Table 1.
Practice Ratings of Attributes With Definitionsa
| Practice ID | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Leadership Attribute | Definition | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 |
| Motivating others to engage in change | Leadership engages workforce when system change occurs or needs to occur and provides motivation and encouragement to support system change efforts through external/extrinsic motivation (transactional leadership) and internal/intrinsic motivation (transformational leadership), while also overcoming resistance. | 5 | 3 | 4 | 4 | 5 | 3 | 2 | 4 | 4 |
| Managing abuse of power and social influence | Leadership addresses issues of power and social influence within and among the workforce, including issues like bullying, freeloading, and cheating, and seeks mutual respect and fairness across hierarchy. | 5 | 4 | 5 | 5 | 4 | 4 | 3 | 5 | 2 |
| Assuring psychological safety | Leadership assures that the work environment is one in which everyone can express opinions or contribute to discussions without fear such that practice members speak up with suggestions, questions, and criticisms of work‐related processes. | 5 | 4 | 4 | 5 | 4 | 3 | 3 | 4 | 3 |
| Enhancing communication and information sharing | Leadership undertakes and manages the multiple forms of internal and external communication and information sharing related to the workplace. Communication occurs in various forms, from formal meetings to informal exchanges connecting people, and using both written and verbal information as appropriate. | 5 | 4 | 4 | 5 | 4 | 2 | 4 | 5 | 1 |
| Generating a learning organization | Leadership helps to generate an organization that is “skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.” 89 | 5 | 4 | 5 | 4 | 4 | 4 | 2 | 4 | 2 |
| Instilling a collective mind | Leadership attends to patterns of heedful interrelations whereby individuals recognize interconnectedness and cocreate group cohesion and shared purpose. | 5 | 3 | 5 | 5 | 5 | 2 | 3 | 5 | 5 |
| Cultivating teamwork | Leadership cultivates the work environment to nurture team or group formation, development, membership, and effectiveness. | 5 | 3 | 4 | 5 | 4 | 4 | 3 | 5 | 2 |
| Fostering emergent leaders | Leadership fosters dynamic interaction within the workforce such that leadership by members emerges at times for problem solving or to resolve tension or other moments requiring leadership action. | 5 | 5 | 4 | 4 | 4 | 4 | 2 | 5 | 1 |
| Encouraging boundary spanning | Leadership attends to reaching across established borders in order to build relationships, gain information and resources, and form productive connections. This can be (1) vertical (across levels and hierarchy), (2) horizontal (across functions and expertise), (3) stakeholder (beyond the organization), (4) demographic (across diverse groups), or (5) geographic (across regions and locality). | 4 | 3 | 4 | 5 | 5 | 2 | 2 | 4 | 2 |
| Anticipating the future | Leadership pays attention to the external environment and attempts to anticipate future possibilities, then works to continuously position themselves for future success. | 5 | 3 | 5 | 5 | 4 | 4 | 5 | 5 | 5 |
| Developing formal processes | Leadership develops and assures implementation of officially recognized operational routines related to common, everyday processes and organizational functions in ways that align with vision and core values. | 5 | 5 | 5 | 5 | 5 | 3 | 4 | 5 | 4 |
aSee Figure 2 for Practice Rating Scale.