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Case Reports
. 2020 Dec 1;20(4):19.
doi: 10.5334/ijic.4709.

Distributive Leadership Within an Emerging Network of Integrated Youth Health Centres: A Case Study of Foundry

Amy Salmon  1 , Saranee Fernando  1 , Mai Berger  1 , Karen Tee  2 , Kristy Gerty  2 , Warren Helfrich  2 , Pamela Liversidge  2
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Free PMC article
Case Reports

Distributive Leadership Within an Emerging Network of Integrated Youth Health Centres: A Case Study of Foundry

Amy Salmon et al. Int J Integr Care. .
Free PMC article

Abstract

Background: Distributive leadership has been proposed as an effective means towards achieving integrated health services. This study draws from the case of Foundry, a network of integrated youth health centres in British Columbia, Canada, and explores the function and impact of distributive leadership in the context of a large-scale effort towards integrated service delivery for youth experiencing mental health and substance use challenges.

Methods: Qualitative data was obtained from a developmental evaluation of Foundry using a longitudinal, ethnographic approach. Over 150 participants involved in the development of six Foundry centres were interviewed individually or in focus groups. Purposive and theoretical sampling strategies were used to maximize the diversity of perspectives represented in the data set.

Results and discussion: Distributive leadership was observed to be a facilitator for achieving service and system-level integration. Distributive leadership was effective in promoting streamlined service provision, and coordinating efforts towards optimized access to care. A new culture of leadership emerged through collaboration and relationship-building based on a common value system to prioritize youth needs.

Conclusion: As Foundry, and other integrated youth services, continues to expand, distributive leadership shows promise in assuring diverse and coordinated input for integrating services.

Keywords: adolescent health; distributive leadership; integrative care; mental health; system transformation.

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Conflict of interest statement

Karen Tee, Krista Gerty, Warren Helfrich, and Pamela Liversidge occupy leadership positions at Foundry Central Office. Amy Salmon was contracted by Foundry Central Office to conduct an independent developmental evaluation of Foundry. Mai Berger and Saranee Fernando were Research Assistants supporting this evaluation. All authors otherwise have no competing interests to declare.

Figures

Figure 1
Figure 1
The governance structure of Foundry Central Office during the proof-of-concept period.
Figure 2
Figure 2
Leadership structures of the Foundry centres.
See this image and copyright information in PMC

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