Dr Clare Ramsden1, Ms Rachel Zombor2, A/Prof Dana Wong3, Cindy van der Wal4, Mr Matt Thomas4,5,6
1Tasmanian Health Service Hospitals South, Hobart, Australia, 2State Forensic Mental Health Service, North Metropolitan Health Service, Perth, Australia, 3School of Psychology and Public Health, La Trobe University, Melbourne, Australia, 4Marathon Health, Bathurst, Australia, 5School of Psychology, Charles Sturt University, Bathurst, Australia, 6Discipline of Psychiatry and Mental Health, UNSW Sydney, Sydney, Australia
Biography:
Dr Clare Ramsden is a Clinical Neuropsychologist and Executive Director of Allied Health at the Tasmanian Health Service, Hospitals South. She is an experienced clinician, primarily working in acquired brain injury and rehabilitation services in the United Kingdom and New Zealand before returning to Tasmania in 2014. Clare is an active clinical researcher, and is a committee member of the Australasian Society for the Study of Brain Impairment, and a Fellow of the APS College of Clinical Neuropsychologists.
Abstract:
Background:
Effective leadership in public sector organisations is critical to improving outcomes for individuals and systems. Psychologists have extensive professional training and development requirements that include some leadership capabilities, however there is no current leadership competency framework specific to psychologists in Australia. This study aimed to validate a leadership competency framework applicable to all psychologists working in Australian public sector organisations, including those in non-psychology specific positions.
Method:
An expert working group developed a leadership capability framework for psychologists working in the Australian public sector. A Delphi methodology was used to gain expert consensus of this framework, with 20 psychologist leaders employed in public sector services responding to online survey questions on the structure, content and utility of the framework.
Results:
Consensus was achieved (>80% of participants rated agreement) in Round 1 on the relevance and importance of the five Domains and four Levels of the framework, and the accuracy of definitions and descriptions of the 17 Subdomains. Participant comments resulted in revisions to Subdomains 6 and 10, and consensus was achieved on these changes in Round 2. Majority of participants agreed on the utility of the framework.
Conclusions:
The validated leadership capability framework provides a contemporary and relevant guide for psychologists working in the public services to evaluate and develop their leadership capabilities. Developing leadership capabilities for psychologists is anticipated to increase the number of psychologists who seek to take on leadership roles, improve outcomes for communities who utilise those services and enhance the services where psychologists work.