The purpose of this paper is to explore the role and approach to leadership for learning and knowledge management within integrated care arenas.
Following a critical review of the relevant literature, the paper analyses the findings from case study research in South Wales which generated evidence from in‐depth qualitative interviews with a diverse set of health and social care managers and professionals.
The paper argues that the leadership role for learning and knowledge management needs to focus on four main areas – promoting common purpose, developing a collaborative culture, facilitating multi‐disciplinary teamwork, and developing learning and knowledge management strategies. The most effective leadership approach to undertake these roles is predominantly collaborative and dispersed but may need to be flexible to reflect the hierarchical imperatives of performance and accountability.
The research study is limited to a small case study and more in‐depth examples involving different integrated services are necessary to begin to accumulate more knowledge in this area of study.
There a number of implications that flow from this paper for policy and practice both in terms of leadership development and training, and for the design of planned strategies for learning and knowledge management.
The paper addresses an undeveloped area of research and has value to both theory and practice. It frames the challenge of integration as one of learning and knowledge management and argues that this has significant implications for the role of, and approach to, leadership.
