Effective Leadership and Followership Theories for Healthcare Organizations: A Systematic Review
DOI:
https://doi.org/10.54536/ajmsi.v5i1.7117Keywords:
Delivery of Health Care, Job Satisfaction, Leadership, United KingdomAbstract
This systematic review synthesized global evidence for leadership and followership theories in healthcare, with specific applicability to the UK National Health Service (NHS). It follows PRISMA guidelines to synthesize 40 studies published from 1990-2024. The transformational leadership model emerged as the most researched model with consistently improved associations to staff outcomes; however, its effectiveness is mediated by contextual elements like empowerment. Relational models, particularly Leader-Member Exchange, strikingly demonstrated strong links to personal job satisfaction and safety. This review identified a crucial followership gap, highlighting its role as an active, courageous form of followership that is of immense importance to team safety and effectiveness; however, it remains understudied. The synthesis highlights that NHS leadership development must incorporate an integrated, multi-level strategy which is mindful of relational competencies, intentionally promoting followership at all levels and strengthening structures for implementing a more distributed leadership.
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