What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”

Document Type : Commentary

Authors

Hull University Business School, University of Hull, Hull, UK

Abstract

In their valuable discussion of whistleblowing in healthcare organisations, Mannion and Davies highlight the importance of organisational culture in influencing whether people raise concerns, and whether these concerns are listened to and acted upon. The role of leadership in shaping organisational culture is well-established1 and in this commentary, we will examine the influence of leaders in creating cultures of silence or cultures of voice.

Highlights

 

 

Watch the Video Summary here. 

 

Keywords

Main Subjects

Full Text

 

 

References

  1. Schein, EH. Organizational Culture and Leadership. 4th ed. San Francisco: John Wiley and Sons; 2010.
  2. Alford CF. Whistle-blowers: how much we can learn from them depends on how much we can give up. Am Behav Sci. 1999;43:264-277. doi:10.1177/00027649921955254
  3. Park H, Blenkinsopp J, Park M. The influence of an observer’s value orientation and personality type on attitudes toward whistleblowing. J Bus Ethics. 2014;120(1):121-129. doi:10.1007/s10551-013-1908-7
  4. Blenkinsopp J, Edwards MS. On not blowing the whistle: quiescent silence as an emotion episode. In: Zerbe WJ, Härtel CE, Ashkanasy NM, eds. Emotions, Ethics, and Decision Making. Bingley, UK: Emerald Group Publishing; 2008:181-206.
  5. Mannion R, Davies HT. Cultures of silence and cultures of voice: the role of whistleblowing in healthcare organisations. Int J Health Policy Manag. 2015;4(8):503-505. doi:10.15171/ijhpm.2015.120
  6. Harter N. Socrates’ mission against reproachable ignorance: leaders who refuse to acknowledge their ignorance and instead suppress criticism. In: Muhr SL, Lemmergaard J, eds. Critical Perspectives on Leadership: Emotion, Toxicity, and Dysfunction. Cheltenham, UK: Edward Elgar; 2013.
  7. Weinstein D. Bureaucratic Opposition: Challenging Abuses at the Workplace. Oxford: Pergamon Press; 1979.
  8. Bevan G, Hood C. Have targets improved performance in the English NHS? BMJ. 2006;332(7538):419. doi:10.1136/bmj.332.7538.419
  9. Kerr S. On the folly of rewarding A, while hoping for B. Acad Manage J. 1975;18(4):769-783.
  10. Kohn LT, Corrigan JM, Donaldson MS, eds. To Err Is Human: Building a Safer Health System. Washington, DC: National Academy Press, Institute of Medicine; 1999.
  11. Department of Health. An organisation with a memory: report of an expert group on learning from adverse events in the NHS chaired by the Chief Medical Officer. London: The Stationary Office; 2000.
  12. Pratt SD. Simulation in Obstetric Anesthesia. Anesth Analg. 2012;114(1):186-190. doi:10.1213/ANE.0b013e3182377bbc

Files

History

  • Receive Date: 15 September 2015
  • Revise Date: 23 October 2015
  • Accept Date: 24 October 2015
  • First Publish Date: 01 February 2016

Share

How to cite

Statistics