Leadership Transformation in Queensland Health

• Published in: Australian health review Vol. 33; no. 3; pp. 357 - 364
• Main Authors: Crethar, Meagan P, Phillips, Jan N, Stafford, Paul J, Duckett, Stephen J
• Format: Journal Article
• Language: English
• Published: Sydney, NSW CSIRO Publishing 01.08.2009; CSIRO
• Subjects: Actors; Behavior; Business coaching; Corporate culture; Culture; Education - organization & administration; Executives; Feedback; Government agencies; Health administration; Health planning; Leadership; Management development; Managers; Organizational Case Studies; Organizational change; Patient satisfaction; Performance management; Personnel, Hospital - education; Queensland; Queensland Health; Staff Development - organization & administration; Study and teaching; Supervisors; Workshops; Australia; Queensland; Queensland Australia
• ISSN: 0156-5788; 1449-8944
• DOI: 10.1071/AH090357

In 2006 Queensland Health embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: action-learning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.
In 2006 Queensland Health embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: action-learning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives — an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.