Purpose Leadership has emerged as a pivotal force in driving the adaptation and effectiveness of complex health and care systems. However, no evidence synthesis exists regarding empirical research which applies the lens of complexity science to understand the phenomenon of leadership in health and social care contexts. The aim of this secondary analysis was to provide a further insight into how complexity science has been applied to the concept of health and social care leadership. Design/methodology/approach A secondary analysis of a scoping review of primary health and social care research using complexity-informed approaches, with a specific focus on leadership, was performed. Findings Research included diverse categories of leaders including multidisciplinary care teams, nurses and parents. Methods varied in their approach, including qualitative, quantitative and case study design, as well as engagement with the principles of complexity. Complexity science was commonly applied as an underlying theoretical framework in research which examined change implementation or their organisational setting. Originality/value This secondary analysis highlights the limited evidence regarding how complexity has been applied in the context of health and social care leadership research. The findings of this review warrant further implementation and research of complexity science principles to understand how to support and the effects of amongst health and social care professional leaders within complex adaptive systems. As health and social care systems are increasingly being encouraged to provide integrated care, it is important to examine the ways in which complexity science has been applied within health and social care leadership.
Darley et al. (Tue,) studied this question.