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In this essay, I explore the rise of the concept of ‘leadership’ in the English NHS, highlighting the similarity with a previous shift from (bad, old) ‘administration’ to (good, new) ‘management’. I take a critical look at this discursive shift and highlight some of the overblown claims made for the value of ‘clinical leadership’. I argue that, rather than turning all NHS staff into leaders, we should perhaps tone down the level of our rhetoric and instead emphasize the need for a service full of good followers who will maintain a relentless focus on care, quality and efficiency. [ABSTRACT FROM PUBLISHER]

This paper explores how ‘place’ is conceptualised and mobilized in health policy and considers the implications of this. Using the on-going spatial reorganizing of the English NHS as an exemplar, we draw upon relational geographies of place for illumination. We focus on the introduction of ‘Sustainability and Transformation Plans’ (STPs): positioned to support improvements in care and relieve financial pressures within the health and social care system. STP implementation requires collaboration between organizations within 44 bounded territories that must reach ‘local’ consensus about service redesign under conditions of unprecedented financial constraint. Emphasising the continued influence of previous reorganizations, we argue that such spatialized practices elude neat containment within coherent territorial geographies. Rather than a technical process financially and spatially ‘fixing’ health and care systems, STPs exemplify post-politics—closing down the political dimensions of policy-making by associating ‘place’ with ‘local’ empowerment to undertake highly resource-constrained management of health systems, distancing responsibility from national political processes. Relational understandings of place thus provide value in understanding health policies and systems, and help to identify where and how STPs might experience difficulties. [ABSTRACT FROM AUTHOR]