Emerging challenges in integrated care system leadership: a qualitative case study

What is it about?

This study looks at the real-life challenges faced by leaders working in Integrated Care Systems (ICSs). These systems were created to help the NHS, local councils, and community organisations work together to improve health and reduce inequalities. By interviewing 23 senior leaders, the study found that they face big pressures in balancing daily operational demands, like hospital waiting times and budgets, with long-term goals such as preventing illness and improving population health. Leaders described being pulled between national performance targets and local community needs. They also reported difficulties caused by limited funding, complex governance structures, and a lack of focus on prevention and inequality. The findings suggest that ICS leaders need more flexibility, clearer decision-making powers, and leadership training that helps them manage complex partnerships and political environments. Overall, the study highlights how important strong, adaptable leadership is for making joined-up health and care work in practice.

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Photo by Online Marketing on Unsplash

Photo by Online Marketing on Unsplash

Why is it important?

This study is one of the first to explore what it’s really like to lead Integrated Care Systems. These systems aim to bring together the NHS, local councils, and communities to improve people’s health. The research shows that leaders face big challenges, including limited resources, complex structures, and national targets that don’t always match local priorities. By highlighting these issues, the study helps explain why progress toward more joined-up and fair healthcare can be slow. Its findings can guide how future health policies and leadership programmes are designed, helping leaders work together more effectively, focus on prevention, and improve health outcomes for local communities.

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