Abstract
Large interprofessional teams are complex systems in which the expertise of the individual team members interact with the health situation and the external environment in the delivery of modern day health care. The need for coordinating leadership and the (dynamical) need for appropriate expertise to come to the fore involves a tension between the traditional role of the team leader as authority figure and the collaborative leadership preferred by individual team members in their field of expertise. Mindful leadership may provide the leader attributes that allow for and facilitate emergent team structures to meet system changes required in implementing patient and family-centred care. In this paper, we discuss the nature of these attributes and their implications for models of interprofessional teams.
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