Evaluation of a clinical leadership initiative

Abstract

A customised design was negotiated between the evaluators and the NHS trust, and recommendations were made for wider introduction of the initiative, with enhanced planning, an integrated evaluation process and a systematic approach to job redesign.

What benefits do healthcare organisations receive from leadership and management development programmes? A systematic review of the evidence

“…For example, after the implementation of the programme in one of the high-relevance articles mentioned earlier, staff reported a statistically significant increase in support from their supervisors and in transformational (as opposed to transactional) leadership behaviours among programme participants, while also reporting a statistically significant decrease in ‘passive avoidant’ and ‘laissez-faire’ management styles 18. Similar benefits found in other studies included improved problem solving between groups and nursing leadership29; a reduction in the number of unprofessional behaviours that required intervention by the chair of a medical department or someone of similar stature32; increased practice of ‘enabling others to act’ by a leader33; increased valuing or practising of teamwork/collaboration34–37; increased respect or caring for staff36 37; increased availability and support to employees34 36; increased clarity of communication to staff38; increased demonstration of supportive leadership behaviours towards subordinates19; and increased general workplace culture and morale 39. The majority of these studies did not test for statistical significance, and several used qualitative, rather than quantitative, research methodologies.…”

“…Several studies found improved patient satisfaction scores on Press Ganey surveys, with improved metrics including ‘how well pain was controlled’,40 ‘nurses took time to listen’40 and general satisfaction with services 32. Studies also found that various programmes were associated with a reduction in patient complaints32; improved communication between staff and patients34 35 38; and improved continuity of care 38. None of these studies tested for statistical significance and some used qualitative research methodologies.…”

The role of the mental health nursing leadership

“…Four of the included papers were assessed as containing evidence from a single descriptive or qualitative study (Pitkänen et al. 2004, West et al. 2004, Jinks & Chalder 2007, Stafrace & Lilly 2008) (Table 1).…”

“…In West et al. (2004), patient‐focused aspects of work and team work were the main attributes of good quality leadership in mental health.…”

“…Regarding the evaluation of ethical approval, only two of the quantitative studies and none of the qualitative studies presented a complete research proposal for scrutiny by an ethics committee (West et al. 2004, Cleary et al.…”