Leadership Development in a South African Health Service

Dovey, KA

Leadership Development in a South African Health Service

Dovey, KA

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: International Journal of Public Sector Management, 2002, 15 (6/7), pp. 520 - 533
Issue Date:: 2002-01

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Field	Value	Language
dc.contributor.author	Dovey, KA https://orcid.org/0000-0002-8182-2166	en_US
dc.date.issued	2002-01	en_US
dc.identifier.citation	International Journal of Public Sector Management, 2002, 15 (6/7), pp. 520 - 533	en_US
dc.identifier.issn	0951-3558	en_US
dc.identifier.uri	http://hdl.handle.net/10453/9087
dc.description.abstract	The paper reports the outcomes of one module of a collaborative learning project aimed at the development of leadership capacity in district health management teams in the East Cape province of South Africa. A work-based learning methodology was selected for the module with the intention of developing strategic and procedural knowledge bases within these teams as a way of addressing the complex problems of policy implementation in South African state organisations. The paper demonstrates the effectiveness of collaborative work-based projects in developing team members' capacity to solve difficult workplace problems and to implement strategy in a challenging operational environment. It endorses the role of leadership coaching in the development of, and ability to leverage, important strategic knowledge resources that reside within and between team members. The paper concludes with an example that demonstrates the developing ability of team members to initiate successful collaboration around the resolution of complex service delivery problems.	en_US
dc.publisher	Emerald	en_US
dc.relation.ispartof	International Journal of Public Sector Management	en_US
dc.relation.isbasedon	https://doi.org/10.1108/09513550210448562	en_US
dc.rights	This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here - https://doi.org/10.1108/09513550210448562. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.	en_US
dc.subject.classification	Political Science & Public Administration	en_US
dc.title	Leadership Development in a South African Health Service	en_US
dc.type	Journal Article
utslib.citation.volume	6/7	en_US
utslib.citation.volume	15	en_US
utslib.for	080609 Information Systems Management	en_US
utslib.for	1501 Accounting, Auditing and Accountability	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1605 Policy and Administration	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.issue	6/7	en_US
pubs.volume	15	en_US

Abstract:

The paper reports the outcomes of one module of a collaborative learning project aimed at the development of leadership capacity in district health management teams in the East Cape province of South Africa. A work-based learning methodology was selected for the module with the intention of developing strategic and procedural knowledge bases within these teams as a way of addressing the complex problems of policy implementation in South African state organisations. The paper demonstrates the effectiveness of collaborative work-based projects in developing team members' capacity to solve difficult workplace problems and to implement strategy in a challenging operational environment. It endorses the role of leadership coaching in the development of, and ability to leverage, important strategic knowledge resources that reside within and between team members. The paper concludes with an example that demonstrates the developing ability of team members to initiate successful collaboration around the resolution of complex service delivery problems.

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http://hdl.handle.net/10453/9087