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Program Overview

Get the leadership training you need to succeed in academic health care

At NEAL, we aim to foster productive, visionary, and collaborative academic leaders in the Academic Health Science Network. Our participants develop mindsets and capabilities to successfully lead and help enable the success of their academic teams. We help them do their job. After every module of the NEAL program, participants will walk away with actionable tools and frameworks that they can apply immediately when they return to work. We believe that their learning should be immediately relevant and last long after the program is finished.

The NEAL program is a scholarly endeavor. Applicants who are accepted to the program are given the opportunity to consent to participate in research related to program impact and outcomes.

Applications for the 2019-2020 class are now open


You are your leadership instrument! In the NEAL program, participants develop the mindsets and capabilities to successfully lead their division, program, research, education or other academic unit and help enable the success of their academic teams. Specifically, they become competent in the four practices of academic leadership: intrapersonal, interpersonal, organizational and system.

If the academic part of your job entails engaging people to develop or advance an educational, research or innovation agenda in health care, then NEAL is for you.

We invite applications from both formal and informal leaders, nationally and internationally, with faculty appointments in Faculties of Medicine or Health Sciences. Applicants must have been in a faculty position for at least 3 years and have academic leadership roles and/or responsibilities. Such leaders, (with or without formal institutional roles), are engaged in the academic mission of research, education or program development.

Their roles or responsibilities can be formal or informal and could include, but are not restricted to: vice-deans, chairs, vice-chairs, and chiefs of academic departments or units; Directors or leads of research programs or institutes; or Education leaders such as: clerkship, residency, graduate program, clinical education, work placement, curriculum or centre leaders or any leadership role that pursues an academic agenda such as research, education or program development.

Past participant roles have included: Department Chairs or Vice-Chairs, Associate or Vice-Deans, Program Directors, Division Heads, Academy Directors, Site Chiefs / Coordinators, Heads or leads of Research Programs or Institutes.

Enacting leadership is essential to the program as there is a leadership project requirement that participants will need to fulfill.

Three 4-day modules over the course of one year with coaching and web-based distance learning in between. Each day is 8-9 hours long including breakfast, lunch and breaks.

Unique aspects of the program include:

  • Our faculty are award winning experts in their fields from business, health management, health sciences and the private sector
  • Engagement with colleagues from a diversity of academic contexts beyond your own
  • You will identify your strengths and blind-spots and develop your own authentic leadership style
  • The program has been designed to ensure workplace based learning and application
  • You will work on context relevant stretch goals and shared issues
  • You will receive individual coaching
  • You will have an opportunity to shadow an admired leader
  • Completion of the program will result in a University of Toronto certificate of added qualification

Participants will learn to:

Module 1 - Getting Started

  1. Reflect on their strengths and gaps in academic leadership and set development goals
  2. Apply current frameworks for 21st century leadership to their work
  3. Describe how to utilize their style and communication to enable engagement
  4. Discuss the design and maintenance of high performing academic groups
  5. Explain the relevance of complexity for understanding leadership in academic health science/care settings
  6. Practice compelling communication techniques
  7. Develop their initial strategy for enabling academic change and innovation
  8. Consider how to utilize their influence

Module 2 - Building Capacity and Momentum

  1. Deepen their understanding of their strengths for academic leadership
  2. Describe an approach to creating a vision and priorities for their academic unit
  3. Develop strategies for dealing with challenging conversations
  4. Describe approaches to promoting high performance and mediating conflict
  5. Identify strategies for leading across academic health system boundaries
  6. Apply a variety of reflective and Integrative Thinking strategies to academic issues
  7. Apply complexity informed strategies to enabling change and innovation
  8. Recognize the power of diverse perspectives for solving organizational dilemnas

Module 3 - Creating Resilience and Adaptability

  1. Apply economic principles to academic resource management
  2. Design their academic unit for adaptability, sustainability and resilience.
  3. Discuss approaches to managing and supporting faculty and academic unit success
  4. Describe the leaders role in facilitating the transitions that accompany academic innovation and change
  5. Discuss how to lead across differences
  6. Map the academic health care environment
  7. Apply a strengths based and resilient approach to their leadership and ongoing development
  8. Identify and integrate your leadership learning

  • Nouman Ashraf, PhD, Assistant Professor, Teaching Stream, Rotman School of Management, University of Toronto
  • Ahmed Bayoumi Scientist, Centre for Urban Health Solutions, Li Ka Shing Knowledge Institute of St. Michael’s Hospital, Fondation Baxter & Alma Ricard Chair in Inner City Health, St. Michael’s Hospital and University of Toronto, Professor, Dept of Medicine and Institute of Health Policy, Management and Evaluation, University of Toronto.
  • Adalsteinn Brown, AB (Harvard), DPhil (Oxford), Associate Professor-Director, Institute of Health Policy, Management and Evaluation; Acting Dean, Dalla Lana School of Public Health, University of Toronto
  • Cate Creede, PhD, Consultant, The Potential Group; Assistant Professor, Dept of Psychiatry, University of Toronto
  • Michael Gardam, MSc MD, CM, MSc FRCPC, Chief of Staff, Humber River Hospital, Associate Professor, Dept of Medicine, University of Toronto
  • Delaine Hampton, PhD, Adjunct Professor and Executive in Residence, Rotman School of Management
  • Jerry Koh Director of Systems Innovation and MaRS Solutions Lab, MaRS Discovery District.
  • Geoff Leonardelli, PhD, Associate Professor of Organizational Behaviour, Rotman School of Management, University of Toronto
  • Karen Leslie, MD, MEd, Director, Centre for Faculty Development, Professor, Dept of Paediatrics, Faculty of Medicine, University of Toronto
  • Susan Lieff, MD, Med, MMan - Professor, Department of Psychiatry, University of Toronto; Director, Academic Leadership Development, Centre for Faculty Development
  • BA Millar, MBChB, Associate Director, Education Scholars Program, Centre for Faculty Development, Assistant Professor, Dept of Radiation Oncology, Faculty of Medicine, University of Toronto
  • Danny Nashman, MBA, Consultant, The Potential Group
  • Carol Rolheiser, PhD, Director, Centre for Teaching Support and Innovation
  • Anthony Suchman, MD, MA, FACP, Senior Consultant, Healthcare Consultancy, The Heller School for Social Policy and Management, Clinical Professor of Medicine at the University of Rochester School of Medicine and Dentistry
  • Mary Yates, BA (Hons), MEd, Director Physician Workplace Support Program, Ontario Medical Association

Participants must be able to commit to attend all three modules listed below.

Dates for our 7th class for the 2019-2020 year are:

  • October 21 - 24, 2019 Please note date change
  • January 20-23, 2020
  • May 4-7, 2020

Each module consists of 8-9 hour days which include breakfast, lunch and breaks. There is approximately 10 hours of pre-work assigned prior to each module which includes preparation of mandatory assignments.

Module 1: Pantages Hotel, Toronto, Ontario Canada

Module 2 and 3: Li Ka Shing International Healthcare Education Centre, Toronto, Ontario, Canada

This document lists a number of hotels in close proximity to the venue. Please note that there are many more hotels in downtown Toronto which you may choose to book with and that this list is only a selection.

Basic Sciences Tuition Rate: for those with a PhD in the following departments: Anatomy, Biochemistry, Immunology, Laboratory Medicine and Pathobiology, Medical Biophysics, Molecular Genetics, Nutritional Sciences, Pharmacology and Toxicology, Physiology.
  • Early Bird Application Rate - $10,000
  • Full Application rate - $10,500
Standard Rate: for MD's and Other Faculty Members
  • Early bird application rate - $11,500
  • Full application rate - $12,000

Those who submit their application package by the early bird deadline will be guaranteed the early bird tuition rate should their application be successful. All successful applicants whose packages are received after the early bird deadline will be subject to the full tuition rate.

To be considered for our 2019-2020 class, please submit your application package by April 19, 2019 to be eligible for the Early Bird tuition rate or by our final deadline of June 7, 2019.

We are now accepting applications for our 2019-2010 class. Please review the application process and submit your application package by April 19, 2019 to be eligible for the Early Bird tuition rate or by our final deadline of June 7, 2019.

Apply Now


Watch these videos to understand both the value and impact of the NEAL program from the perspective of our graduates.