So you struggle with managing people who resent being managed.
I see this one quite a bit in my client base. In my experience, there are only a few reasons:
1. The manager is younger than the staff member, or in some way is perceived as being "lesser"
2. More generally, the staff member's world view has them in the role of high capability contributor who should be given a free hand
3. Even more generally, the staff member harbours resentments against their employer in the broader sense
In any case, to dissolve this situation, it will be necessary to explore it openly with the staff member. You should see what their view is, tell them how you see things, and what's wrong with their view, try to find common goals about your shared future, and agree some rules moving forward.
If this proves impossible, then the staff member should be made aware that your world-view is the one supported by the company (make sure it is, before you even think of treading this path), and that you're not willing to tolerate obstructive or otherwise difficult working staff members, and that there is a procedure leading to eventual dismissal which you are prepared to walk for the benefit of the team, the company, and actually - for the staff member themselves.
Much of this requires the existence of a management chain and an ethical, professional framework which would support you in these actions. Often, that's simply missing - especially in the public sector (and I note you work in the NHS where I have a lot of experience), in which cased, you'll be needing some more innovative strategies :o)