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Centres for Leadership: a strategy for academic integration.
Gillian King1,2, Kathryn Parker3,4, Sean Peacocke3
1Bloorview Research Institute , Toronto, Canada.
Journal of Health Organization and Management
|July 8, 2017
Summary
An Academic Health Science Centre developed a Centres for Leadership (CfL) initiative to foster a learning organization. This initiative enhanced clinician research engagement, innovation, and evidence-informed practice.
Area of Science:
- Healthcare Management
- Organizational Development
- Pediatric Rehabilitation
Background:
- Academic Health Science Centres integrate education, research, and clinical care.
- Developing a learning organization requires strategic initiatives.
- Pediatric rehabilitation settings benefit from enhanced leadership and research integration.
Purpose of the Study:
- To describe the development of a Centres for Leadership (CfL) initiative.
- To outline the integration of academic functions within a pediatric rehabilitation setting.
- To identify the benefits and transformational learnings of becoming a learning organization.
Main Methods:
- A ten-year historical review of the initiative.
- Analysis of tracked output data.
- Incorporation of staff insights and perspectives.
Main Results:
- The initiative evolved through the development of CfLs, structural changes, and targeted activities.
- Key benefits included increased clinician engagement in research, practice-based research, and improved clinical practice.
- Transformational learnings emphasized stakeholder engagement, inquiry, and leaderful practice.
Conclusions:
- The CfL initiative fostered authentic partnerships, innovation capacity, and leadership values.
- The strategy map provides a model for organizations aiming to become learning organizations.
- Lessons learned offer practical insights for enhancing evidence-informed decision-making and clinical excellence.
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