If evidence-based interventions (EBIs) are not sustained, investments are
wasted and public health impact is limited. Leadership has been suggested as a
key determinant of implementation and sustainment; however, little empirical
work has examined this factor. This mixed-methods study framed using the
Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual
framework examines leadership in both the outer service system context and inner
organizational context in eleven system-wide implementations of the same EBI
across two U.S. states and 87 counties. Quantitative data at the outer context
(i.e., system) and inner context (i.e., team) levels demonstrated that
leadership predicted future sustainment and differentiated between sites with
full, partial, or no sustainment. In the outer context positive sustainment
leadership was characterized as establishing a project’s mission and
vision, early and continued planning for sustainment, realistic project plans,
and having alternative strategies for project survival. Inner context frontline
transformational leadership predicted sustainment while passive-avoidant
leadership predicted non-sustainment. Qualitative results found that sustainment
was associated with outer context leadership characterized by engagement in
ongoing supportive EBI championing, marketing to stakeholders; persevering in
these activities; taking action to institutionalize the EBI with funding,
contracting, and system improvement plans; and fostering ongoing collaboration
between stakeholders at state and county, and community stakeholder levels. For
frontline leadership the most important activities included championing the EBI
and providing practical support for service providers. There was both
convergence and expansion that identified unique contributions of the
quantitative and qualitative methods. Greater attention to leadership in both
the outer system and inner organizational contexts is warranted to enhance EBI
implementation and sustainment.