ACHSM Fellowship Papers 2025

papers

Angeles - 2023

Challenges for Medicare and Universal Health Care in Australia Since 2000

Review of 20 yrs literature: Medicare, PBS and Universal Health care

We identify the financing an policy challenges for Medicare and universal healthcare in Australia, as well as opportunities for whole-of-system strengthening

Angeles - Key Point 1

Fragmented funding and governance are undermining integrated, equitable health care delivery

Angeles - Key Point 2

Rising out-of-pocket costs threaten access and universality

Angeles - Key Point 3

System-wide reform is overdue and essential

Crook - 2019

Leader, Know Yourself: Bringing Back Self-Awareness, Trust and Feedback

Crook - Key Point 1

Leaders must be active participants in change not detached facilitators

Crook - Key Point 2

Theory O reframes leadership as a holistic, continuous process of inner and outer change

Schyns - 2019

Does Thinking of Myself as a Leader Make Me Want to Lead?

Scyhns - Key Point 1

Leadership motivation is shaped by how people see themselves relative to typical leaders

Schyns - Key Point 2

Leadership self-efficacy is a critical bridge between self-perception and motivation to lead

Schyns - Key Point 3

Leadership development should target both self-awareness and implicit leadership beliefs

Woods - 2022

Show Me the Money: How do We Justify Spending Health Care Dollars on Digital Health?

Woods - Key Point 1

Digital health must be evaluated as a long term quality and safety investment, not a short term cost

Woods - Key Point 2

The quadruple aim provides a balanced, evidence informed framework for assessing digital health impact

Woods - Key Point 3

A modern, adaptive evaluation model is essential to guide sustainable digital transformation

Bernardes - 2020

Organisational Culture, Authentic Leadership and Quality Improvement in Canadian Healthcare Facilities

Bernardes - Key Point 1

Flexible organisational cultures enable more effective leadership and stronger quality improvement outcomes

Bernardes - Key Point 2

Authentic leadership thrives in participatory environments and positively impacts quality improvement efforts

Bernardes - Key Point 3

Organisational culture and leadership style are deeply interconnected in shaping performance

Olley - 2021

A Focused Literature Review of Power and Influence Leadership Theories

Olley - Key Point 1

Power and influence theories explain leadership through relational dynamics and context, not fixed traits

Olley - Key Point 2

Authentic and ethical leadership offer vital models grounded in self awareness, integrity and transparency

Olley - Key Point 3

Effective leadership requires alignment between values, vision, and behaviour

Thusini - 2022

Identifying and Understanding Benefits Associated with Return on Investment from Large Scale Healthcare Quality Improvement

Thusini - Key Point 1

Return on Investment (ROI) in quality improvement extends beyond financial gains

Thusini - Key Point 2

Measuring ROI in QI is complex and context dependent

Thusini - Key Point 3

Broad framing of ROI supports sustained QI investment and collaboration

Seixas - 2021

Practices of Decision Making in Priority Setting and Resource Allocation

Seixas - Key Point 1

Priority setting and resource allocation (PSRA) frameworks are essential but inconsistently applied

Seixas - Key Point 2

Transparency, ethics, and stakeholder engagement remain underdeveloped in most frameworks

Seixas - Key Point 3

Healthcare systems need routine, transparent PRSA practices

Perez - 2021

Leadership in Healthcare:Transitioning from Clinical Professional to Healthcare Leader

Perez- Key Point 1

Clinical expertise alone is not sufficient for healthcare leadership success

Perez - Key Point 2

Transformational leadership is the most effective style in healthcare settings

Perez - Key Point 3

Healthcare leaders must align leadership behaviours with team needs and strategic goals

Haslam - 2023

Zombie Leadership - Dead Ideas that Still Walk Among Us

Haslam - Key Point 1

Zombie leadership promotes outdated myths that distort how leadership actually works

Haslam - Key Point 2

These myths marginalise context, relationships and everyday leadership practices

Haslam - Key Point 3

Debunking zombie leadership is essential for more ethical, inclusive, and effective leadership practice

Laukka - 2021

Leaders in the context of digital health services: A concept analysis

Laukka - Key Point 1

Digital health leadership is an emerging but under-defined concept requiring clearer articulation and role development

Laukka - Key Point 2

Successful digital leadership requires both technical and relational competencies

Laukka - Key Point 3

Building digital leadership capacity is critical for healthcare transformation

George & Webster - 2021

The Future of Allied Health Leadership in New Zealand

George & Webster - Key Point 1

Allied health leadership is essential but underdeveloped within New Zealand’s health system

George & Webster - Key Point 2

Interprofessional and systems-oriented leadership models offer the most effective approach

George & Webster - Key Point 3

Strategic investment in leadership development and research is critical for future readiness

Caterino - 2020

Leadership and Change Mobilisation: The Mediating Role of Distributed Leadership

Caterino - Key Point 1

Both person- and task-centered leadership styles contribute to successful change, through different mechanisms

Caterino - Key Point 2

Distributed leadership plays a central mediating role in change mobilisation

Caterino - Key Point 3

Organisational context, especially size, influences how leadership styles impact change outcomes

Buljac-Samadzic - 2020

Interventions to Improve Team Effectiveness within Healthcare: A Systematic Review

Buljac-Samardzic - Key Point 1

Multiple intervention types can improve team effectiveness in healthcare settings

Buljac-Samardzic - Key Point 2

Most interventions target non-technical skills essential for high-functioning healthcare teams

Buljac-Samardzic - Key Point 3

More rigorous evaluation is needed to assess impact and scalability

Leclerc - 2022

Relational Leadership - A Contemporary and Evidence-Based Approach to Improve Nursing Work Environments

Leclerc - Key Point 1

Relational leadership significantly improves nursing work environments and reduces leader turnover

Leclerc - Key Point 2

Leadership behaviours directly impact team dynamics, culture and staff retention

Leclerc - Key Point 3

Sustainable leadership development requires structured support, reflection, and continuous learning

Aird - 2022

An Analysis of a Novel Canadian Pilot Health Information Exchange

Aird - Key Point 1

Health Information Exchange (HIE) can improve care transitions, but its benefits depend on clinical integration

Aird - Key Point 2

Usability, awareness, and training gaps are major barriers to HIE adoption

Aird - Key Point 3

Scaling HIE requires broader implementation, improved design, and tailored education strategies

McShane - 2020

Making it Personal - Population Health Management in the NHS

McShane - Key Point 1

Population Health Management (PHM) personalises care by linking data, risk, and lived experience

McShane - Key Point 2

Primary Care Networks and collaborative leadership are essential for effective, place-based transformation

McShane - Key Point 3

Population Health Management success depends on cultural change, continuous learning, and system wide engagement

Kwon - 2022

There is No Good War for Talent

Kwon - Key Point 1

Exclusive talent management creates risks to fairness, ethics and workforce cohesion

Kwon - Key Point 2

The evidence for performance benefits of talent management is limited and mixed

Kwon - Key Point 3

A more inclusive, capability-focused approach is needed

Oygarden - 2020

Changing to Improve? Organisational Change and Change-Oriented Leadership in Hospitals

Oygarden - Key Point 1

Frequent organisational change increases job stress and performance barriers

Oygarden - Key Point 2

Participation in decision making is vital for effective change and quality outcomes

Oygarden - Key Point 3

Change-oriented leadership helps bridge policy demands and clinical realities

Avery - 2021

Health Boards Governance of Quality and Risk

Avery - Key Point 1

Boards must actively lead and embed a culture of quality and risk management

Avery - Key Point 2

Effective governance depends on informed, engaged, and continuously developing board members

Avery - Key Point 3

Strong relationships, clear structures, and responsive information systems enable better patient outcomes

Flyvbjerg - 2021

Top Ten Behavioural Biases in Project Management: An Overview

Flyvbjerg - Key Point 1

Both political and cognitive biases drive poor project outcomes

Flyvbjerg - Key Point 2

Biases systematically distort planning and decision making

Flyvbjerg - Key Point 3

Using data-driven tools can reduce bias and improve project success

Poku - 2016

Patient Relationship Management: What the U.S. Healthcare System can Learn from Other Industries

Poku - Key Point 1

Healthcare must move beyond patient satisfaction to build long-term, trust based patient relationships

Poku - Key Point 2

Lessons from industries like hospitality and aviation show how patient relationship management can transform care delivery

Poku - Key Point 3

To succeed, patient relationship management must be strategically aligned with value-based reimbursement models

van den Broek - 2017

Cooperative Innovation Through a Talent Management Pool

van den Broek - Key Point 1

Coopetition offers a strategic response to workforce shortages in healthcare

van den Broek - Key Point 2

Stakeholder perceptions shape the success of cooperative innovations

van den Broek - Key Point 3

Trust, shared ownership, and context-sensitive design are critical enablers

Wise - 2021

Paying for value - Options for Value-Based Payment Reform in Australia

Wise - Key Point 1

Value-based payments must replace fee-for-service to realign incentives with patient outcomes

Wise - Key Point 2

Successful reform requires fair risk-sharing and strong data infrastructure

Wise - Key Point 3

Organisational capacity and collaboration are critical for implementation

Carolina - 2021

Shaping the Future of Digital Technology in Health and Social Care

Carolina - Key Point 1

Public health project success requires a multidimensional and stakeholder focused approach

Carolina - Key Point 2

Strong leadership, planning and team performance are essential enablers of successful delivery

Carolina - Key Point 3

Future success depends on systematic evaluation and better alignment between theory and practice

Crooks - 2022

Development and Implementation of a Shared Governance Model in a Mainstream Health Unit