LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review.

Autor: Ramelli S; Division Innovation and Education, Department of Medicine, McMaster University, Hamilton, Ontario, Canada., Lal S; Division of Emergency Medicine, Department of Medicine, McMaster University, Hamilton, Ontario, Canada.; University of Waterloo, Waterloo, Ontario, Canada., Sherbino J; Division of Emergency Medicine, Department of Medicine, McMaster University, Hamilton, Ontario, Canada.; McMaster Education Research, Innovation, and Theory (MERIT) program, Faculty of Health Sciences, McMaster University, Hamilton, Ontario, Canada., Dickson G; Leadership Studies Royal Roads University, Victoria, British Columbia, Canada.; Canadian Health Leadership Network and Canadian Society of Physician Leaders and Principal, LEADS Global, Victoria, British Columbia, Canada., Chan TM; Division Innovation and Education, Department of Medicine, McMaster University, Hamilton, Ontario, Canada.; Division of Emergency Medicine, Department of Medicine, McMaster University, Hamilton, Ontario, Canada.; McMaster Education Research, Innovation, and Theory (MERIT) program, Faculty of Health Sciences, McMaster University, Hamilton, Ontario, Canada.; Continuing Professional Development, Faculty of Health Sciences, McMaster University, Hamilton, Ontario, Canada.
Jazyk: angličtina
Zdroj: Medical education [Med Educ] 2023 Sep; Vol. 57 (9), pp. 857-869. Date of Electronic Publication: 2023 Mar 14.
DOI: 10.1111/medu.15062
Abstrakt: Background: Leaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership capabilities required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID-19 pandemic. We need improved models that support leaders in navigating the complexity of multiple leadership roles.
Method: This integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of healthcare leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesise various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including healthcare leaders, medical educators and leadership developers) to offer refinements.
Results: After five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organising progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n = 8). Consulted knowledge users were invited to indicate their endorsement for the refined 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+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.
(© 2023 The Authors. Medical Education published by Association for the Study of Medical Education and John Wiley & Sons Ltd.)
Databáze: MEDLINE
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