This dissertation chronicles the process of leadership development within a healthcare facility in the Midwestern United States over the course of two years. Using an action research approach, the author answers the primary question, “How does the process of leadership development unfold over time?” A program was developed in collaboration with representatives from the healthcare system using an action learning approach that included several iterations and refinements. At the time of this writing, there have been at least 110 participants, grouped into two cohorts, who have experienced at least one cycle of the program. Initial programming focused on individual skill-building and has evolved to facilitate network development that bridges disciplinary silos and fosters collective leadership capacity. Preliminary conversations have begun to address the third phase of the program, which will be driven primarily by the hospital group. Participants have reported individual knowledge acquisition as well as the development of relational skills. In addition, one of the most significant outcomes was the development of social capital. A model of leadership development is proposed that embraces “concentric collaboration” at its core. The study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as foster collective leadership. This study contributes to the leadership development literature in that it includes both the process of individual growth and development as a “leader” as well as the development of “leadership” as a collective capacity.
|School Location:||United States -- Illinois|
|Source:||DAI-A 70/06, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Health care management|
|Keywords:||Action learning, Leadership|
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