Is leadership and management in inter-agency settings really that different? Perspectives from the literature

Introduction: Health and social care collaboration is currently a key feature of improvement efforts internationally. Moreover, leadership is increasingly considered an important driver in terms of organisational performance, in particular in relation to the implementation of policy designed to solve the wicked issues of society. Yet, despite leadership being viewed as an essential component of integrative public sector performance, there is relatively little thoughtful work analysing the relationship between the two sets of ideas. Leadership in collaborative settings is simultaneously represented as being both the same, and yet different, to these roles in more traditional settings. What this means in practice is that much of the literature appears somewhat at best platitudinous and at worst confused-posing practical difficulties for leaders and managers of collaborations who are looking for evidence or guidance on how to enact leadership.

Abstract licence: CC BY

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