In their valuable discussion of whistleblowing in healthcare organisations, Mannion and Davies highlight the importance of organisational culture in influencing whether people raise concerns, and whether these concerns are listened to and acted upon. The role of leadership in shaping organisational culture is well-established1 and in this commentary, we will examine the influence of leaders in creating cultures of silence or cultures of voice.
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Blenkinsopp, J., & Snowden, N. (2016). What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”. International Journal of Health Policy and Management, 5(2), 125-127. doi: 10.15171/ijhpm.2015.193
MLA
John Blenkinsopp; Nicholas Snowden. "What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”". International Journal of Health Policy and Management, 5, 2, 2016, 125-127. doi: 10.15171/ijhpm.2015.193
HARVARD
Blenkinsopp, J., Snowden, N. (2016). 'What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”', International Journal of Health Policy and Management, 5(2), pp. 125-127. doi: 10.15171/ijhpm.2015.193
VANCOUVER
Blenkinsopp, J., Snowden, N. What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”. International Journal of Health Policy and Management, 2016; 5(2): 125-127. doi: 10.15171/ijhpm.2015.193
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