Abstract
Providing health services is complex. In the Canadian public sector, such services commonly involve formal co-leadership dyads of physicians and administrators, yet not much is published about these arrangements. This article aims to address this gap in knowledge by briefly reviewing related publications and then describing and reflecting on a co-leadership dyad in specialized mental health services. The article illustrates associated quality assurance and improvement activities and their outputs and presents reflections on pertinent challenges and opportunities for co-leadership, concluding with suggestions for related progress across mental and other health services.
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