In recent conversations with healthcare leaders, I'm hearing a word that nicely describes this leadership philosophy: empowerment. In this sense, empowerment is 180 degrees away from the top-down model, but it's still leadership. In fact, you might call it bottom-up leadership.
What these leaders mean when they talk about empowerment is that they're enabling others to lead, and they're getting out of their way. When I talk to CEOs about such things as removing waste from processes, they almost always reference their use of Lean, which relies on frontline workers to identify wasteful steps in providing care and which also relies on them to design better, more efficient processes. This is just one example of empowerment, or getting out of the way.
There are many ways to lead, but bottom-up leadership is counterintuitive because many don't consider it leadership at all. On the contrary, it takes a special leader to know that he or she doesn't have all the answers, and that those on the front lines of care—whether they're nurses or business analysts or registrars—might be best equipped to get your health system focused on driving out inefficiency.
It's amazing sometimes what it takes to see decisions get made in healthcare, which is one reason why so many agree that healthcare is so far behind other industries. In general, healthcare is so afraid to be bold—to make mistakes—that it defaults to the "way we've always done it."