Shared leadership is a management model based on the shared governance philosophy.
Assumes those individuals or teams performing tasks are best equipped to provide
meaningful improvement. The changing image of the current leadership model is one
that resides in relationships rather than with a singular person. The key concepts
are accountability, partnership, equity, and ownership.When shared leadership was
initiated at St Joseph's Health Care, London, Ontario, in 1998, there was a commitment
by management and staff to ensure that it was successfully implemented. In order
to determine areas for improvement in the implementation process, continual evaluation
is necessary. Reports from various staff members, prior to the project, indicated
that the shared leadership implementation plan had not been fully realised. Therefore,
a qualitative evaluation project, utilising focus groups and interviews, was completed.
The purpose of the study was to identify the drivers, as well as the barriers affecting
the implementation process. Several recommendations for improving the process were
determined by the participants of the study. The result of the project was a collection
of four themes, common to the discussions of barriers, drivers and recommendations.
The internalisation of the concepts specific to the shared leadership model was found
to be vital. The effectiveness of the council framework, including the council structure,
processes and membership was also important. Communication of outcomes arising from
the council was crucial. The final theme to be identified included those Humanistic
Needs that addressed the relationship aspects of this model. Furthermore, the relationship
between these themes was explored in the context of the external forces affecting
the shared leadership model.