Prioritizing health leadership capabilities in Canada

Abstract

This article is the first major empirical test of LEADS in a Caring Environment, the principal leadership capability framework in Canada. The results rank the perceived salience of leadership attributes, given time and budget constraints, while implementing a major organization reform in the Saskatchewan health system. The results also indicate important differences between self-assessed leadership behaviours versus observed behaviours in other leaders that may reflect participants' expectations of managers with designated authority.

Implementation science as a leadership capability to improve patient outcomes and value in healthcare

“…In fact, the priority that individuals place on each of the 20 LEADS capabilities depends specifically on the demands of the individual initiative, along with resources, such as time, people, and money. 20 Implementation science can provide a synthesis of effective strategies and a theoretical understanding of how internal and external knowledge impact change and ways to develop coalitions with external knowledge sources such as EPOC to enable rapid access to evidence. This is particularly pertinent for the many health decision-makers who have to balance the innovation agenda with resource constraints and prioritize EBP implementation when there is uncertainty about evidence.…”

“…7 It shares important features with the United Kingdom National Health Service Framework, including the need for effective engagement with physicians and other clinical leaders in change management, and not limiting leadership expectations to only those with formal leadership roles or job descriptions. 20 LEADS consists of five domains that correspond with the acronym: L eads Self; E ngages Others; A chieves Results; D evelops Coalitions; and S ystems Transformation. Supporting these domains are 20 capabilities, 4 within each domain, that describe the individual qualities, talents, traits, and skills that frame the foundation of effective health leadership and management.…”

“…Marchildon and Fletcher 20 recently reported the first empirical assessment of LEADS during an implementation of a Shared Services initiative (note 1) in the province of Saskatchewan. The initiative involved amalgamating the “back office” functions of 13 regional health authorities into one provincial hub.…”

Pathway to professionalizing health leadership in Canada: The two faces of Janus

“…The LEADS framework has been shown to enable leaders to utilize behaviours conducive to healthy workplaces and as a catalyst to meaningful health reform. 10,[39][40][41] In that context, LEADS provides a researchbased springboard to move toward the professionalization of health leadership in Canada.…”

Towards transformational leadership: the nexus of emergency management systems in Canada

“…Such technologies include: satellites for effective and efficient emergency response and rescue operations (Hascicek et al, 2014;Kose et al, 2015); wireless sensor and control technologies (Lundberg et al, 2012;Yang et al, 2012); and automated data mining and big-data systems that integrate data, images and sounds (Zagorecki et al, 2013). The literature also reports on leadership capability frameworks in Australia (Shannon, 2015), Canada (Dickson and Tholl, 2014;Levitt, 2014;Marchildon and Fletcher, 2016); and the UK (NHS Leadership Academy, 2013). These underscore the importance of continuous learning and for the need for international emergency leadership education and training (Edmonstone, 2015;Hunt et al, 2011).…”