Boundary-Spanning Leadership

Abstract

The complexity of service organisation and delivery provides an ongoing opportunity for health, aged and social care leaders to frame and engage in interagency and inter-organisation working. In considering a ‘boundary-spanning’ approach, it is possible to capitalise on active working across organisational, professional sector or disciplinary boundaries with the objective of enabling co-ordination and joint action.  A perspective is for leaders acting as  stewards (rather than managers of organisations) for shared outcomes where success is measured by relational capital and holding constructive tension rather than control of compliance....