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Globally, the health sector faces significant demands for reform
and improvement to meet the needs of the 21st Century. To achieve
that goal, highly sophisticated and capable leaders are required
across all dimensions of the health system. This book describes the
key challenges that demand reform, why better leadership is the
source code for better system performance, and the issues that
stand in the way of getting that leadership. It includes
substantive treatment of the modern democratic challenges that
healthcare leaders face; and the essence of what it means to be a
leader in today's world. The essence of leadership itself is
described, and the case made for the need for people to use the
workplace as the place to develop leadership rather than relying
solely on formal programs. It will also outline a self-directed
learning process that any individual leader-citizen, clinician, or
senior executive-can use to develop their own leadership
capability, and thus become more active as a leader of change. This
book addresses the need for leaders to think on a system-wide
scale. A second part of the book focuses primarily on the Canadian
Health system and LEADS in a Caring Environment capabilities
framework, and the link between LEADS and frameworks in Australia
and the UK. LEADS was developed through a partnership between
members of the Healthcare Leaders Association of British Columbia
and the Canadian College of Health Leaders, the Canadian Health
Leadership Network and Royal Roads University. Currently it is
stewarded by a not-for-profit collaboration that has endorsed LEADS
as an evidence-informed set of national expectations for Canadian
health leaders. LEADS has been endorsed by many health
organizations in almost all provinces in Canada as a foundation for
their talent management programs in leadership (development and
succession planning). The book will address the research
foundations for the LEADS framework; how it was developed; the
framework's contents; its congruence with other national
frameworks, and how LEADS can be used as a model to envisage and
plan change.
This edited volume, featuring five new chapters from invited
authors, provides an updated and evidence-based explanation of
leadership within a healthcare environment. The book discusses new
insights garnered from recent research into the importance of
leadership in health system redesign and highlights the practice of
shared or distributed health care leadership. New chapters covering
LEADS in a national, regional, Indigenous, health profession, and
people-centred care context provide new insights into how LEADS is
being put to work to transform health systems. The LEADS framework
has been refreshed in relation to each of its different elements
and tools, with an emphasis on providing real-life examples of how
LEADS has been put to work. LEADS is also explained as a change
leadership model and in relation to how it helps to level the
playing field in terms of gender and diversity in health
leadership. The book aims to inform the leadership needs of health
reform and its emergent system wide challenges. The content is
relevant to health care administrators and professionals working
within the public service, academic institutions, and health care
delivery organisations.
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