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PURPOSE: Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe), a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS), an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions. METHODS: Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5) appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached. RESULTS: All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs. CONCLUSION: The O-MILe provides a theoretical basis for developing implementation leadership, and the ILS is a compatible tool for measuring leadership based on the O-MILe. Used together, the O-MILe and ILS provide an evidence- and theory-based approach for developing and measuring leadership for implementing evidence-based practices in health care. Template analysis offers a convenient approach for determining the compatibility of independently developed evaluation tools to test theoretical models.

Purpose: Academies are semi-autonomous schools set up outside the normal local government structures with sponsors from business and charity groups to create new and innovative ways of creating and sustaining school transformation. The aim of this paper is to assist in a strategic conversation within the academy movement on talent development. Design/methodology/approach: The paper looks at talent identification, talent development and establishing a talent culture. It provides points in the text for readers to reflect on their own talent practice and provides case examples from current academies. Findings: The paper shows that the longer-term sustainability of the academy movement needs to address the key issue of developing leadership talent. Originality/value: The paper provides an original and useful framework for developing talent management in academies. (Contains 2 tables and 1 figure.)

Strategic leadership is a critical component in the effective development of schools. Currently the educational debate is shifting to focus on how short-term improvements can become strategically sustainable. This article will put forward the view that renewed attention needs to be paid to the strategic dimension of leadership to ensure this sustainability. Much of the orthodox perspective of leadership development suggests that new leaders tend to first address current administrative and managerial issues to build confidence and organizational ability before moving to a strategic and futures activities. The article argues that schools need a concurrent or parallel view of leadership development in which leaders focus not only on the "now" of school improvement but concurrently build strategic capability within the school. (Contains 3 figures.)

This paper will address the challenge of how strategic leadership can be defined and articulated to provide a framework for developing a strategically focused school drawing on a NCSL research project. The paper is structured into three main parts. Part one outlines the elements that comprise a strategically focused school, develops an understanding of strategy, and the concepts associated with strategic leadership. Part two explains the qualitative research methodology used and reports the main findings from the research in terms of (i) what strategic leaders do, and (ii) what characteristics strategic leaders possess. Finally, the paper proposes a new model of strategic leadership to analyze practice and to assist in leadership development. (Contains 1 table and 3 figures.)

This article explores the nature of strategic leadership and assesses whether a framework can be established to map the dimensions of strategic leadership. In particular it establishes a model which outlines both the organizational abilities and the individual characteristics of strategic leaders.