Fac

ulty

of H

ealth

Operationalising Health LEADS Australia in a connected environment

Dr Elizabeth Shannon

Senior Lecturer, Health Services Innovation, Faculty of Health

Manager, Leadership & Management Development, Department of Health & Human Services

Fac

ulty

of H

ealth

• Background and Health LEADS Australia

• Service implementation and variations

• Academic inclusions

• Relating LEADS components to the literature

• Conclusions and questions

Contents

Faculty of Health

Canada – LEADS in a Caring Environment

http://www.leadersforlife.ca/

Faculty of Health

• The LEADS Collaborative supports the adoption, integration and sustainability of the LEADS in a Caring Environment (LEADS) leadership capabilities framework across Canada and represents a partnership between the Canadian College of Health Leaders, Canadian Health Leadership Network, Royal Roads University and Dr. Graham Dickson.

• The purpose of the LEADS Collaborative is to provide a trusted portal for LEADS products and services to support health care organizations develop, adopt and sustain leadership development programs within the LEADS framework. The LEADS Operations Council oversees the promotion of innovation and high-quality services provided through the LEADS Collaborative.

Canada – leadersforlife

http://www.leadersforlife.ca/

Faculty of Health

Research

• Literature review

• Environmental scan

• Key informants

Dialogue

• 700 individuals and organisations within Australia

• National and international influences

• Australian Health Ministers’ Advisory Councilhttps://www.hwa.gov.au/our-work/boost-productivity/leadership-sustainable-change

Faculty of Health

Health LEADS Australia

www.hwa.gov.au/sites/uploads/Health-LEADS-Australia-A4-FINAL.pdf

Faculty of Health

1. Everyone owns leadership.The quality of leadership throughout any system is vital for its reform and achievement of purpose …effective leadership is a public good for which everyone shares responsibility.

2. Developing capable leaders builds leadership capacity.Personal and professional development is essential and lifelong. Health LEADS Australia is for leaders and potential leaders at any place in the system intent on improving their ability to engage with others to influence for better health outcomes.

3. The person you are is the leader you are.People will express the capabilities in this framework differently in different contexts and in a manner consistent with their personality, style, strengths and role.

New South Wales• Developing and

leading self

• Engaging people and building relationships

• Achieving outcomes

• Partnering and collaborating across boundaries

• Transforming the system https://www.heti.nsw.gov.au/programs/leadership/

Faculty of Health

Tasmanian Department of Health and Human Services

• Adaptation of Health LEADS Australia to a department delivering health and human services

http://www.dhhs.tas.gov.au/__data/assets/pdf_file/0003/151095/Leading_in_health_and_human_services_framework.pdf

Faculty of Health

• Alignment with Tasmanian State Service Senior Executive Leadership Capability Framework

http://www.dhhs.tas.gov.au/__data/assets/pdf_file/0003/151095/Leading_in_health_and_human_services_framework.pdf

Faculty of Health

• Existing Development Program aligned to LEADS framework

• Introduction of new Leadership Intensives for senior leaders

Faculty of Health

University application of LEADS frameworks

RRU courses (units) offered for

• Grad Cert Health Systems Leadership

• CCHL Fellowship Certification

http://www.royalroads.ca/prospective-students/graduate-certificate-health-systems-leadership/program-description

Faculty of Health

University application of LEADS frameworks

Faculty of Health

Leads Self – Perspectives

(Cameron, 2012)

Other Reflective activities

Authentic Leadership

Authentic Leadership Self-assessment Questionnaire

Psychodynamic Leadership

Psychodynamic Approach Survey

Ethical Leadership

Perceived Leader Integrity Scale

Positive leadership aims not just to create positive emotions in people— to help people feel happy— but to dramatically affect organizational performance for the better.

Faculty of Health

Engages Others ‘We define leadership as the collective capacity of an individual or group to influence people to work together to achieve a common constructive purpose: the health and wellness of the population we serve.’ (Dickson & Tholl, 2014)

Other Reflective activities

Leader-Member Exchange

LMX7

Transformational Leadership

Multifactor Leadership Questionnaire

Team Leadership Team Excellence Questionnaire

Faculty of Health

You can learn to provide the functions of leadership that are called for by task, team and individual needs. This is the entrance door to effective leadership.

Achieves Outcomes

(Adair, 2011)

Other Reflective activities

Situational Leadership

The Brief Questionnaire

Contingency Leadership

The Least Preferred Co-worker Questionnaire

Path-goal Leadership

The Path-Goal Questionnaire

Faculty of Health

Other Reflective activities

Genders of Leadership

The Gender-Leader Implicit Association Test

Cultures of Leadership

Dimensions of Culture Questionnaire

Ages of Leadership

Online Implicit Association Test - Age

Change management is only effective when you combine the processes and tools for organizational change management with the processes and tools for individual change management.

Drives Innovation

(Hiatt, 2006)

Faculty of Health

Other Reflective activities

Consumer Leadership

Coproduction Self-Assessment Framework

Strategic Leadership

Strategic thinking assessment

Collaborative leadership is the leadership required to get results across organizational boundaries and to get value from differences (in culture, experience, or skills) that lie in the organizations that sit either side of that boundary.

Shapes Systems

collaboration

operations

governance

behaviour

(Archer, 2013)

Faculty of Health

LEADing Shadowing (observational learning)

LEADing Coaching (interactive learning)LEADing Action learningProject Leadership

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• National Framework fidelity provides greater opportunities for joint professional development, movement between organisations, jurisdictions.

• Yet the process of Framework development was one of localisation from Canadian origins.

• Tensions between top-down and bottom-up dynamics necessary result of operationalisation within local communities of place.

• Iterative development resulted in an integration with existing literature, providing depth to HLA.

Conclusions

Fac

ulty

of H

ealth

Operationalising Health LEADS Australia in a connected environment

Dr Elizabeth Shannon

Senior Lecturer, Health Services Innovation, Faculty of Health

Manager, Leadership & Management Development, Department of Health & Human Services