Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels. Findings – The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented. Research limitations/implications – This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration. Originality/value – Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.
PurposeTo better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.Design/methodology/approachUtilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.FindingsOrganisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.Originality/valueThe study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.
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