Abstract
Healthcare leaders function in complex, uncertain, and rapidly changing workplace environments. How leaders make sense or meaning of their experiences is one of the key aspects in helping them to contend with their circumstances. A focus on expanding a leader’s self-complexity is instrumental in providing them with an enhanced capacity to engage with complexity. Leader development which focusses on broadening the perspective taking capacity of the individual will assist in providing the leader with the requisite psychological complexity sufficient to meet the demands of their role and enable them to not only survive but thrive.The purpose of this research was to explore how healthcare leaders understand and make sense of their leadership experiences. The research also explored the relationship between a leader’s stage of adult development and their experience of their leadership. A purposive sampling strategy was used to recruit 17 Nursing or Medical leaders to the study. Data collection was through two, one-hour semi-structured interviews with participants. Analysis was conducted through the application of a rigorous, iterative, grounded theory coding strategy. Through using grounded theory research methodology, six key themes emerged from the data which were illustrative of how the healthcare leader made meaning from their experiences. These included, “broadening perspectives and abilities as a leader”, “creating the best possible healthcare environment”, “experiencing and making sense of the bad times”, “leading in alignment with personal values”, “communicating and building relationships”, “experiencing and makings sense of the rewarding times”. A model was developed which illustrated the insights from the research, the “Being a Holistic-Developmental Leader” model.
Once the initial grounded theory analysis was completed, the subsequent adult developmental analysis revealed the adult developmental stage of each of the participants. The data was then grouped according to the participant’s adult developmental stage and re-analysed. to determine insights based on the leader’s stage of adult development. The combination of the grounded theory analysis and the adult developmental analysis answered the research question “What is the relationship (if any) between an individual leader’s adult developmental stage, how they experience their leadership, and how these experiences manifest in their leadership behaviours?”
Healthcare leaders at the earlier stages of complexity reported following rules, policies and processes as core components of their leadership experience. At later stages of cognitive complexity, healthcare leaders were focused on their own internalised value system which guided their behaviours and allowed them to take decisive action in often difficult and challenging circumstances. For leaders at a more advanced stage of cognitive complexity, there was additional consideration of multiple perspectives and a recognition of patterns of connection and interconnection.
The implications of the emergent leadership insights, coupled with the influence of self-complexity on leadership, opens a new pathway of growth potential for the healthcare leader. In a highly complex and rapidly changing environment, the sustainability of the healthcare leadership workforce plays a key role in health transformation. Consciously supporting holistic adult developmental growth and expanded self-complexity of leaders, has the potential to yield significant beneficial and sustainable flow-on effects for the organisation, staff, and community.
| Date of Award | 13 Feb 2025 |
|---|---|
| Original language | English |
| Supervisor | Sharon Mickan (Supervisor) & Suzanne Gough (Supervisor) |
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