Self-Leadership and Personal Resilience in Health and Social Care is essential reading for professionals making judgements under pressure. It demonstrates how self-leadership is not only about surviving but thriving in a continually changing environment and introduces key theories, skills and debates to help professionals deliver high quality professional practice every day. The book focuses in on the quality of professional thinking, self- and social awareness, self-regulation and self-management, and the fundamentals of sustained resilience.

Leadership Theories

Leadership theories

Introduction

This chapter examines some of the most popular leadership theories in history, presenting the advantages, disadvantages and criticisms of each and the reported research. It starts to build the case for why self-leadership works in the current context of the public sector and, in particular, Health and Social Care.

Some authors conceptualise leadership as a set of traits, the personality of the leader and their behaviours, whereas others see it as an ability to manage the situation, or from a relationship standpoint, transforming or serving others. Northouse (2013) defines leadership as a ‘process whereby an individual influences a group of individuals to achieve a common goal’. This focus away from a distinctive preoccupation with the importance of traits and characteristics to an ...

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