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THE NSW
HEALTH
LEADERSHIP AND
MANAGEMENT
FRAMEWORK
A FRAMEWORK FOR
EXCELLENCE IN CARE,
RESULTS AND CHANGE
CONTENTS
LEADERSHIP AND
MANAGEMENT
FOREWORD FOR EXCELLENCE THE CONCEPTS
3 IN CARE, RESULTS 5
AND CHANGE
4
Acknowledgements
The NSW Health Leadership and Management Framework is adapted from
the Leads in a Caring Environment Framework, with the kind permission of
the Canadian LEADS Collaborative. THE MODEL FRAMES NSW HEALTH
HETI acknowledges the contribution of NSW Health staff in shaping this LEADERSHIP AND LEADERSHIP AND
Framework. MANAGEMENT MANAGEMENT
The framing of the leadership–management relationship is based on IN TERMS OF FRAMEWORK
definitions presented in the book In the Leadership Mode by Don Dunoon SIX DOMAINS 6-7
(Trafford 2008, Ch. 4).
Health Education and Training Institute (HETI)
Tel. (02) 9844 6551
Fax. (02) 9844 6544
www.heti.nsw.gov.au
heti-info@heti.nsw.gov.au DOMAINS, ACHIEVING DEVELOPING AND
CAPABILITIES OUTCOMES LEADING SELF
National Library of Australia Cataloguing-in-Publication entry AND BEHAVIOURAL 9 10
Title: The NSW Health Leadership and Management Framework DESCRIPTORS
ISBN 978-1-74187-820-2
Subjects: (TBA)
Other Authors/Contributors: Health Education and Training Institute
Dewey Number: (TBA)
Suggested Citation: ENGAGING PEOPLE PARTNERING AND
Health Education and Training Institute 2020, The NSW Health Leadership AND BUILDING COLLABORATING TRANSFORMING
and Management Framework, HETI, Sydney RELATIONSHIPS ACROSS THE SYSTEM
BOUNDARIES 12
10 11
This work is copyright. It may be reproduced in whole or in part for study
or training purposes subject to the inclusion of an acknowledgement
of the source. It may not be reproduced for commercial usage or sale.
Reproduction for purposes other than those indicated requires written
permission from HETI.
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© HETI March 2020 w
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MANAGING FOR m
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NOW AND r
For further copies of this document please contact HETI or download a THE FUTURE t F
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digital copy from the HETI website: heti.nsw.gov.au e
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MAPPING TO THE a
NSW PUBLIC HETI’S VISION h Le
AND NSW HEALTH CONTACT US t
SECTOR CAPABILITY l
CORE VALUES a
FRAMEWORK 20 e
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1
FOREWORD
It is with great pleasure that I recommend to you the updated NSW
Health Leadership and Management Framework. This Framework,
previously known as the NSW Health Leadership Framework, now
includes a management domain, with related capabilities and
behavioural descriptors.
The Framework has been developed anywhere in a hospital or health service
by the Health Education and Training organisation; leadership is not solely the
Institute (HETI) as part of its remit responsibility of positional leaders. The
from the Minister to take the lead Framework reinforces the centrality of
on leadership and management leadership that requires shared action
development for NSW Health and to by those from different professional
support the strategic approach of disciplines. Collaborative leadership
the Health Professionals Workforce is a critical ingredient in fostering the
Plan 2012 – 2022. The Framework has interprofessional teamwork between
been shaped by international evidence clinicians and non-clinical managers
and a broad consultation process that is so important for ensuring
within the NSW Health system. excellence in delivering care centred
This means the Framework reflects the on the patient or health consumer.
critical importance that the literature and In striving for excellence in patient-
consultations have placed on the need centred care, it is important we continue
for collective and innovative approaches to develop the skills and capabilities
to leadership and management in order of NSW Health staff. Adoption and
that health care organisations can rise to implementation of the Framework
the complex challenges they face. The across NSW Health will allow for a
Framework has also been developed with coordinated approach to the ongoing
reference to other relevant frameworks in development of the key knowledge,
the Australian context, including the NSW skills and abilities required to enhance
Health Workplace Culture Framework, the level of leadership and management
the NSW Public Sector Capability capability within the organisation.
Framework and the Clinical Excellence HETI looks forward to engaging in
Commission’s signature programs. dialogue with other parts of the NSW
As the NSW Health system requires Health system to promote effective
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people at all levels to function effectively, use and adoption of this Framework. r
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and for individual executives, managers w
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and also increasingly clinicians to be m
a
proficient in management-oriented work r
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as well as leadership, the Framework e
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now describes core management e
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capabilities required when providing n
services across the system. These a
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capabilities have also been designed to n
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support health care service managers i
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be ‘fit for the future’ and equipped to r
e
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face systemic changes and challenges. a
Annette Solman h Le
The leadership domains in the t
Chief Executive l
a
Framework continue to emphasise Health Education and Training Institute e
that leadership can be exercised NSW Health W H
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2 3
LEADERSHIP AND MANAGEMENT THE CONCEPTS UNDERPINNING THE
FOR EXCELLENCE IN CARE, FRAMEWORK
RESULTS AND CHANGE
NSW HEALTH LEADERSHIP AND COLLECTIVE AND INDIVIDUAL Leadership action, on the other hand, is relational;
MANAGEMENT LEADERSHIP the emphasis is on building shared understandings
to enable change with challenging issues. This
The NSW public health system needs effective Leadership development in NSW Health, as intentional focus on the quality of interaction
leadership and management to deliver excellence elsewhere, has tended to focus primarily on the between people is the ingredient that creates the
in patient and user-centred care and results in development of individual leaders. This remains conditions for better outcome achievement and
line with service and performance agreements. an important challenge. Yet transforming change. People at all levels in NSW Health need to
Leadership and management are critical in the system for greater responsiveness and be able to exercise both forms of action according
enabling the substantial change required to sustainability requires action to tackle tough to what is most needed at particular times.
create a more responsive, productive and challenges by committed people working
sustainable system. This framework, based together as well as individually. Both collective The capabilities presented here are designed
on evidence and international best practice, and individual leadership are needed. to support and reflect leadership-oriented
is designed to support the development Accordingly, this framework focuses on the action while acknowledging that some of
of such leadership and management. work and practice of leadership as well as the them can be viewed from a management-
An evidence-based structure observable behaviours of individual leaders. oriented perspective as well.
DEVELOPMENT OF THE FRAMEWORK to support leadership and As part of this framework, HETI has articulated a
This framework is informed by international management development for LEADERSHIP IS NEEDED AT ALL set of management-oriented capabilities for people
experience and best practice drawn from the LEVELS THROUGHOUT THE SYSTEM in NSW Health. These have been developed based
USA, Canada, the UK and Singapore with a six- the NSW public health system NSW Health recognises that leadership can on a review of the management literature in health,
domain structure based on the Canadian Leads be exercised anywhere in a hospital or health as well as in consultation with NSW Health staff.
in a Caring Environment framework, as well as service organisation. It is not simply a matter of HOW THE FRAMEWORK WILL BE USED
other frameworks. Initial development work in leadership performance in particular positions.
2012 involved a literature review, consideration of What differs in the exercise of leadership The framework will provide an underpinning
the UK and Canadian approaches, and interviews between levels in the system is primarily the for leadership and management development
with six international leadership development context in which leadership is practised, rather programs in NSW Health, both in reviewing
experts. A draft framework was made available than the nature of the desired capabilities and existing programs and setting up new ones.
for consultation with Chief Executives of the Local behaviours. Future development of the NSW The framework will also provide the basis for
Health Districts and was endorsed by the NSW Health Leadership and Management Framework developmental 360-degree feedback and related
Health Senior Executive Forum in late 2012. will take into account differences in the context for tools. Importantly, the framework will provide
Further consultation and developments have leadership work at different levels in the system. a common language and set of concepts and k
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definitions to inform discussions about leadership o
been undertaken since, including the recent w
LEADERSHIP AND MANAGEMENT and management in the NSW Health system. e
addition of the management domain. The m
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domain was designed based on a review of the r
The NSW Health system requires people at all The NSW Health Leadership and Management t F
literature, as well as an analysis of prominent n
levels with both leadership and management Framework is designed as a catalyst for e
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international management frameworks. capacity to function effectively. In order to create developmental change in individuals and as e
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that dynamic capacity, NSW Health requires a scaffold for the construction of new forms n
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individual executives, managers and clinicians to of leadership and management in health d M
be proficient in management-oriented work as care organisations committed to patient n
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well as leadership. Management action focuses and user-centred high performance. i
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s
on explicit, relatively concrete phenomena, r
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such as structures, processes and measures. It a
pertains to task-related actions at points in time. h Le
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Management action is based in relevant authority. a
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W H
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