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Int J Health Policy Manag. 2022;11(11): 2686-2697. doi: 10.34172/ijhpm.2022.6564
PMID: 35297229        PMCID: PMC9818121

Original Article

Understanding the Political Skills and Behaviours for Leading the Implementation of Health Services Change: A Qualitative Interview Study

Justin Waring 1 * ORCID, Simon Bishop 2, Georgia Black 3 ORCID, Jenelle M. Clarke 1, Mark Exworthy 1, Naomi J. Fulop 3 ORCID, Jean Hartley 4, Angus Ramsay 3 ORCID, Bridget Roe 1

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1- Kwon H, Seol J, Kang Y, Sohn Y. Ambivalent effects of leader’s organizational political behavior on subordinate’s organizational citizenship behavior: a dyadic study. Curr Psychol. 2024;43(47):35914 [Crossref]
2- Gulati K, Davies J, Singh A. A call for transforming physicians-as-administrators into professional hybrid medical leaders: insights from northern India. LHS. 2025;38(2):245 [Crossref]
3- Waring J, Bishop S, Black G, Clarke J, Exworthy M, Fulop N, Hartley J, Ramsay A, Roe B. Navigating the micro-politics of major system change: The implementation of Sustainability Transformation Partnerships in the English health and care system. J Health Serv Res Policy. 2023;28(4):233 [Crossref]
4- Cairney P, Toomey C. Systems Leadership: a qualitative systematic review of advice for policymakers. Open Res Europe. 2025;5:6 [Crossref]
5- Khalil L, Hartley J. Public leadership to foster peacebuilding in violently divided societies. Public Management Review. 2024;26(3):724 [Crossref]
6- Syamsir S, Saputra N, Mulia R. Leadership agility in a VUCA world: a systematic review, conceptual insights, and research directions. Cogent Business & Management. 2025;12(1) [Crossref]
7- Needham C, Gale N, Waring J. New development: System diplomacy—an alternative to system leadership. Public Money & Management. 2025;:1 [Crossref]