Staff profile

Professor Sandra Leggat

Head of School, Professor Health Services Management

Faculty of Health Sciences

School of Public Health and Human Biosciences
Department of Public Health

HS1-130, Melbourne (Bundoora)

 

Qualifications

BSc (Physical Therapy) University of Toronto; GradCert (Higher Education) La Trobe University; MHSc (Health Administration) University of Toronto; MBA York University; PhD (Organisational Behaviour) University of Toronto

Membership of professional associations

Fellow ACHSM; Certified Health Executive CCHSE

Area of study

Health Administration
Health Policy
Public Health

Brief profile

Sandra Leggat joined La Trobe University Health Services Management Program in May 2002. She has had a varied career in health care management. Sandy started as a physiotherapist in Ontario, Canada and moved through the hierarchy to become department manager and then senior manager in a number of Canadian health care organisations. She was Vice-President Planning and Corporate Development at Baycrest Centre for Geriatric Care, Administrative Director Primary Ambulatory and Community Care at The Toronto Hospital (now known as University Health Network) and Executive Director at The Health Station, a community health centre in Toronto. Sandy moved from Toronto in 1998 to become Chief Planning Officer of the Inner & Eastern Health Care Network in Melbourne. She has experience as a management consultant, most recently with PricewaterhouseCoopers, but also with The Hay Group and Agnew Peckham and Associates, a smaller health care planning consulting firm. She has always enjoyed teaching and has lectured at Monash University and the University of Toronto.

Research interests

Health Services and policy reform

- Human resources in health reform

Health Services Management

- People and performance in health care

Teaching units

PHE5ALS

PHE4CQM

PHE5HRM

PHE5HSO

Recent publications

  • Bartram T, Casimir G, Djurkovic N, Leggat SG & Stanton P (2012) Do perceived high performance work systems influence the relationship between emotional labour, burnout and intention to leave? A study of Australian nurses. Journal of Advanced Nursing : Early online view.
  • Harding, KE, Taylor N, Leggat SG, Staffford M. (2012) Effect of triage on waiting time for community rehabilitation: a prospective cohort study. Archives of Physical Medicine and Rehabilitation 93(3): 441-44
  • Dawson, Margaret, Phillips, Bev, Leggat Sandra G. (2012) Effective clinical supervision for regional allied health professionals – the supervisee’s perspective. Australian Health Review 36: 92-97.
  • Leggat SG, Balding C & Anderson JA (2011) Empowering health-care managers in Australia: an action learning approach. Health Services Management Research 24(4): 196-20.
  • Brunetto Y, Shacklock K, Bartram T, Leggat SG, Farr-Wharton, Stanton P & Casimir G (2011) Comparing the impact of leader-member exchange, psychological empowerment and affective commitment upon Australian public and private sector nurses: the implications for retaining nurses. The International Journal of Human Resource Management 1-18, IFirst. 
  • Leggat, Sandra G.Bartram Timothy & Stanton, Pauline (2011) High performance work systems: the gap between policy and practice in health care reform. Journal of Health Organisation & Management 25(3): 281-97.
  • Harding KE, Taylor NF, Leggat SG & Wise VL (2011) A training programme did not increase agreement between allied health clinicians prioritizing patients for community rehabilitation. Clinical Rehabilitation 25: 599-606.
  • Harding, Katherine E, Taylor, Nicholas F & Leggat Sandra G (2011) Do triage systems in health care improve patient flow? A systematic review of the literature. Australian Health Review. (accepted 7/12/2010).

Older publications

O’Sullivan, K. & Leggat, S.G. (2009). Exploring administrative staff views on planning for hospital relocation: the experience of the Mercy Hospital for Women. Asian Pacific Journal of Health Management, 4(1), 34-40.

Leggat, S.G. (2009). Moving beyond obsolescence: an important role for educational institutions in health human resources needs. HealthcarePapers, 9(2), 21-24.

Stephens, D., Taylor, N. & Leggat, S.G. (2009). Research experience and research interests of Allied Health professionals. Journal of Allied Health, 38(4), e107-111.

Aberdeen, S., Leggat, S.G. & Barraclough, S. (2009). Validating a marking rubric for evaluating staff knowledge of dementia for competency in residential aged care. Journal of Vocational Education and Training, 61(4), 535-552.

Leggat, S.G. (2009). A guide to performance management for the Health Information Manager. Health Information Management Journal, 38(3), 11-17.

Research projects

Selected Research Projects:

  • Evaluation of the Clinical Handover Project
  • Victorian Spinal Cord Injury Commission Integration Project
  • Royal Women’s Hospital Total Wellbeing Project
  • Planning for Complex Specialist Paediatric Services
  • Priority Setting in Health Care Planning
  • Myer Foundation Vision 2020 Documentation of a Successful Interim Care Strategy with Bergin & Webb.
  • Rural Retention of Allied Health Professionals: The Importance of Networks.
  • Ambulatory Care: International Practice
  • Principal Investigator: Review of Victorian Paediatric Services
  • Impact of Regionalization on Specialized Services
  • Study of the Practice of Internal Medicine and Surgery in Northern Ontario
  • The Description and Assessment of the Delivery of Medical Care by Specialists in Ontario
  • Tools for Monitoring Hospital Performance and Healthcare Interactive Simulation Exercise (HISE)
  • Patient Satisfaction Surveying, Indicator Development for Management Reporting and Costs of Teaching and Research