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Mettre en œuvre des pratiques exemplaires

Mettre sur pied un programme de soutien au leadership et de développement

Implement best practice leadership development guidelines developed by professional associations (e.g. RNAO Nursing Leadership Best Practice Guidelines.)
Promote latitude in decision-making related to professional practice.
Implement management training programs to develop positive leadership styles.
Give immediate support (including sufficient time and resources) middle and frontline managers to ensure the health system retains and develops strong middle management capacity.
Develop guidelines regarding the optimum number of staff who should report to front line managers. (Span of control).
Provide mentoring for new managers and provide skill development and education for all managers in relation to quality worklife factors and their relation to patient/client care.
Hire front line managers with relevant clinical experience and strong leadership abilities.
Integrate health professionals into organizational hierarchy through management positions, clinical laddering and meaningful participation in governance.
Require managers to be certified in a recognized leadership development program (that includes a focus on their role in creating a healthy work environment) as part of hiring conditions.
Ensure that QWL is included in the performance appraisal of all senior and frontline managers.
Increase amount of time spent each day by senior and middle management on addressing issues related to culture and QWL.
Encourage sabbaticals for all leaders to increase knowledge of other systems (medical and non-medical, national and international).
Create autonomy for appropriate decisions at the unit level. Empower leaders and ensure the system is ready to respond to and support front-line decisions.

Front and mid-level managers play an important role in implementing system change, encouraging front-line workers to adopt change and facilitating change at upper management or leadership levels. Yet these managers are assuming so much of the responsibility for implementing change that they are burning out in the process.

Managers with positive leadership styles (i.e. who develop, stimulate, and inspire followers to exceed their own self-interests for a higher purpose), had more satisfied staff, lower levels of employee turnover, higher patient/client satisfaction. Where managers have a large number of staff reporting to them, patient/client satisfaction is lower, and there are higher levels of staff turnover. No leadership style will overcome having a large number of staff reporting to the managers.