ABSTRACT
This chapter builds on previous discussions about professional leadership with individuals and smaller groups, applying these in larger and more complex systems and over longer timescales. A body of ideas described as leadership for whole systems is used as an underpinning framework (Welbourn et al. 2012). Involvement in these activities could take different forms. System-wide organisational development may be part of your remit, such as in a workforce development officer role (see Practice example 8.1). Many project groups now consciously include diagonal (Kurian 2013) representation of staff at all levels through or across organisations to capture diverse perspectives and enhance commitment to implementation. You may have particular practice expertise that you and your organisation wish to disseminate across professional groups. Perhaps you are contributing to or being consulted about workforce development plans or collaborating with universities to develop their programmes. Or you could be involved in developing community-based services (see Practice examples 3.2, 3.3 and 3.4).
