If the third sector leadership style is to become the model for other sectors then the third sector needs to raise its game to fulfil this evolving role. As a whole the sector is…
Abstract
If the third sector leadership style is to become the model for other sectors then the third sector needs to raise its game to fulfil this evolving role. As a whole the sector is taking leadership and leadership development more seriously, however, in order to raise the bar the sector needs to be seen to:• invest more in development• ensure effective recruitment and succession planning• provide robust governance.The Association for Chief Executives of Voluntary Organisations (Acevo) as an organisation is campaigning for greater professionalism and stronger leadership for the sector.
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This article will explore the link between authority and leadership in a third sector context. It will outline acevo's leadership model and provide insights into the current…
Abstract
This article will explore the link between authority and leadership in a third sector context. It will outline acevo's leadership model and provide insights into the current challenges being faced by leaders in the third sector. The article emphasises the importance of acevo's code of conduct as a guarantee for great leadership.
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Sabina Abou Malham, Mélanie-Ann Smithman, Nassera Touati, Astrid Brousselle, Christine Loignon, Carl-Ardy Dubois, Kareen Nour, Antoine Boivin and Mylaine Breton
Centralized waiting lists (CWLs) for patient attachment to a primary care provider have been implemented across Canada, including Quebec. Little is known about the implementation…
Abstract
Purpose
Centralized waiting lists (CWLs) for patient attachment to a primary care provider have been implemented across Canada, including Quebec. Little is known about the implementation of CWLs and the factors that influence implementation outcomes of such primary care innovations. The purpose of this paper is to explain variations in the outcomes of implementation by analyzing the characteristics of CWLs and contextual factors that influence their implementation.
Design/methodology/approach
A multiple qualitative case study was conducted. Four contrasting CWLs were purposefully selected: two relatively high-performing and two relatively low-performing cases with regard to process indicators. Data collected between 2015 and 2016 drew on three sources: 26 semi-structured interviews with key stakeholders, 22 documents and field notes. The Consolidated Framework for Implementation Research was used to identify, through a cross-case comparison of ratings, constructs that distinguish high from low-performing cases.
Findings
Five constructs distinguished high from low-performing cases: three related to the inner setting: network and communications; leadership engagement; available resources; one from innovation characteristics: adaptability with regard to registration, evaluation of priority and attachment to a family physician; and, one associated with process domain: engaging. Other constructs exerted influence on implementation (e.g. outer setting, individual characteristics), but did not distinguish high and low-performing cases.
Originality/value
This is the first in-depth analysis of CWL implementation. Results suggest important factors that might be useful in efforts to continuously improve implementation performance of CWLs and similar innovations.