Archived Publications eBook: Confidence in the Development of your Futur | Página 8

Leadership Capability. The third factor of the model
is Leadership Capability, which includes a set of
competencies that address both the aspiration for
leadership positions and the capabilities for initiating
and sustaining organizational change. This factor
includes a fundamental desire for advancement or
promotion to leadership roles, including a willingness
to take on leadership opportunities via committees,
projects, or other extra-role duties (Drive to Lead).
Professional Credibility is characterized by perceived
credibility from peers, direct reports, and colleagues
as a high-quality clinician or professional in one’s field,
a characteristic that is particularly important for
clinicians transitioning into first-time leadership
positions. High-potential healthcare leaders also
effectively coach and develop others by bringing out
the best of their team members and holding others
accountable for performance outcomes (Develops
People). Most importantly, Leadership Capability is
marked by the ability to both initiate and successfully
sustain change initiatives across the organization
(Leads Change), as emphasized by a Director of
Cancer Services:
[High-potential nurse leaders] come up with a lot of great things
on their own. They’re working at the bedside, and they come up
with these great ideas of how they can make things more
efficient or improve the patient experience. They’re not afraid to
come and say, “Hey, I have this idea. I was working with Mrs.
Smith. Why don’t we implement this and I’ll go find some
evidence base behind it?” They want to take on these types of
things to improve the work environment, to improve the patient
experience. They’re growing themselves. They want to grow in
their role, so they’re seeking these things out and they want to
be part of the change and part of implementing change?
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Learning Agility. The final factor of the model,
Learning Agility, consists of several characteristics that
reflect the general capacity to quickly learn from new
experiences and demonstrate accurate self-
awareness. High-potential healthcare leaders
demonstrate emotional intelligence by exhibiting an
accurate awareness of both strengths and limitations
in skills and knowledge while showing humility by
acknowledging what one doesn’t know (Self-
awareness). Emergent leaders demonstrate a strong
interest in learning from others and from their own
experiences, including perceiving failures as
opportunities for learning and growth (Learns from
Experiences). High-potential healthcare leaders actively
seek performance feedback from others, including
colleagues at higher organizational levels, and maintain
openness to criticism (Seeks Feedback). Finally, such
leaders demonstrate a remarkable ability to maintain
emotional control and composure during difficult
circumstances, remain positive in the face of setbacks,
and demonstrate resiliency when challenged by others
(Perseverance under Adversity). Below, a former
physician leader and health system CEO, and current
healthcare executive search consultant, highlights
the critical role of Self-awareness:
Being self-aware is extremely important. Inheren