TY - JOUR
AU - J. Vaggers
AU - E. S. Anderson
A1 - 
AB - Today's era of integrated working seeks to bring together different professionals to work in patient-centered teams. As a result leadership perspectives have changed. We now seek leaders who recognize the complexity of moderating across different health, social care and other public and private sector organizations for collective patient/community focussed service. This research focuses on the role of leaders in the UK who were asked to lead a range of practitioners working from Children's Centers. These centers brought together a myriad of practitioners from health, social care, and education to meet the needs of children from wide and diverse backgrounds. We share a qualitative study, exploring the experiences of Children's Center leaders, using critical theory and constructivism. The study explored how leaders enable integrated working to flourish. The research was conducted in two stages: In Stage One, five strategic Children's Center managers were interviewed to illuminate the key ingredients felt to support good leaders. Stage Two brought together 10 Children's Center leaders from across different areas of the UK, to share their experiences using Participatory Action Research. The final synthesis identified four main processes which could help leaders to enable integrated working to flourish. These were: i) Thinking Systematically; ii) Building and re-building relationships; ii) Nourishing self-actualization and; iv) Utilizing alternative approaches to problem solving. Four borderline processes were identified: Interaction, Integrity, Flow and Sensitivity. The final model articulates the skills required to lead integrated services which bring together a wide range of practitioners. The outcomes help leaders to explore new ways of leading and require further testing. The outcomes may apply to other clinical areas of integrated working.
AD - Head Teacher Rowland Hill Nursery School and Children Centre, Department of Medical and Social Care, Haringey and Alumni, University of Leicester, Leicester, United Kingdom.; Professor of Interprofessional Education, Patient Safety Lead, School of Medicine, University of Leicester, Leicester, United Kingdom.
AN - 34034605
BT - J Interprof Care
C5 - Healthcare Disparities; Education & Workforce
CP - 6
DA - Nov-Dec
DO - 10.1080/13561820.2021.1897553
DP - NLM
ET - 20210525
IS - 6
JF - J Interprof Care
LA - eng
N2 - Today's era of integrated working seeks to bring together different professionals to work in patient-centered teams. As a result leadership perspectives have changed. We now seek leaders who recognize the complexity of moderating across different health, social care and other public and private sector organizations for collective patient/community focussed service. This research focuses on the role of leaders in the UK who were asked to lead a range of practitioners working from Children's Centers. These centers brought together a myriad of practitioners from health, social care, and education to meet the needs of children from wide and diverse backgrounds. We share a qualitative study, exploring the experiences of Children's Center leaders, using critical theory and constructivism. The study explored how leaders enable integrated working to flourish. The research was conducted in two stages: In Stage One, five strategic Children's Center managers were interviewed to illuminate the key ingredients felt to support good leaders. Stage Two brought together 10 Children's Center leaders from across different areas of the UK, to share their experiences using Participatory Action Research. The final synthesis identified four main processes which could help leaders to enable integrated working to flourish. These were: i) Thinking Systematically; ii) Building and re-building relationships; ii) Nourishing self-actualization and; iv) Utilizing alternative approaches to problem solving. Four borderline processes were identified: Interaction, Integrity, Flow and Sensitivity. The final model articulates the skills required to lead integrated services which bring together a wide range of practitioners. The outcomes help leaders to explore new ways of leading and require further testing. The outcomes may apply to other clinical areas of integrated working.
PY - 2025
SN - 1356-1820
SP - 941
EP - 956+
ST - An essential model for leaders to enable integrated working to flourish: a qualitative study examining leaders of Children's Centers
T1 - An essential model for leaders to enable integrated working to flourish: a qualitative study examining leaders of Children's Centers
T2 - J Interprof Care
TI - An essential model for leaders to enable integrated working to flourish: a qualitative study examining leaders of Children's Centers
U1 - Healthcare Disparities; Education & Workforce
U3 - 10.1080/13561820.2021.1897553
VL - 39
VO - 1356-1820
Y1 - 2025
ER -