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Leadership within the ambulance service: rhetoric or reality?

06 August 2012
Volume 4 · Issue 8

In the first of a two-part commentary on leadership within the ambulance service, a distinction is made between leadership and management, with the traditional position of leadership within the ambulance service reviewed. The limitations of leadership competency frameworks are discussed and the importance of recognising the uniqueness of paramedic practice is highlighted. The challenges faced by leaders within the NHS are emphasised, specifically in relation to change, and the position of clinical leadership is examined as a possible medium to reconcile tensions between clinical and managerial roles.

Effective leadership is central to the success of providing a modern and responsive NHS (Institute for Innovation and Improvement, 2006) but one of the difficulties of looking at leadership for healthcare professionals is that most leadership theories have not been developed within a healthcare context. Typically, leadership theory has been developed within a business arena and then applied to healthcare (Vance and Larson, 2002). For a paramedic profession which is in the process of forming a new identity (Woollard, 2006) and continues to define its unique body of knowledge and practice (Gregory, 2011), this represents a significant challenge.

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