In England, integrated care systems aim to realise collaborative working across health and care services, but after many years of government policies promoting organisational independence in the NHS, the switch to working together is challenging. How can leaders learn and practise the leadership behaviours, skills and practices that will mean integrated working becomes a reality? The practice of collaborative leadership shares evidence insights from health and care leaders about how to collaborate well to build a stronger collaborative ethos across health and care services. The authors identify six key practices that underpin effective collaborative working: (1) creating a safe, inclusive and trusting environment in which everyone can contribute fully; (2) building healthy relationships; (3) developing a shared purpose and shared group identity; (4) actively managing power dynamics; (5) surfacing and managing conflict; (6) developing shared decision-making processes. Health and care leaders at all levels have a critical role in modelling and rewarding collaborative behaviours but this is insufficient on its own. Attention also needs to be given to six key leadership practices above. The authors also recommend health and care leaders extend the practise of collaborative leadership more widely to working more closely with local organisations, people and communities.
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