Leadership of Integrated Health and Social Care Services

Ian C. Elliott, Caroline Sinclair, Hannah Hesselgreaves

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)
117 Downloads (Pure)


This research explores the lived experience of those individuals charged with leading the integration of health and social care services in Scotland. The research was primarily qualitative in nature – comprising of a qualitative survey of front-line managers of integrated health and social care services from a single partnership area. The survey explored the management and leadership tasks and activities expected of those leading health and social care teams. The research uncovers a sense that these new leadership positions are both overwhelming in the scope of tasks required and lack clarity in how these tasks should be undertaken. This highlights a need for coordinated support and training for staff who are charged with leading integrated health and social care teams. Three key recommendations have been drawn from the findings of this research: more support should be provided to managers working within these complex integrated systems; a joint training programme should be developed for managers across both partnering organisations and finally relevant policies and procedures should be compiled into one reference resource for managers of integrated services.
Original languageEnglish
Pages (from-to)198-222
Number of pages25
JournalScottish Affairs
Issue number2
Publication statusPublished - 1 May 2020


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