Bridging Worlds to Lead: A conceptual review with stakeholder consultation to create the LEADS+ Development Model
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abstract
Purpose: Healthcare leadership within academic health centres
is increasingly complex. To handle this increasing complexity, we need
models to support emerging and practicing leaders within health
systems. Method: Through stakeholder consultation this
conceptual review sought to examine leadership constructs and how they
intersect with current leadership practices in academic health centres.
The goal was to develop a new model of healthcare leadership
development. The authors used sequential iterative cycles of divergent
and convergent thinking approaches to explore and synthesize various
literature vantage points. Approaches used simulated personas and
stories to test the model. Finally, the approach sought feedback from
stakeholders (including healthcare leaders, medical educators,
leadership developers) to offer refinements. Results: After
five rounds of discussion and reformulation, the authors arrived at a
new model for leadership development: theLEADS+ Development Model
. During their stakeholder consultation stage, they garnered feedback
from 29 out of 65 recruited individuals (44.6% response rate). More
than a quarter of respondents served as a senior leader in a healthcare
network or national society (27.5%, n=8). During the stakeholder
consultation stage, participants were invited to indicate their
endorsement for the new model using a 10-point scale (10=highest level
of endorsement). There was a high level of endorsement: 7.93 (SD 1.7)
out of 10. Conclusion: The LEADS+ Development Model is a
new model to foster leadership development in academic health
centers. In addition to describing leadership development
trajectories, this model describes the various leadership and
followership paradigms adopted by leaders within health systems.
