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This study showed how political skills and behaviours are used to manage the diverse interests that complicate change and developed learning resources for future leaders to develop similar skills.

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Justin Waring 1,*, Simon Bishop 2, Jenelle Clarke 1, Mark Exworthy 1, Naomi J Fulop 3, Jean Hartley 4, Angus IG Ramsay 3, Georgia Black 3, Bridget Roe 1

1 Health Services Management Centre, University of Birmingham, Birmingham, UK
2 Nottingham University Business School, University of Nottingham, Nottingham, UK
3 Department of Applied Health Research, University College London, London, UK
4 The Open University Business School, The Open University, Milton Keynes, UK
* Corresponding author Email: j.waring@bham.ac.uk

Declared competing interests of authors: Angus IG Ramsay was an associate member of the National Institute for Health and Care Research (NIHR) Health and Social Care Delivery Research (HSDR) Funding Committee (2015–18) and a member of the NIHR HSDR Commissioning Board. Justin Waring is a trustee of the Foundation for Sociology of Health and Illness (2020–present) and was a member of the NIHR HSDR Commissioning Board (2013–18). Mark Exworthy reports membership of the NIHR HSDR Commissioning Board (2016–19) and reports that he is chairperson of the Society for Studies in Organising Healthcare (2017–present). Naomi J Fulop is a NIHR Senior Investigator; reports membership of the NIHR HSDR Programme Funding Committee (2013–18) and the NIHR HSDR Evidence Synthesis Sub Board (2016); is the University College London-nominated Non-Executive Director, Whittington Health NHS Trust; is a trustee of Health Services Research UK; and served on the NIHR HSDR Commissioning Board.

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