Healthcare systems in high-income countries are once again under pressure to develop major reforms to achieve cost control and high standards of qual- ity and safety (Birnbaum, 2012; Maynard, 2013; Saltman and Cahn, 2013). Yet the reform models of the past — system restructuring and severe budget cuts — are no longer a viable option (Denis et al., 1999), and alternative routes are necessary (Institute of Medicine, 2012; McQueen et al., 2012; Nasmith et al., 2010; Starfield, 2011). For example, the political scientist Carolyn Tuohy (2012) argues that institutional entrepreneurs at the me so and operational levels increasingly play a key role in the design and implementation of innovative healthcare delivery. Due to their in-depth knowledge of the healthcare needs and organizational practices, these entrepreneurs may be in a better position to test new ideas about the organization and delivery of healthcare, and consequently bring more appropriate solutions to broad policy dilemmas.
- Healthcare System
- Political Leadership
- Healthcare Reform
- Clinical Leadership
- Leadership Capacity
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© 2015 Jean-Louis Denis and Nicolette van Gestel
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Denis, JL., van Gestel, N. (2015). Leadership and Innovation in Healthcare Governance. In: Kuhlmann, E., Blank, R.H., Bourgeault, I.L., Wendt, C. (eds) The Palgrave International Handbook of Healthcare Policy and Governance. Palgrave Macmillan, London. https://doi.org/10.1057/9781137384935_26
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