Resource scarcity and priority-setting: from management to leadership in the rationing of health care?

Abstract

While continued interest in the application of priority-setting technologies is perhaps unsurprising in a time of austerity, they require sensitive implementation for their full potential benefits to be realized. This article looks at the role and value of leadership in addressing problems of a lack of perceived legitimacy and governance that have been raised in connection with the rationing enterprise. The potential and limitations of key leadership concepts such as ‘sense-making’ and ‘framing’ are explored, and notions of relational leadership and the importance of leading with political astuteness are discussed.

Additional information

Notes on contributors

Helen Dickinson

Helen Dickinson is lecturer at the Health Services Management Centre, University of Birmingham, UK.

Tim Freeman

Tim Freeman is lecturer at the Health Services Management Centre, University of Birmingham, UK.

Suzanne Robinson

Suzanne Robinson is lecturer at the Health Services Management Centre, University of Birmingham, UK.

Iestyn Williams

Iestyn Williams is lecturer at the Health Services Management Centre, University of Birmingham, UK.