What Makes an Effective Leader?

The current rate of change in Aged Care requires leadership to steer organisations through the changes and make the most of the limited resources available.

Leadership is often discussed, courses are developed, sessions are held, and practices are passed on to aspiring leaders. However, the question frequently asked is:

How effective is the leadership, and how does this steer the needed changes?

We aspire to be " leaders,” where we direct actions, provide advice, implement strategies, and make the necessary changes to achieve an outcome. The question that follows this is that this article seeks to explore whether the result is temporary or long-lasting.

In other words, was the change a fleeting moment of change and success, or was it embedded in practice to continue after the leader left?

Two Types of Leadership

In reviewing the history and past leaders, there are two types: those who led, conquered and left little behind and those who brought about change through the systems and processes they developed and implemented for others to pick up and follow.

While it may seem ideal to present leadership as strong and charismatic if nothing is left behind for others to follow, the result is that leadership dwindles as time progresses, and that is more about the individual than the leadership of a group.

Leadership Beyond the Individual

The first rule of leadership should always be – “It is not about me”. Leadership must be about those served and leaving lasting legacies for future generations. Empowering others is essential and often seen as how leaders should behave. However, this can be like the seed that lands on shallow ground, with the crops rising quickly and fading soon afterwards.

Aged care is a field where the services provided are deeply personal, requiring leaders to focus on key aspects such as:

• Person-centred care
• Empowerment of staff and their development
• Ethical and transparent leadership
• Adaptability and innovation
• Empathy and emotional intelligence - leaders must be able to read the room!

The Demands of Aged Care Leadership

Aged care is a 24/7 operation in residential care and even in-home care, the ability to be constantly on call is important. Therefore, what should aged care leadership focus on if these key aspects are to be long-lasting enough to build a sound foundation for the future?

Having visited hundreds of aged care facilities, run workshops for over 4,500 staff, and worked with many leaders in the sector, I have found that the most effective leaders are practical, selfless, and visibly passionate about the people receiving care.

However, I have also seen changes when these passionate and dedicated leaders move on to other roles or organisations. Often, the key aspects of their leadership go with them, and their replacements may not carry the same focus or skills. The unfortunate outcome is that services tend to change, and the place is not what it once was.

Creating a Sustainable Leadership Model

The only way to make leadership long-lasting is to develop systems that pass on leadership skill sets and empower people to act in a certain way. Organisations have their mission, vision, and philosophy outlined and communicated among their teams. But what do these mean in day-to-day care and services?

Simply espousing words does not always translate into daily care practices. Mission statements may give an organisation an overarching ethos, but an effective leader develops systems and processes that directly influence the behaviour of those delivering services and bring mission statements to life. After all, who has the time or motivation to read through extensive policies and procedures every day?

Embedding Leadership Principles in Practice

The key to sustainable leadership lies in creating environments where staff can easily understand their roles and expectations. Quick reference materials and well-structured systems help guide behaviour, ensuring that services remain person-centred, ethical, adaptable, and empathetic. This is the foundation for long-term success in leadership.

This adds another dimension to the leadership mix and determines whether leadership will be temporary or long-lasting.

What Comes Next?

In the following article, I will explore how to develop these tools and how to best focus on establishing long-lasting systems.

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