j.1754-9434.2012.01467.x.
Yukl, G. A. (2013). Leadership in organizations global edition—Contents. Pearson Education Limited.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Klinga, C. (2021). Co-leadership—A Facilitator of Health- and Social Care Integration. In: Amelung, V., Stein, V., Suter, E., Goodwin, N., Nolte, E., Balicer, R. (eds) Handbook Integrated Care. Springer, Cham. https://doi.org/10.1007/978-3-030-69262-9_15
Download citation
DOI: https://doi.org/10.1007/978-3-030-69262-9_15
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-69261-2
Online ISBN: 978-3-030-69262-9
eBook Packages: Business and ManagementBusiness and Management (R0)