The traditional model of leadership in medicine and health care generally centres
around a hierarchical structure of power and influence, resting in the hands of a select few
administrators, with limited input from employees. A newly developed Cancer treatment
centre in the Province of British Columbia, Canada has attempted to institute a unique,
team-based system of shared leadership and decision-making. In order to accomplish this
task, the Senior Administrator of the centre hired professional group development experts
to facilitate the formation of the newly established Leadership Team. A team of nine
individuals participated in a group-process based model of team leadership development,
consisting of a series of intensive weekend workshops. This study evaluates the impact of
those intensive workshops on the members of the Cancer centre Leadership Team.
Qualitative case-study methodology, combined with the use of indepth interviews,
illuminated eight categories of shared experience among seven of the nine team members,
as a result of having participated in the workshop series.
| Identifer | oai:union.ndltd.org:LACETR/oai:collectionscanada.gc.ca:BVAU.2429/9063 |
| Date | 05 1900 |
| Creators | Black, Timothy G. |
| Source Sets | Library and Archives Canada ETDs Repository / Centre d'archives des thèses électroniques de Bibliothèque et Archives Canada |
| Language | English |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Relation | UBC Retrospective Theses Digitization Project [http://www.library.ubc.ca/archives/retro_theses/] |
Page generated in 0.0018 seconds