Table of Contents |
1. | LEADS: A New Perspective on Leadership in Health | 1 |
| Introduction | 1 |
| Bringing Leadership to Life: A Primer on LEADS | 2 |
| Better Leadership, Better Health: The LEADS Approach | 3 |
| Leadership Challenges in Canadian Health Care: Adjusting to a New World | 4 |
| Leadership, Change, and Transformation | 5 |
| The Context for LEADS: Reversing the Trend | 7 |
| Bringing LEADS to Life: The Promise for Health Care Reform | 8 |
| References | 9 |
2. | Putting LEADS in Context | 11 |
| The Foundations of Modern Leadership | 11 |
| Public Sector Leadership and the Dynamics of Democracy | 12 |
| But What Is Leadership? | 13 |
| Defining Leadership in Health | 17 |
| Personal and Strategic Leadership | 17 |
| Distributed Leadership | 19 |
| The Health Leadership Challenge in Canada | 20 |
| Conclusions | 21 |
| References | 21 |
3. | The LEADS in a Caring Environment Capabilities Framework: The Source Code for Health Leadership | 23 |
| LEADS in a Caring Environment | 24 |
| Caring | 26 |
| Environment | 26 |
| Capabilities | 27 |
| Framework | 28 |
| The Validity of LEADS: Can You Depend on It? | 29 |
| Construct Validity of LEADS | 29 |
| Face Validity of LEADS | 30 |
| The Reach of LEADS | 31 |
| Knowledge Mobilization Strategies | 32 |
| Similar Efforts in Other Countries: UK, Australia and the Link to LEADS | 36 |
| The United Kingdom | 37 |
| Australia | 38 |
| Conclusions | 40 |
| References | 41 |
4. | Learning LEADS: A Lifelong Journey | 43 |
| The Approach | 43 |
| Learning Leadership: Why It's Different from Learning Anything Else | 44 |
| Leadership Is Situational | 44 |
| Effective Leadership Is in the Eye of the Follower | 44 |
| Experience Is Both Practical and Emotional | 45 |
| Growth Happens Through Learning and Unlearning | 45 |
| Learning Leadership Is a Lifelong Process | 46 |
| One Way to Learn Leadership: The Hero's Journey | 47 |
| Experiential Learning and Leadership | 50 |
| A Discipline to Learn Leadership | 53 |
| Conclusions | 54 |
| References | 55 |
5. | The LEADS in a Caring Environment Framework: Lead Self | 57 |
| Introduction | 57 |
| Self-Awareness | 60 |
| Manages Self | 63 |
| Emotional Intelligence | 64 |
| Leadership Mindsets | 65 |
| Role Clarity | 67 |
| Develops Self | 68 |
| Personal Mastery: A Discipline for Self-Development | 69 |
| A Strengths-Based Approach | 70 |
| Demonstrates Character | 71 |
| Conclusions | 73 |
| References | 75 |
6. | The LEADS in a Caring Environment Framework: Engage Others | 77 |
| Foster Development of Others | 82 |
| Contribute to the Creation of Healthy Organizations | 84 |
| Communicate Effectively | 89 |
| Deep Listening | 90 |
| Dialogue | 91 |
| Use of Social Media | 92 |
| Build Teams | 93 |
| Conclusions | 96 |
| References | 98 |
7. | The LEADS in a Caring Environment Framework: Achieve Results | 101 |
| Set Direction | 103 |
| Strategically Align Decisions with Vision, Values and Evidence | 106 |
| Take Action to Implement Decisions | 109 |
| Assess and Evaluate | 112 |
| Conclusions | 115 |
| References | 117 |
8. | The LEADS in a Caring Environment Framework: Develop Coalitions | 119 |
| Purposefully Build Partnerships and Networks to Create Results | 122 |
| Building and Sustaining Trust | 123 |
| Reciprocity: Sharing Risks and Benefits | 124 |
| Clarity of Purpose | 124 |
| Forms of Coalitions | 125 |
| Lifecycle of a Coalition | 125 |
| Mobilize Knowledge | 126 |
| Demonstrate a Commitment to Customers and Service | 130 |
| Navigate Socio-political Environments | 132 |
| Large-P Political Astuteness | 135 |
| Conclusions | 136 |
| References | 138 |
9. | The LEADS in a Caring Environment Framework: Systems Transformation | 139 |
| Systems Transformation Capabilities | 141 |
| Demonstrate Systems/Critical Thinking | 142 |
| Encourage and Support Innovation | 147 |
| Practical Ways to Encourage and Support Innovation | 148 |
| Organizational Culture and Innovation | 150 |
| Orient Themselves Strategically Toward the Future | 151 |
| Champion and Orchestrate Change | 155 |
| Leadership in Action | 155 |
| Connectedness | 156 |
| Large Scale Approaches to Change | 158 |
| Simple Rules | 160 |
| Conclusions | 161 |
| References | 163 |
10. | The LEADS in a Caring Environment Framework as an Operating System for Change | 165 |
| LEADS as a Model to Guide Change | 167 |
| LEADS as Simple Rules | 170 |
| Conclusions | 173 |
| References | 173 |
11. | LEADS Learning: Epilogue | 175 |
| Health LEADS Australia | 177 |
| Implementation Support | 178 |
| Embedding in Training, Education and Development | 178 |
| Linking with Canada | 178 |
| National Health Services (England) | 179 |
| Implementation Support | 180 |
| Linking with Canada | 180 |
| LEADS in a Caring Environment: Canada | 181 |
| Implementation Support | 182 |
| Embedding in Training, Education and Development | 182 |
| Conclusions | 183 |
| References | 183 |
| Index | 185 |