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 Tracey Rosell

Tracey Rosell

Research student,


My research interest explores contemporary leadership in Welsh and English NHS surgical teams. I am particularly interested in whether this is hierarchical, non-hierarchical or a mix of these leadership forms and leadership styles (e.g. transformational or authentic).

Successive studies of performance failings in UK hospitals identify shortcomings in approaches to leadership. Traditional, hierarchical leadership may stifle raising of concerns about performance, including patient safety. The doctors, nurses and other healthcare professionals who work in surgical teams have traditionally operated under such a hierarchical form of leadership.

However, legal restrictions on the working hours of junior doctors, and changes in medical training practices may have altered this form, but there are very few details that have been published about these possible changes in leadership. The main goal of my research is to develop a framework to explore emergent leadership models and to carry out empirical research. This provides an avenue to explain how leadership is experienced in today's surgical teams.



Non-teaching positions appointed to:

Member of Executive Committee of Society for Studies in Organizing Healthcare (SHOC)

Wales DTP Student Rep for Cardiff University

Post Graduate Tutor or Teaching Assistant in the following modules:

Diploma in Healthcare Planning (2020/21)

Public Leadership MSc (2020/21)

Challenges in Managing and Leading Organization (2020/21)

Ethics and Morality in Business BS3728 (2019/2020)

Diploma in Healthcare Planning (2019/20)

People in Organizations BS1529 (2018/19)

Organizational Behaviour BS2530 (2018/19)

Managing People BS2542 (2019/20)


Thesis Title: Leadership in NHS surgical teams: a Leadership-As-Practice exploratory study

My ESRC funded research aims to explore what is causing leadership in surgical teams and who is leading them. This alternative leadership approach may provide new perspectives, on which to address shortcomings related to hierarchical leadership, which have been identified in successive studies of performance failings in NHS hospitals.

The qualitative research will use Leadership-As-Practice as a conceptual approach, to explore the span of leadership activities before, during and after surgical interventions.

1st Supervisor:  Martin Kitchener

2nd Supervisor: Robin Burrow

Funding source



Martin Kitchener

Professor Martin Kitchener

Professor of Public Sector Management and Policy


Dr Robin Burrow

Lecturer in Management and Organisational Behaviour