The four Transforming and System leadership capabilities point to specific observable actions to deliver excellent patient outcomes in a sustainable health system. Three behaviours describe each capability in action.

Transforming the System Diagram This domain of the HETI Leadership framework focuses on the challenge of creating, implementing and sustaining change in the NSW healthcare system. Most developed countries are in the process of transformation as they try to embrace a paradigm shift from provider-centred care to patient-centred care, and as they try to improve services while controlling costs.


As a staff member in the health system, you are responsible for ensuring that existing systems and processes work as effectively and efficiently as possible. In addition, you have to:

  • envision new ways of doing things in your organisation
  • engage others in developing innovative solutions to key problems
  • plan and orchestrate change to bring these solutions into being.

In other words, you are asked to play a critical role in shaping a different future for health service delivery in NSW. As leaders, each of us has a responsibility to contribute to that transformation.

Transforming complex organisations is among the most difficult and challenging aspects of health leadership. It is also one of the most rewarding. But leading successful change requires a great deal of preparation and an ability to work competently in several key areas.


We are encouraged to learn and practice the disciplines associated with high performance teamwork. Encouraging and modelling professional learning to take advantage of people’s natural talents contributes to positive morale. Providing people with clear expectations for their work, recognising work well done, and providing feedback on performance for improvement purposes are key to a healthy and productive work environment. Together these capabilities create a work climate in which people are engaged with the work, and productive relationships thrive.