Suggested reading: How effective leaders solve complex problems
To enhance your conference experience on April 23-24, 2010
How effective leaders achieve success in critical change initiatives. Healthcare Quarterly 2007, 10(1), 10(2), 10(3), 10(4)
Four articles describing key strategies for success that were identified and described in the researcher's resulting report, Bridging Boundaries: Lessons for Leaders
Part 1: Building and sustaining momentum
Part 2: Why change leadership must transcend project management for complex initiatives to be successful
Part 3: Command and let go of control
Part 4: Emergent leadership - an example with doctors
Implementing a physician leader compensation program at a major community hospital. Healthcare Quarterly 2008; 11(2): 58-61
Physician leaders are increasingly being seen by hospital boards and executives as key to achieving strategic and operational outcomes
Change: the challenge of CPOE. Healthcare Quarterly 2009; 10(SP)
An issue based on the experiences of a multi-site hospital, and drawing on past research on organizational change, provides a Four-Stage model to help change leaders in health care
Getting from analysis to action: framing obesity research, policy and practice with a solution-oriented complex systems lens. HealthcarePapers 2008; 9(1)
We need to move from an analysis of the determinants or causes of the problem to a solution orientation; the frameworks used to describe the problem may not be the right ones for building the "best" solutions
Leading complex change in healthcare: 10 lessons learned. Healthcare Quarterly 2008; 11(4)
External and internal challenges of the transfer and the approach that we took in building readiness, and end with 10 lessons learned and applied throughout the change process
The effects of emotionally intelligent leadership behaviour on emergency staff nurses' workplace empowerment and organizational commitment.
Nursing Leadership (CJNL) 2009; 22(1)
The impact of restructuring has been manifested by nurses' reporting higher levels of physical and emotional exhaustion, higher absenteeism rates, lower quality of care and poor relations with management
| 