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Resource scarcity and priority-setting: from management to leadership in the rationing of health care?

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  • Helen Dickinson
  • Tim Freeman
  • Suzanne Robinson
  • Iestyn Williams

Abstract

While continued interest in the application of priority-setting technologies is perhaps unsurprising in a time of austerity, they require sensitive implementation for their full potential benefits to be realized. This article looks at the role and value of leadership in addressing problems of a lack of perceived legitimacy and governance that have been raised in connection with the rationing enterprise. The potential and limitations of key leadership concepts such as ‘sense-making’ and ‘framing’ are explored, and notions of relational leadership and the importance of leading with political astuteness are discussed.

Suggested Citation

  • Helen Dickinson & Tim Freeman & Suzanne Robinson & Iestyn Williams, 2011. "Resource scarcity and priority-setting: from management to leadership in the rationing of health care?," Public Money & Management, Taylor & Francis Journals, vol. 31(5), pages 363-370, September.
    • Handle: RePEc:taf:pubmmg:v:31:y:2011:i:5:p:363-370
    DOI: 10.1080/09540962.2011.598352
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    References listed on IDEAS

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    1. Daniels, Norman & Sabin, James E., 2008. "Setting Limits Fairly: Learning to share resources for health," OUP Catalogue, Oxford University Press, edition 2, number 9780195325959.
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    Cited by:

    1. Hipgrave, David B. & Alderman, Katarzyna Bolsewicz & Anderson, Ian & Soto, Eliana Jimenez, 2014. "Health sector priority setting at meso-level in lower and middle income countries: Lessons learned, available options and suggested steps," Social Science & Medicine, Elsevier, vol. 102(C), pages 190-200.
    2. Robinson, Suzanne & Williams, Iestyn & Dickinson, Helen & Freeman, Tim & Rumbold, Benedict, 2012. "Priority-setting and rationing in healthcare: Evidence from the English experience," Social Science & Medicine, Elsevier, vol. 75(12), pages 2386-2393.

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