— Case studies / Surveys

Interviews were conducted with 14 participants from a range of mental health organizations. Data were transcribed, and analyzed using thematic analytic and discursive psychological techniques. Findings suggest stigma is still prevalent even in organizations that have consumers in leadership positions, and consumers are often perceived as less able to work in mental health organizations than non-consumers. Several discourses challenged such a view - showing how consumers bring value to mental health organizations through their expertise in the mental health system, and their ability to provide safety and support to other consumers. Through a social exchange theory lens, the authors call for organizations to challenge stigma and promote the value that consumers can bring to maximize mutual benefits.

Methods: Mental health organisations subscribing to the local peak body mailing list were invited to complete a survey about consumer leadership. Survey data were summarised using descriptive statistics and interpreted through the lens of service-dominant logic.

 Results: Ways in which organisations may create opportunities for consumers to co-create value within their mental health services included soliciting feedback, involving consumer leaders in service design, having consumer leaders involved in hiring decisions and employing consumer leaders as staff or on boards. Strategies that organisations used to develop consumer leaders included induction, workshops and training in a variety of organisational processes and skills.

Conclusions: The findings of the present study extend the application of a service-dominant logic framework to consumer leadership within mental health organisations through consideration of the diverse opportunities that organisations can provide for consumer co-creation of service offerings.

The research functions of the project conducted focus group and survey research with established and emerging Lex leaders, as well as interviews with South Australian system and sector leaders. This work was complemented by community development activities focused on connection, collaboration and mobilising the LEx community. These have included workshops on using literature for research and systems change, an ongoing community of practice on LEx leadership, two System and Sector Leaders’ Summits, and accompanying interviews. The project team has also mapped LEx networks in the state to support ongoing communications and learning opportunities. Importantly this funding led to the establishment of LELAN as a LEx peak body in SA, contributing immensely to the opportunities for collective action and LEx-led initiatives. LELAN has been able to strengthen the development of LEx networks and its consultancy work in facilitating coproduction with organisations and policy makers.

The generation and analysis of research findings have been woven through the community development activities, creating awareness of the potential of LEx leadership in systems level change and fostering commitment to action.