Leadership and vision

Rogers, Anita and Reynolds, Jill (2003). Leadership and vision. In: Seden, Janet and Reynolds, Jill eds. Managing Care in Practice. London: Routledge, pp. 57–82.

URL: http://www.routledge.com/books/Managing-Care-in-Pr...

Abstract

�Leadership and vision' is the subject of Chapter 3 and Rogers and Reynolds look at how managers can encourage leadership from other people, whether in their team, the organisation or in collaborative work with different agencies. They explore leadership style, and the extent to which managers can and should adapt their personal style to the differing needs of situations and people. Frontline managers may not always feel that they have much opportunity to influence the grander vision and strategy of their organisation. Rogers and Reynolds argue that they none the less play a role in the vision sequence even at the level of putting it into practice and looking for better ways of doing things. Practice-led managers relay their experience from the front line back to more senior management so that they can contribute to strategic planning.

Viewing alternatives

Item Actions

Export

You can export this page using these formats

About

• Item ORO ID
• 13090
• Item Type
• Book Section
• ISBN
• 0-415-29865-2, 978-0-415-29865-0
• Keywords
• management; leadership; vision; distributed leadership; power; participation; participatory management; leadership styles; situational leadership; leadership and diversity
• Academic Unit or School
• Faculty of Wellbeing, Education and Language Studies (WELS) > Health, Wellbeing and Social Care
  Faculty of Wellbeing, Education and Language Studies (WELS)
• Depositing User
• Jill Reynolds