Keele Research Repository

Article

Satta, G and Edmonstone, J (2018) Consolidation of pathology services in England: have savings been achieved? BMC Health Services Research, 18.

Edmonstone, J (2015) When action learning doesn't "take": reflections on the DALEK Programme. Action Learning: research and practice, 7 (1). pp. 89-97.

Edmonstone, J and Robson, J (2014) Action learning on the edge: contributing to a masters programme in human resources for health. Action Learning: research and practice, 11 (3). pp. 361-374.

Edmonstone, J and Malby, R (2014) Effective medical leadership development for a complex NHS. British Journal of Hospital Medicine, 75 (8). 461 -463.

Edmonstone, J (2014) What is wrong with NHS leadership development? British Journal of Healthcare Management, 19 (11).

Edmonstone, J (2014) Whither the elephant?: the continuing development of clinical leadership in the UK National Health Services. International Journal of Health Planning and Management, 29 (3). pp. 280-291.

Edmonstone, J (2014) On the nature of problems in action learning. Action Learning: research and practice, 1 (11). pp. 25-41.

Malby, R, Edmonstone, J, Ross, D and Wolfenden, N (2013) Clinical leadership: the challenge of making the most of doctors in management. British Journal of Hospital Medicine, 72 (6). 341 - 345.

Edmonstone, J (2013) Healthcare leadership: learning from evaluation. Leadership in Health Services, 26 (2). pp. 148-158.

Edmonstone, J (2011) The development of strategic clinical leaders in the NHS in Scotland. Leadership in Health Services, 24 (4). pp. 337-353.

Edmonstone, J (2011) The tender trap: back to the future? British Journal of Healthcare Management, 17 (8).

Edmonstone, J (2011) Action learning and organisation development: overlapping fields of practice. Action Learning: research and practice, 8 (2). pp. 93-102.

Edmonstone, J (2011) Developing leaders and leadership in health care: a case for rebalancing? Leadership in Health Services, 24 (1). pp. 8-18.

Edmonstone, J (2010) A new approach to project managing change. British Journal of Healthcare Management, 16 (5). pp. 225-230.

Edmonstone, J (2009) Evaluating clinical leadership: a case study. Leadership in Health Services, 22 (3). pp. 2010-224.

Edmonstone, J (2008) Clinical leadership: the elephant in the room. International Journal of Health Planning and Management, 24 (4). 290 - 305.

Edmonstone, J (2008) Action learning as a developmental practice for clinical leadership. International Journal of Clinical Leadership, 16 (2). pp. 59-64.

Edmonstone, J and Flanagan, H (2007) A flexible friend: action learning in the context of a multi-agency organisation development programme. Action Learning: research and practice, 4 (2). pp. 199-209.

Edmonstone, J and Mackenzie, H (2006) Practice development and action learning. Practice Development in Health Care, 4 (1). pp. 24-32.

Edmonstone, J and Western, J (2002) Leadership development in health care: what do we know? Journal of Management in Medicine, 16 (1). 34 -47.

Edmonstone, J (2002) Problems and projects in action learning. Industrial and Commercial Training, 34 (7). pp. 287-289.

Edmonstone, J (1995) Managing change: an emerging new consensus. Health Manpower Management, 21 (1). 16 - 19.

Edmonstone, J and Havergal, M (1991) Agents for change: a resource for management. Health Services Management, 87 (4). 163 - 165.

Edmonstone, J and Havergal, M (1991) Business planning: new wine in old bottles? Health Services Management, 87 (1). 33 - 35.

Edmonstone, J (1991) Alternative futures for the training function. Health Manpower Management, 17 (3). 12 -13.

Edmonstone, J (1990) The bottom line and beyond: paying for NHS training in the 1990s. Health Services Management, 86 (2). 80 - 82.

Edmonstone, J (1989) Management change: where to now? Health Manpower Management, 15 (2). 24 -?.

Edmonstone, J (1989) Return To Go: Renewal Process in an Internal Organisation Development Unit. Industrial and Commercial Training, 21 (6).

Edmonstone, J (1989) Managing manpower of the future. Health Manpower Management, 14. pp. 17-19.

Edmonstone, J (1988) A false god?: how relevant is competency-based education and training to the NHS? Health Services Management, 84 (6). 156 -160.

Edmonstone, J (1988) Developing managers' training potential. Health Manpower Management, 14 (2). 10 - 11.

Edmonstone, J (1988) Managing the manpower resource: 2: from analysis to action. Hospital & Health Services Review, 84 (2). 60 -63.

Edmonstone, J (1988) Managing the manpower resource. 1: the nature of the problem. Hospital & Health Services Review, 84 (1). 13 -15.

Edmonstone, J (1986) If you're not the woodcutter, what are you doing with that axe?: problems of managing the NHS. Health Services Manpower Review, 12 (13). pp. 8-12.

Edmonstone, J (1985) Training for tomorrow's NHS. Health Services Manpower Review, 11 (3).

Edmonstone, J, Cameron, D, Sivewright, G and Willis, L (1985) "The Way We Do Things Round Here": organisational change in a psychiatric hospital. Hospital & Health Services Review, 81 (2).

Edmonstone, J (1985) The values problem in OD. Leadership & Organization Development Journal, 6 (2). pp. 7-10.

Collin, T and Edmonstone, J (1984) Developing in-house management development: the 'role change' problem. Health Services Manpower Review, 10 (1). 11 - 15.

Edmonstone, J, Corfield, K and Linacre, C (1984) New consultancy roles for trainers. Leadership & Organization Development Journal, 5 (4). pp. 13-16.

Edmonstone, J (1982) Developing nurse managers: a practical approach. Nursing times, 78 (46). pp. 1951-1952.

Edmonstone, J (1982) Human service organisations: implications for management and organisation development. Management Education and Development, 13 (3). pp. 163-173.