Comprehensive course analysis
- What do past participants have to say about the course?
- How many participants were promoted within three years after graduation?
- How did this course affect participants' professional trajectories?
- How many participants got their salary increased within two years after completing the program?
- What do past participants have to say about the course?
Who should attend
Senior members of leadership teams in health service provider organizations, agencies and other health system organizations
The program is aimed at current or potential senior members of leadership teams in health service provider organizations, agencies and other health system organizations. It is designed to draw a mix of clinical and non-clinical leaders. Typical job titles include Chief Executive Officer, Chief of Nursing or Medicine, Chief Financial Officer, Vice President, Director of Marketing, General Manager, Senior Consultant, Chief Operating Officer, Executive Director, and Clinical Department Head.
While most of the places in the program are for participants coming from publicly funded organizations (transfer payment agencies), participants from private sector organizations that support the publicly funded system are encouraged to apply.
The selection committee uses a variety of criteria in its participant selection decisions:
- on track to be a senior leader (clinical or non-clinical), executive, or CEO in the next 5 years
- currently on an executive team or evidence of executive-level leadership (approximately 10-20 years of experience)
- responsibility for financial and/or clinical performance
- history of successfully managing and motivating staff
- record of initiative and achievement (e.g. successfully led a change process that delivered tangible results)
- experience of successfully working with a broad set of stakeholders, including: clinicians; professional associations; governments; and other provider organizations
- indications of career progression and ambition based on resume and personal statement
- strong letter of support from a CEO or Board Chair
About the course
What healthcare executives need to ensure the future of our systems.
The Advanced Health Leadership Program targets current and potential members of executive teams in the health system; it focuses on the development of the next generation of health leaders. It seeks to improve their understanding and skills in the areas of leadership, management of change, emotional and political intelligence and Integrative ThinkingTM.
The program has been redesigned to reflect changes in health systems across Canada (e.g. home care and primary care reform, new funding models, evolving structures, human resource challenges, financial sustainability and greater demand for integration and quality). This program is designed to equip senior leaders in the health and life sciences sector with new strengths to play a leadership role in a changing health system.
The Advanced Health Leadership Program will launch its eleventh offering in 2017. The program focuses on leadership competencies required to implement the foundational building blocks of personal, organizational and system change. Through a combination of health leadership development and management school expertise, the program provides a challenging opportunity for personal leadership development for current and potential members of executive teams working in the sector. The seniority and diversity of participants creates a unique forum and network for discussion, reflection and learning that will have immediate and lasting relevance to their careers.
System, Organizational and Personal Leadership
Successful leadership means determining what to do under conditions of great uncertainty, while considering an enormous amount of information and the multiple and conflicting interests of many stakeholders. Additionally, leaders in health care are often required to accomplish their objectives by working with (not through) people over whom they have little or no formal control. That is, they influence the thoughts and behaviours of others through persuasion rather than coercion. Lastly, leaders are architects, designing organizations and environments in which staff can maximize individual performance and the performance of their organizations.
Management of Change
Understanding and leading change effectively requires the adoption of a systematic approach to change and a process for working with individuals and groups, both inside and outside the organization. Learners will develop a range of strategies and tactics that will assist them in designing and implementing major change initiatives.
Emotional and Political Intelligence
Effective leaders are self aware. They understand their own emotional responses and the impact their behaviour has on others. This constitutes emotional intelligence and connects closely to political intelligence, which involves the development of sophisticated skills in partnership, network building, influencing, negotiating and management of complex problems. Learners in this program will be able, in a confidential and secure environment, to study their own and others' reactions to common group and organizational experiences and consider how their behaviour is affected by both conscious and unconscious forces.
Integrative ThinkingTM and Managerial Tools
Integration is the hallmark of effective health systems. As health systems move aggressively towards implementing organizational system changes, the ability to think integratively will be paramount. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables such as clients, employees, other health service providers, cost structures, health sector evolution and legislative environment. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. They creatively resolve tensions without making costly trade-offs, turning challenges into opportunities. Health sector leaders will be exposed to a range of integrative thinking frameworks and tools and will develop the means to adapt and apply them to their organizations.
Brian Golden is the Vice-Dean of MBA Programs; the Sandra Rotman Chair in Health Sector Strategy at the University of Toronto and The University Health Network (joint appointment Faculty of Medicine); Professor of Strategic Management at Rotman; Co-Academic Director, Global Executive MBA for Heal...
Rob Devitt is a father and husband who enjoys a wide range of activities and sports. He is an adventure traveler having spent time trekking in many countries. He also plays recreational hockey, runs, cycles, scuba dives, skis and is an amateur photographer. He recently retired after serving elev...
Jennifer Riel is an Adjunct Professor, Facutly-at-large and Managing Director of the Martin Prosperity Institute’s Knowledge Infrastructure project, which includes oversight of Rotman I-Think (our elementary and secondary school integrative thinking and design thinking program). In her role, Jenn...
Maja Djikic, Ph. D. is an Associate Professor and the Director of Self-Development Laboratory at Rotman School of Management, University of Toronto. She is a psychologist specializing in the field of personality development. Her work examines the effect of art on personality, and means of develop...
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Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.