Operationalising Health LEADS Australia in a connected environment

Transcription

1 Operationalising Health LEADS Australia in a connected environment Dr Elizabeth Shannon Senior Lecturer, Health Services Innovation, Manager, & Management Development, Department of Health & Human Services Contents Background and Health LEADS Australia Service implementation and variations Academic inclusions Relating LEADS components to the literature Conclusions and questions

2 Canada LEADS in a Caring Environment Canada leadersforlife 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 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.

3 Research Literature review Environmental scan Key informants Dialogue 700 individuals and organisations within Australia National and international influences Australian Health Ministers Advisory Council Health LEADS Australia

4 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

5 Tasmanian Department of Health and Human Services Adaptation of Health LEADS Australia to a department delivering health and human services data/assets/pdf_file/0003/151095/leading_in_health_and_human_services_framework.pdf Alignment with Tasmanian State Service Senior Executive Capability Framework data/assets/pdf_file/0003/151095/leading_in_health_and_human_services_framework.pdf

6 Existing Development Program aligned to LEADS framework Introduction of new Intensives for senior leaders University application of LEADS frameworks RRU courses (units) offered for Grad Cert Health Systems CCHL Fellowship Certification

7 University application of LEADS frameworks Leads Self Perspectives 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. (Cameron, 2012) Other Authentic Psychodynamic Ethical Reflective activities Authentic Self-assessment Questionnaire Psychodynamic Approach Survey Perceived Leader Integrity Scale

8 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 LMX7 Exchange Transformational Multifactor Questionnaire Team Team Excellence Questionnaire Achieves Outcomes 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. (Adair, 2011) Other Situational Contingency Path-goal Reflective activities The Brief Questionnaire The Least Preferred Co-worker Questionnaire The Path-Goal Questionnaire

9 Drives Innovation 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. (Hiatt, 2006) Other Genders of Cultures of Ages of Reflective activities The Gender-Leader Implicit Association Test Dimensions of Culture Questionnaire Online Implicit Association Test - Age Shapes Systems collaboration governance operations (Archer, 2013) behaviour 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. Other Consumer Strategic Reflective activities Coproduction Self- Assessment Framework Strategic thinking assessment

10 LEADing Shadowing (observational learning) LEADing Coaching (interactive learning) LEADing Action learning Project Conclusions 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.

11 Operationalising Health LEADS Australia in a connected environment Dr Elizabeth Shannon Senior Lecturer, Health Services Innovation, Manager, & Management Development, Department of Health & Human Services