The Practice of Leadership in Healthcare Organisations: Interpretation, Authority, and Organisational Authorship

This chapter explores the emergent unfolding of practical\r\nleading—always located in places, histories, and experiences—as\r\nexercised by clinical professionals who occupy leading roles in healthcare\r\ncontexts. We offer a view of leadership as a continuous interaction incorporating\r\nsubjectivity, intersubjectivity, interpretation, and meaning-making\r\nbased on three intertwined perspectives:\r\n1. The interpretation of one’s organisational role\r\n2. The exercise of authority and power\r\n3. The development of organisational authorship, defined as a relational,\r\nembedded, and contextual activity leaving a mark on working activities\r\nand organisational roles.\r\nWe draw our analysis from an ethnographic study on how head nurses\r\nact upon daily challenges and situations related to their leadership. Based\r\non the data, we propose an overview of how role interpretation, authority,\r\nand authorship unfold. The chapter aims to highlight the value of a\r\npractice-based approach to leadership and to contribute to the understanding\r\nof its intersubjective and relational aspects. These insights could\r\nbe helpful for healthcare leaders who seek to reflect on how they can\r\nactively play a leading role (and promote the leadership of others) in their\r\norganisations.