Purpose:Leadership in health and human services is an integral component of high-quality healthcare, employee wellbeing optimal patient and organisational outcomes. In order to achieve these outcomes evidence-based leadership development is required. The aim of this paper is to explore the development of the Quinn Model: Guiding Transformational Journeys, through a deliberate and transparent reflective approach./p>

Design:We describe the identification of the need for a contemporary, evidence-based approach to leadership education and the evolution of a model based ontransformational leadership and how this has contributed to the health and human services sector through tertiary education./p>

Findings:The Quinn Model: Guiding Transformational Journeys advocates for transformation to be at the centre of all leadership development activities and interventions, as it can contribute to a permanent change of state or being leading to a higher level of function. The model relates to individual people, teams of people, units, organisations, or communities and reflects the interconnectedness needed for successful transformational leadership./p>

Originality:We have explored the innovative methods undertaken to link the components of transformational leadership into a meaningful, useable model for present and emerging leaders in a healthcare and human services setting./p>