Description
Book SynopsisThis 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.
Table of Contents1. An Introduction: Leadership In Action, Rather than Leadership Inaction.- 2. LEADS and Organizational Culture.- 3. The Discipline of Leadership in Health.- 4. Learning LEADS: Getting to Results.- 5. Putting LEADS to Work as a Change Tool.- 6. LEADS: Lead Self.- 7. LEADS: Engage Others.- 8. LEADS: Achieve Results.- 9. LEADS: Develop Coalitions.- 10. LEADS: Systems Transformation.- 11. An Indigenous Perspective on LEADS.- 12. Perspectives on Leadership from a Hindi Perspective: Yogi Traditions and LEADS.- 13. LEADS and a Physician Perspective on Leadership.- 14. LEADS and Women in Leadership.- 15. A Patient’s/Family View of LEADS.- 16. Putting LEADS to Work.
