Bridging the gap: exploring the role of local leaders in health & social care integration

This research investigates the critical yet often overlooked role of local political leadership in Health and Social Care Integration (H&SCI) in Scotland. Using a mixed qualitative methodology combining in-depth interviews with local political leaders and chief officers alongside document analysis, the study addresses significant gaps in current public administration literature. The research applies contingency and situational leadership theories to examine how local political leaders adapt their approaches to varying political contexts and stakeholder behaviours. Key findings reveal that strong professional relationships are crucial for successful inter-jurisdictional collaborations, while political party influence can lead to non-compliance with integration joint board rules. The study demonstrates that situational leadership theory should incorporate adaptive leadership styles to enhance the effectiveness of inter-jurisdictional collaborations in integrated care settings. This research contributes valuable insights to understanding the complex dynamics of leadership in public service integration, with implications for policy development and leadership practice in health and social care systems.