| Summary: | The traditional model of leadership in medicine and health care generally centres
around a hierarchical structure of power and influence, resting in the hands of a select few
administrators, with limited input from employees. A newly developed Cancer treatment
centre in the Province of British Columbia, Canada has attempted to institute a unique,
team-based system of shared leadership and decision-making. In order to accomplish this
task, the Senior Administrator of the centre hired professional group development experts
to facilitate the formation of the newly established Leadership Team. A team of nine
individuals participated in a group-process based model of team leadership development,
consisting of a series of intensive weekend workshops. This study evaluates the impact of
those intensive workshops on the members of the Cancer centre Leadership Team.
Qualitative case-study methodology, combined with the use of indepth interviews,
illuminated eight categories of shared experience among seven of the nine team members,
as a result of having participated in the workshop series.
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