What’s new in Bringing Leadership to Life in Health 2020?

“Bringing Leadership to Life in Health 2020” stresses the importance of modern leadership (LEADS) in healthcare. It provides examples of how LEADS has been implemented, research articles, and five new chapters on various leadership aspects.

Part 1: LEADS is even more relevant today (Chapters 1-4)

Part 1 of Bringing Leadership to Life in Health 2020 is comprised of Chapters 1-4. These chapters systematically review the historical and theoretical underpinnings of the LEADS framework. They show that the framework is indeed more relevant in today’s fast-changing world than it was at the time of its inception. Caring leadership approaches are a necessary antidote to much of the factionalism characterizing much of modern society. Chapter 2 describes how concepts such as context, power, courage, and organizational culture must shape our leadership behavior. Chapter 3 outlines how LEADS gives life to caring leadership and its strong validity in today’s world. Chapter 4, describes why learning leadership is different from learning anything else. “Leadership and learning are indispensable to each other.” (JFK); and describes learning approaches that you can use to bring your and your organization’s leadership to life in health.

1. Chapter One

2. Chapter Two

3. Chapter Three

4. Chapter Four

Part 2: Deepening our understanding of LEADS in health care (Chapters 5-10)

In Part 2 of Bringing Leadership to Life in Health 2020 many health leaders augment our depth of understanding of the five LEADS domains through stories and vignettes of “putting LEADS to work” within the health care systems of Canada, Australia, the USA, and Great Britain. We highlight recent evidence that validates each of the five LEADS domains and their capabilities: Lead Self, Engage Others, Achieve Results, Develop Coalitions, and Systems transformation. In each chapter, LEADS comes alive through the voices of practicing health leaders. Many stories describe how difficult, but do-able, it is to practice Caring leadership of self, organizations, and systems using LEADS. Each of the five core chapters also stresses the need to see your leadership through the lens of advancing gender, diversity, and inclusivity as well as providing self-directed learning tools, including a LEADS self-assessment for that capability. Give them a try on-line! Finally, in Chapter 10, we show how many people have used it as an approach to guide change.

1. Chapter Five

2. Chapter Six

3. Chapter Seven

4. Chapter Eight

5. Chapter Nine

6. Chapter Ten

Part 3: Guest Authors and Lessons Learned (Chapters 11-16)

In Part 3 of the book, we include six chapters written by a number of senior leaders across health systems in Canada and abroad to tell their stories and share their experiences directly, in their own words. The following chapters feature these stories.

1. Chapter Eleven

2. Chapter Twelve

3. Chapter Thirteen

4. Chapter Fourteen

1. Chapter Fifteen

2. Chapter Sixteen

Chapter 1: From Concept to Reality: Putting LEADS to Work

In this introductory chapter we outline the changes in the health systems landscape that have occurred since the First Edition was published, and what we have learned since that time as it relates to the demands on, and the practices of, effective health leadership. This edition is dedicated to updating the evidence behind the LEADS framework, to profiling efforts that people around the world have employed to put the LEADS framework to work, and to profiling special contexts—such as Indigenous health and in the professions—in which LEADS has been put to work.

Chapter 2: Illuminating Leadership and LEADS

Chapter 2 reviews basic principles that underpin the exercise of leadership in a public enterprise such as health care, with reference to the literature and how leadership is understood from a conventional wisdom perspective. We introduce key themes shaping our definition of leadership – the power of context in many forms: democratic context, an organizational culture context, and leadership in its many forms: personal, interpersonal, and strategic. We discuss distributed leadership and the leader-follower dynamic that emerges from that approach. Finally, we define health leadership as the foundation of the LEADS framework.

Chapter 3: The LEADS in a Caring Environment Capabilities Framework: The Source Code for Health Leadership

In this chapter we outline the five domains and twenty capabilities of the LEADS in a Caring Environment capabilities framework. The philosophy, research validity, and foundational concepts that led to both the creation of LEADS and how it is learned are described, as well as the process to get us from its inception in 2006 to today. We compare LEADS to similar frameworks in other countries: England (NHS Leadership Framework; Faculty of Medical Leadership and Management Framework); and in Australia, the Health LEADS Australia and the Health Education and Training Leadership Framework (New South Wales).

Chapter 4: Learning LEADS: Developing Leadership in Individuals and Organizations.

In this chapter we explain why learning leadership is very different than learning anything else. It is a function of the person you are and the leader you want to be. We describe experiential learning processes and how they can be applied to both individual learning as well as organizational learning, and provide specific examples of how such processes, using LEADS, have been put to work, for both individuals and organizations.

Chapter 5: The LEADS in a Caring Environment Framework: Lead Self

The foundation of your leadership is the person you are. The Lead Self domain of LEADS is comprised of four capabilities. Self-motivated leaders are self aware, manage themselves, demonstrate character, and develop themselves. The evidence base—updated from 2014—for each of these four capabilities is provided. Stories and vignettes that highlight how the capabilities have been put into practice are also provided. Learning moments provide the reader with the opportunity to reflect on their own leadership practices, and to grow their own personal leadership capacity. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.

Chapter 6: The LEADS in a Caring Environment Framework: Engage Others

The Engage Others domain of LEADS relates to building interpersonal relationships with the people with whom you interact with on a regular basis. Engaging leaders: foster the development of others, contribute to the creation of healthy organizations, communicate effectively, and build teams. The evidence base—updated from 2014—for each of the four capabilities is provided. Part of that evidence base shows the fundamental importance of diversity and inclusion in organizations and how your leadership must facilitate that goal. Stories, vignettes, and learning are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.

Chapter 7: The LEADS in a Caring Environment Framework: Achieve Results

The Achieve Results domain of LEADS shows how the skills of organizational management can be used to facilitate effective leadership. Applied in a continuous improvement approach, the four capabilities of Set direction, Strategically align decisions with vision, values and evidence, Take action to implement decisions, and Assess and evaluate, can be employed by the leader to generate meaningful organizational or system results. The evidence base—updated from 2014—for each of the four capabilities is provided. Stories, vignettes, and learning moments are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.

Chapter 8: The LEADS in a Caring Environment Framework: Develop Coalitions.

Collaborative leaders: Purposefully build partnerships and networks to achieve results, Demonstrate a commitment to customers and service, Mobilize knowledge, and Navigate sociopolitical environments effectively. Building on numerous examples of effective coalitions, drawn from both the C-suite and front-line clinical environment, each of the four capabilities of Develop Coalitions is described. The evidence base—updated from 2014—for each of the four capabilities is provided. Stories, vignettes, and learning moments are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided

Chapter 9: The LEADS in a Caring Environment Framework: Systems Transformation

LEADS is a systems-thinking based model of effective leadership. In this chapter we explore how various forms of systems create the leadership capabilities required to transform large organizations into their desired future state. Successful leaders: Demonstrate systems/critical thinking, Encourage and support innovation, Orient themselves strategically to the future, and Champion and orchestrate change. Examples are drawn from Canada, New Zealand, and Australia to highlight how these capabilities are put into practice. The evidence base—updated from 2014—for each of the four capabilities is provided. Learning moments and a self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts are also featured.

Chapter 10: Putting LEADS to Work as a Change Leadership Model: Integrating Change Leadership and Change Management

LEADS is more than a list of things good leaders do in their day to day work. It also can be used as a disciplined approach to create change in organizations or systems. Building on Chapter 9, this chapter further explains some of the key concepts inherent in leading change (as opposed to managing change) and presents three different case studies of how a holistic LEADS-based approach to change has been put to work. Stories, vignettes, and learning moments are also provided.

Chapter 11: Putting LEADS to Work in Canada and Abroad.

This chapter outlines how the Canadian College of Health Leaders and the Canadian Health Leadership Network are working together to facilitate and support a national approach to health leadership development in Canada, using LEADS as the foundation for that work. It also summarizes efforts being undertaken in other national jurisdictions–NHS England, NHS Scotland, Australia, and New Zealand—to grow leadership capacity in those health systems. Lessons learned from exploring those systems, and proposed next steps for the LEADS-based efforts in Canada, are outlined.

Chapter 12: Putting LEADS to Work in Provincial Health Regions

This chapter focuses on how the LEADS in Caring Environment Leadership Framework (LEADS) has been put to work in leadership and leadership development in Canadian and Australian health regions. The authors reviewed academic and grey literature on regionalization and spoke with health organization leaders in both countries. Case studies of leadership development efforts in three jurisdictions—Alberta and Saskatchewan in Canada and New South Wales in Australia—are included. Based on their review of the literature and their real-life case studies, an approach to building leadership talent management in large regions is proposed.

Chapter 13 Putting LEADS to Work in People-Centred Care.

Since 2014, when the first edition of this book was published, the field of patient and family engagement has grown tremendously. Effective leadership requires a deep connection to the people that you work with and the people you serve. LEADS can guide health system leaders at all levels on how to connect, partner and co-design with patients, families, and citizens. In this chapter a senior leader in people-centered care within the Saskatchewan Health Authority is joined by two patient/citizen leaders who discuss how to bring people centred leadership to life, using the LEADS in a Caring Environment capabilities framework.

Chapter 14. Seeing with Two Eyes: Indigenous Leadership and the LEADS Framework

This chapter is intended to complement other perspectives on health leadership provided in this book. It provides context to health leaders who excel in other areas of transformational leadership, but struggle in Indigenous health systems, highlights how three aspects of the LEADS framework (Lead Self, Engage Others, and Develop Coalitions) provide a roadmap to critically assess and predict health leaders’ success to affect organizational change in Indigenous health, and shows how the LEADS framework, if seen through the lens of Indigenous culture, can guide non-Indigenous health leaders to work better with Indigenous leaders and their communities.

Chapter 15. LEADS and the Health Professions

This chapter describes how LEADS can serve as an antidote to some of the leadership challenges health professionals experience—including fragmented health care systems, limited engagement and burnout among staff, diversity and equity issues and demand for high quality leadership practice. It provides numerous examples of how LEADS is put to work in both the physician profession and the nursing profession, within Canada and abroad.

Chapter 16: Pathway to Professionalization of Health Leadership

The final chapter of Bringing Leadership to Life in Health 2020 highlights five key lessons. They are: LEADS works, caring leadership is gaining ascendancy in modern health systems, context shapes leadership, the speed of change demands a culture of leadership, and it’s time to professionalize health leadership. Given the broad-based acceptance of LEADS and the increased attention being given to embedding LEADS in professional curriculum and credentialing, there is now a clear line of sight to the professionalization of health leadership in Canada.