John Edmonstone

Liverpool Business School

Journal article

Edmonstone JD. 2020. Beyond healthcare leadership? The imperative for health and social care systems Leadership in Health Services, 33 :351-363 DOI Author Url

Edmonstone J. 2020. A tale of two ethoses: neoliberalism and action learning Action Learning: Research and Practice, 17 :259-272 DOI

Edmonstone J. 2020. Six challenges facing clinical leadership British Journal of Health Care Management, 26 DOI

Breen J, Pedler M, Edmonstone J, Boak G. 2020. Re-framing theory and practice in current and future organisational contexts Action Learning: Research and Practice, 17 :239 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2019. Reconnecting with context and community Action Learning: Research and Practice, 16 :304-305 DOI

Edmonstone J. 2019. Is action learning culture bound? An exploration Action Learning: Research and Practice, 16 :223-237 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2019. Finding new insights in the action and the learning Action Learning: Research and Practice, 16 :187-188 DOI

Edmonstone J. 2019. Beyond critical action learning?: Action learning’s place in the world Action Learning: Research and Practice, 16 :136-148 DOI

Lawless A, Edmonstone J, Pedler M. 2019. Leadership Development, Wicked Problems and Action Learning: Provocations to a Debate Action Learning: Research and Practice, DOI Public Url

Breen J, Pedler M, Edmonstone J, Milsom B. 2019. Speaking with different voices for a new way of living Action Learning: Research and Practice, 16 :87 DOI

Satta G, Edmonstone J. 2018. Consolidation of pathology services in England: have savings been achieved? BMC Health Services Research, 18 DOI Author Url Publisher Url Public Url

Edmonstone J. 2018. Leadership development in health care in low and middle-income countries: Is there another way? INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, 33 :E1193-E1199 DOI Author Url

Edmonstone JD. 2018. Organisational learning Leadership in Health Services, 31 :434-440 DOI Author Url

Breen J, Pedler M, Edmonstone J, Milsom B. 2018. The potential of powerful learning Action Learning: Research and Practice, 15 :189 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2018. Emphasing and enriching both episteme and techne Action Learning: Research and Practice, 15 :68 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2017. A refreshed focus for a new reality Action Learning: Research and Practice, 14 :286 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2017. New questions for learning Action Learning: Research and Practice, 14 :197 DOI

Edmonstone JD. 2017. Escaping the healthcare leadership cul-de-sac Leadership in Health Services, 30 :76-91 DOI Author Url

Breen J, Pedler M, Edmonstone J, Milsom B. 2016. Integration: challenges and opportunities Action Learning: Research and Practice, 13 :281-282 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2016. Champions of change Action Learning: Research and Practice, 13 :184-185 DOI

Edmonstone J. 2016. Action learning, performativity and negative capability Action Learning: Research and Practice, 13 :139-147 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2016. Macro- and micro-level perspectives of learning Action Learning: Research and Practice, 13 :79-80 DOI

Duncan Edmonstone J. 2016. Leadership metaphors Leadership in Health Services, 29 :118-121 DOI Author Url

Breen J, Pedler M, Edmonstone J, Milsom B. 2015. Thinking differently for deeper action Action Learning: Research and Practice, 12 :356-357 DOI

Edmonstone J. 2015. The Challenge of Evaluating Action Learning Action Learning: Research and Practice, 12 :131-145 DOI

Breen J, Pedler M, Edmonstone J, Milsom B. 2015. Reflecting back to the future Action Learning: Research and Practice, 12 :99-100 DOI

Edmonstone J, Malby R. 2014. Effective medical leadership development for a complex NHS BRITISH JOURNAL OF HOSPITAL MEDICINE, 75 :461-463 DOI Author Url

Edmonstone JD. 2014. Whither the elephant?: The continuing development of clinical leadership in the UK National Health Services International Journal of Health Planning and Management, 29 :280-291 DOI Author Url

Breen J, Pedler M, Edmonstone J. 2014. The importance of content and context Action Learning: Research and Practice, 11 :233-234 DOI

Edmonstone J. 2014. On the nature of problems in action learning Action Learning: Research and Practice, 11 :25-41 DOI

Edmonstone J. 2010. When action learning doesn't 'take': Reflections on the DALEK programme Action Learning: Research and Practice, 7 :89-97 DOI

Edmonstone J. 2010. A new approach to project managing change British Journal of Health Care Management, 16 :225-230 DOI

Edmonstone J. 2009. Clinical leadership: the elephant in the room INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, 24 :290-305 DOI Author Url

Edmonstone J. 2009. Evaluating clinical leadership: A case study Leadership in Health Services, 22 :210-224 DOI

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

Burnhope C, Edmonstone J. 2008. Feel the fear and do it anyway: the hard business of developing shared governance (vol 11, pg 147, 2003) JOURNAL OF NURSING MANAGEMENT, 16 :494-494 DOI Author Url

Burnhope C, Edmonstone J. 2003. 'Feel the fear and do it anyway': The hard business of developing Shared Governance Journal of Nursing Management, 11 :147-157 DOI Author Url

Edmonstone J. 2003. Learning and development in action learning: The energy investment model Industrial and Commercial Training, 35 :26-28 DOI

Edmonstone J. 2002. Problems and projects in action learning Industrial and Commercial Training, 34 :287-289 DOI

Edmonstone J, Western J. 2002. Leadership development in health care: what do we know? Journal of management in medicine, 16 :34-47 DOI Author Url

Edmonstone J. 1997. The challenge of education commissioning--Part 3: Management development. Health manpower management, 23 :137-139 DOI Author Url

Edmonstone J. 1997. The challenge of education commissioning--Part 2: A more radical change? Health manpower management, 23 :84-87 DOI Author Url

Edmonstone J. 1997. The challenge of education commissioning--Part 1: Seeking value for money. Health manpower management, 23 :55-57 DOI Author Url

Edmonstone J. 1996. Strengthening cancer care: A practical approach to the empowerment of nurses Journal of Research in Nursing, 1 :382-387 DOI

Edmonstone J. 1996. Appraising the state of performance appraisal. Health manpower management, 22 :9-13 DOI Author Url

Edmonstone J, Havergal M. 1995. The death (and rebirth?) of organization development. Health manpower management, 21 :28-33 DOI Author Url

Edmonstone J. 1995. Managing change: an emerging new consensus. Health manpower management, 21 :16-19 DOI Author Url

Edmonstone J, Watt S. 1995. Career management support for nurses. Health manpower management, 21 :17-20 DOI Author Url

Edmonstone J. 1995. A step into the unknown? The new education and training contracting arrangements. Health manpower management, 21 :5-8 DOI Author Url

Havergal M, Edmonstone J. 1993. Professional development. Growing pains. Nursing times, 89 :30-31 Author Url

Edmonstone JD. 1989. “return to go”: Renewal process in an internal organisation development unit Industrial and Commercial Training, 21 :26-30 DOI

Edmonstone J. 1988. A false god? How relevant is competency-based education and training to the NHS? Health services management, 84 :156-160 Author Url

Edmonstone J. 1988. Trained in the fast lane ... identifying potential general managers. The Health service journal, 98 :997-999 Author Url

Edmonstone J. 1988. Developing managers' training potential. Health manpower management, 14 :10-11 Author Url

Edmonstone J. 1988. Managing the manpower resource: 2. From analysis to action Hospital Health Services Review, 84 :60-63 Author Url

Edmonstone J. 1988. Managing the manpower resource: 1: The nature of the problem Hospital Health Services Review, 84 :13-15 Author Url

Evans CA, Edmonstone JD. 1987. Health PICKUP. Continuing education for the health care professions Physiotherapy, 73 :36-38

Edmonstone JD. 1986. If you're not the woodcutter, what are you doing with that axe?: problems of managing the NHS. Health services manpower review, 12 :8-12 Author Url

Edmonstone J. 1985. The Values Problem in OD Leadership & Organization Development Journal, 6 :7 DOI

Edmonstone J. 1982. Human Service Organisations: Implications for Management and Organisation Development Management Learning, 13 :163-173 DOI

Edmonstone J. 1982. From “Organisational Social Work” to Organisation Design Leadership & Organization Development Journal, 3 :24-26 DOI

Edmonstone J. 1981. Using inter-group training methods to break down barriers. Health services manpower review, 7 :4-7 Author Url

Edmonstone J. 1981. The Organisation Laboratory: An Experiential Learning Design Leadership & Organization Development Journal, 2 :17-19 DOI

Collin AJ, Edmonstone JD, Sturt JR. 1981. Commissioning DGHs: The state of the art Hospital Health Services Review, 77 :268

Edmonstone J. 1980. The Realities of Organisational Consultancy Leadership & Organization Development Journal, 1 :20-24 DOI

Edmonstone JD. 1980. Changing hospital organisation using outside consultants: Evaluation of one example Hospital Health Services Review, 76 :5-8 Author Url

Edmonstone J. 1979. Leadership in an organisational context: an experiential learning design. Health services manpower review, 5 :13-16 Author Url

Chapters

Edmonstone J. 2017. Organisational learning Why Hospitals Fail: Between Theory and Practice :129-135 9783319562230 DOI

Edmonstone J. 2016. Action learning and organization development Action Learning in Practice :285-295 9781409418412 DOI

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