BackgroundLeaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership capabilities required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID‐19 pandemic. We need improved models that support leaders in navigating the complexity of multiple leadership roles.MethodThis integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of healthcare leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesise various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including healthcare leaders, medical educators and leadership developers) to offer refinements.ResultsAfter five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organising progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n = 8). Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10‐point scale (10 = highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10.ConclusionThe LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

Purpose: Leaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership competencies required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID-19 pandemic. We need improved models that support leaders in navigating, so they can better handle the complexity of multiple leadership roles. Method: This integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of health care leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesize various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including health care leaders, medical educators, and leadership developers) to offer refinements. Results: After five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organizing progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a health care network or national society (27.5%, n=8).  Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10-point scale (10=highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10. Conclusion: The LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

Purpose: Healthcare leadership within academic health centres is increasingly complex. To handle this increasing complexity, we need models to support emerging and practicing leaders within health systems. Method: Through stakeholder consultation this conceptual review sought to examine leadership constructs and how they intersect with current leadership practices in academic health centres. The goal was to develop a new model of healthcare leadership development. The authors used sequential iterative cycles of divergent and convergent thinking approaches to explore and synthesize various literature vantage points. Approaches used simulated personas and stories to test the model. Finally, the approach sought feedback from stakeholders (including healthcare leaders, medical educators, leadership developers) to offer refinements. Results: After five rounds of discussion and reformulation, the authors arrived at a new model for leadership development: theLEADS+ Development Model . During their stakeholder consultation stage, they garnered feedback from 29 out of 65 recruited individuals (44.6% response rate). More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n=8). During the stakeholder consultation stage, participants were invited to indicate their endorsement for the new model using a 10-point scale (10=highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10. Conclusion: The LEADS+ Development Model is a new model to foster leadership development in academic health centers. In addition to describing leadership development trajectories, this model describes the various leadership and followership paradigms adopted by leaders within health systems.