In the wake of transformational change powered by the digital era, resultant leadership challenges and strategies essential for successful change, both tactical and cultural, are linked to defined capabilities within the Systems Transformation domain of the LEADS in a Caring Environment framework. Honed from experience, specific softer leadership behaviours supporting system transformation are both described and reinforced. Further, a matrix combining the LEADS framework capabilities with these more specific behaviours is offered as a planning tool that leaders may reflect upon and map out key activities associated with their sponsorship of significant change.
Get full access to this article
View all access options for this article.
References
1.
GatesB. Business @ The Speed of Thought. New York, NY: Warner Books; 1999.
2.
TremblayK.Healthcare @ The Speed of Thought: Strategies for Transformative Leadership in a Digital World (2016 Fellowship Paper for the Canadian College of Health Leaders, Ottawa, ON).
ChampyJGreenspunH. Reengineering Health Care: A Manifesto for Radically Rethinking Health Care Delivery. Upper Saddle River: FT Press; 2010.
5.
SpencerGA.Big data: more than just big and more than just data. Front Health Serv Manag. 2016;32(4):27–33.
6.
DubinskyIFeerastaNLashR. A model for physician leadership development and succession planning. Healthc Q. 2015;18(1):38–42.
7.
LeattPPorterJ. Where are all the healthcare leaders? The need for investment in leadership development. Healthc Pap. 2003;4(1):14–31.
8.
BurroughsJ.Redesign the Medical Staff Model: A Guide to Collaborative Change: The Organized Medical Staff—Moving From Autonomy to Accountability). Chicago: Health Administration Press; 2015. Chap 1.
9.
BodenheimerTSinskyC. From triple to quadruple aim: care of the patient requires care of the provider. Ann Fam Med. 2014;12(6):573–576.
10.
ChristensenCMBohmerRKenagyJ. Will disruptive innovation cure healthcare?Harv Bus Rev. 2000;78(5):102–112.
11.
SpinelleR.The applicability of bass’s model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment. Hosp Top. 2006;84(2):11–18.
12.
BigelowBArndtM. Transformational change in healthcare: changing the question. Hosp Top. 2005;83(2):26.
13.
ScheinEH. Coming to a new awareness of organizational culture. Sloan Manag Rev. 25(2):3–16.
14.
DicksonGLindstromRR. Systems transformation. In: Leads in a Caring Environment, Leadership Development Framework. Ottawa: Canadian College of Health Leaders; 2010.
