Advancing Health Leadership Research, Knowledge and Evaluation

Empowering Women Leaders in Health - Online Toolkits

The Canadian College of Health Leaders and the Canadian Health Leadership Network are proud to partner with the Empowering Women Leaders in Health Initiative led by uOttawa Chair in Gender, Diversity and the Professions Dr. Ivy Bourgeault and her research team in the launch of these evidence-informed Equity, Diversity, and Inclusion (EDI) Toolkits and Community for Practice.

The EDI Toolkits, developed with funding from Status of Women Canada, aims to support diverse women’s leadership in health care and academic health sciences building on the foundation of the five LEADS in a Caring Environment Framework capabilities, or ‘levels of action’.

Two accompanying ally toolkits – The Ally Toolkit for Men and the Ally Toolkit in Support of Diverse Leadership – aim to support inclusive leadership more broadly.

Since both men and women have an important role to play as allies, mentors and sponsors who support diverse women to move into leadership roles, these toolkits are available to help promote inclusivity across all leadership positions.

Make sure to visit the LEADS Community for Practice website to find out how you can ADOPT and ADAPT some of the promising practices included in these toolkits.

CLICK HERE to access the toolkits.

Canadian Health Leadership Exchange and Acceleration Working Group (HLEA)

The HLEA Working Group was established in 2018 and replaces the Knowledge Mobilization Working Group.

Research & Evaluation Working Group

The Research & Evaluation Working Group is a link between academic researchers with knowledge users. It produces ongoing work including: Benchmarking Study; Leadership and Health System Redesign (PHSI Project); and Leadership Development Impact Assessment Toolkit (LDI). Click here for more information on the LDI toolkit.

CHLNet Benchmarking Study

Leadership is increasingly being identified as a critical success factor in health system performance and yet there is what many believe a growing and widening leadership gap. A multitude of factors explain the gap but primarily cited are the complexity and pace of change occurring in the health system, and the aging profile of current leaders.

To this end, it is CHLNet’s intention to develop a database of common leadership data and metrics against which to measure/benchmark the impact of leadership investments over time. Several broad themes frame this endeavour:

  • Perceived extent of leadership gap occurring in Canada;
  • Importance of health leadership compared to the CHLNet’s 2007 survey Leadership Development Practices and the 2014 Benchmarking Study; and
  • Extent of leadership/management development and succession planning occurring within Canadian organizations (with examples collected of policies and programs).

In 2014, CHLNet did its first benchmarking study and five years later an expert steering group comprised of decision makers and academics stewarded our second effort called Bench II. This initiative was conducted in partnership with academics and in collaboration with Health Canada, Canadian College of Health Leaders, Canadian Medical Association, Canadian Nurses Association, Canadian Society of Physician Leaders, George & Fay Yee Centre for Healthcare Innovation (CHI Manitoba), and HealthCareCAN. It builds on two previous CHLNet studies: one in 2007 commissioned by the Conference Board of Canada and a 2014 Benchmarking Study undertaken. The information collected will allow CHLNet and its network partners to compare and benchmark leadership efforts over time with peers and adjust as needed our action plan for building health leadership capacity across Canada. New in this Bench2 effort is a focus on gender and Indigenous Peoples.

2019 BenchII Study Final Reports:

2019 BenchII Study Background Documents:

2014 Benchmark Study Final Report and Presentations:

Leadership and Health System Redesign (PHSI Project)

In March 2010, a nascent network of researchers, decision makers, and knowledge mobilizers acting under the agency of the Canadian Health Leadership Network and the Centre for Health Leadership and Research (CHLR) at Royal Roads University (RRU) were awarded funding through the Partnerships for Health System Improvement (PHSI) program of the Canadian Institutes of Health Research (CIHR) for the project Leadership and Health System Redesign. The Leadership and Health Systems Redesign project studied, over three years, effective leadership practices in six case studies across the country, and compared them to emerging frameworks for best practices in leadership in the health system. The network brought together, at a regional and national level, researchers, knowledge translators and decision-makers who wished to develop, exchange, and use knowledge regarding best leadership practices for health system improvement. Late 2014, the final reports were released.

Knowledge Mobilization (KM) Working Group

The KM working group has been replaced by the Canadian Health Leadership Exchange and Acceleration Working Group.

Health Leadership Action Plan

Leadership is no longer viewed as a function of position or authority. Leadership is a “social good”. Everyone benefits from increasing our collective leadership capacity.

With this in mind, the Canadian Health Leadership Network and partner organizations banded together in the spirit of “leadership without ownership” to scope out the issues surrounding the encouragement and achievement of improved health leadership in Canada. A working group, created in May 2013, oversaw this effort to increase capacity and capabilities across the country. In 2018, its mandate has been taken over by the Canadian Health Leadership Exchange and Acceleration working group.

Wise Practices Steering Group

The Wise Practices Steering Group was established in 2018. The project’s goal is to review and assess the literature on the most current and relevant evidence and knowledge pertaining to effective approaches for leadership development (Canadian and international); and their application in programs. And subsequently, turn this evidence and knowledge into action on how to enable the effective introduction, adoption and diffusion of leadership development theory and practice (i.e. guide, toolkit, checklists, community of practice, action research project, etc.) to leadership development efforts.