Abstract
A collaborative project between an academic healthcare faculty and a professional development director resulted in the design, delivery and evaluation of an inter-professional collaborative leadership workshop with ongoing leadership development activities. The workshop attendees were five inter-professional teams from one large, urban cancer care center in Taipei, Taiwan. The workshop included didactic instruction complemented with team discussions and interactive exercises. Continued practice was encouraged, such as appreciative inquiry exercises and rotated team leadership. Evaluation involved the use of a cross-culturally validated collaborative practice tool and follow-up interviews and focus groups. Although the formal workshop was a 1-day session, continued organizational support and systematic approaches to collaborative leadership practice in clinical settings were necessary components for transfer of learning from the workshop to real life. This paper will include an overview of the foundational leadership concepts covered in the workshop. The instructional strategies, evaluation methods and outcomes will be discussed. The limitations and strengths of this collaborative leadership project will be provided, as well as future plans for a collaborative leadership development program.
Highlights
Leadership development is considered a wise organizational investment, but despite the billions spent on it, many organizations have little evidence of return on their investment [1]
“Rather, leaders and leadership has been likened to collaborative associations and ongoing construction of organizational reality where interdependence, trust and unscripted initiative drive the group, each performing within a conscious awareness of the role the other must assume and how to best facilitate that process in a manner that focuses on the good of the person, and the group as a whole.”
For Level 2, we did a literature review of publicly accessible assessment tools for collaborative teamwork or collaborative practice: We wanted a valid, reliable assessment tool to evaluate pre- and post-workshop team performance, and to avoid proprietary issues, we looked in the public domain for a tool that we could cross-culturally validate for Taiwanese healthcare providers
Summary
Leadership development is considered a wise organizational investment, but despite the billions spent on it, many organizations have little evidence of return on their investment [1]. Leadership development requires executive-level commitment to shift the pervasive culture to a new, collaborative way of thinking and doing. An aim of this leadership development project was to ensure executive-level engagement throughout the planning, implementation and evaluation phases. A qualitative approach was used whereby the executive leaders were interviewed to determine their vision for strategic leadership development; and they were asked to identify key leadership competencies needed at different levels of their organization. Needs assessments should include internal and external perspectives [3] In this instance, an internal analysis of executive leaders’ perspectives of organizational needs was combined with external evidence from the literature of best leadership practices. Transfer to practice is “smoothed” when key internal stakeholders corroborate the organizational applicability of evidence-based leadership practices [3]
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