The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK.
This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK.
This paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes.
This paper points out that there are developmental implications depending on the particular approach taken. It argues that leadership development will become increasingly important in dentistry in the UK.
This paper addresses a topic that has so far received limited attention in the literature.
