Reflections on leadership for diverse practice

TO PROVIDE OPTIMAL CARE for patients within the evolving and complex healthcare systems, general practitioners need to exercise a range of leadership styles.There are many models described in the literature, but most of them fall into one of six categories: transformational, transactional, autocratic, laissez-faire, task oriented and relationship oriented. 1hese styles have all been described in a leader-follower format best suited to the convergent, hierarchical, hospital environment that was part of all our learning experiences.Recent research highlights how inappropriate these styles are for achieving optimal outcomes in non-hierarchical settings such as general practice. 2ver the past two decades I have been exploring alternative ways of looking at healthcare leadership through the lens of both the individual and the environment.I have been invited to conduct workshops in leadership skills of diverse groups of participants on all continents except Antarctica.My experience confirms that the major leadership models do not always sit comfortably with non-hospital, women and diverse populations of clinicians. 3fter each workshop, participants, now numbering over 1500, have reached out to me and sought my advice on a range of leadership issues, including job title, remuneration, responsibility, toxicity in the work environment and pivoting to new positions.