Abstract
When we embarked on the LEADS journey in late 2004, leadership was not part of the policy landscape. Generally, it was taken for granted, assumed to be part of the package that came in a boss, with little distinction made between good management and good leadership. If there was any leadership development, it was top down, with the focus on high flyers. Discussing the quality of leadership in an organization, individual or collective, was confined to whispers in hallways and cafeterias. The idea that the discipline of leadership was important to the social enterprise that is health and health care was just beginning to take root.
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Notes
- 1.
It is important to note that since the devolution of governing powers in 1997 from the central United Kingdom government to the countries of England, Wales, Scotland and Northern Ireland there is increasing divergence in approaches to health care across the four countries. Wales and Scotland have tended to revert to a traditional NHS, while England has seen “…a plethora of policy initiatives that have increased the requirement both for management and administration.”
- 2.
The new legislation eliminates Health Authorities and the Primary Care Trusts. New “clinical commission groups” were created, working within Health and Wellbeing Boards and Foundation Trusts, with decision-making devolved and significantly enhanced clinical leadership.
- 3.
LEADS Collaborative Partners: Canadian College of Health Leaders, Canadian Health Leadership Network, Royal Roads University and LEADSChange.
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Dickson, G., Tholl, B. (2014). LEADS Learning: Epilogue. In: Bringing Leadership to Life in Health: LEADS in a Caring Environment. Springer, London. https://doi.org/10.1007/978-1-4471-4875-3_11
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