Service impact of a national clinical leadership development programme: findings from a qualitative study

Abstract

This study demonstrates that clinical leadership development can impact on service in distinct and identifiable ways. Clinical leadership development programmes should focus on the setting in which the leadership competencies will be demonstrated.

A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

“…Hence, instruments or tools, whose development is based on different leadership theories/models/styles, can be applied to evaluate leadership. The most abundant theoretical framework in the investigated manuscripts was transformational leadership: more than half the papers addressed this model (21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(56)(57)(58) , which corroborates other studies (59)(60)(61)(62) . Transformational leadership is wide, visionary and charismatic, characteristics that made it one of the most popular in the present days.…”

“…The styles/models/theories of leadership found in the selected materials were: transformational leadership (21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(56)(57)(58) , cited in 20 papers; transactional leadership (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) , in 11 papers; situational leadership (41)(42)(49)(50) , in four papers; servant leadership (45)(46)48) , in three papers; authentic leadership (51)(52)(53)(54)(55) , in five papers; quantum leadership (38) , in one paper; charismatic leadership (39) , in one paper; and clinical leadership (25,44) , in two papers. Three studies did not mention a specific style/model/theory …”

“…in general, four with nurses and nursing technicians and a few described investigations with a mix of nurses and other professionals. Nineteen instruments were identified to evaluate leadership: Authentic Leadership Questionnaire (ALQ) (five papers) (51)(52)(53)(54)(55) ; Charismatic Leadership Socialized Scale (one paper) (39) ; Clinical Leadership Survey (CLS) (one paper) (25) ; the Coaching tool (two papers) (41)(42) ; Scale of attitudes toward leadership styles (one paper) (33) ; the 360º tool (one paper) (40) ; Global Transformational Leadership Scale (three papers) (56)(57)(58) ; Grid Gerencial (one paper) (43) ; Leadership Effectiveness and Adaptability Description (LEAD) (two papers) (49)(50) ; LMX-Leader-member Exchange (two papers) (46)(47) ; Leadership Practices Inventory (LPI) (six papers) (21)(22)(23)(24)(25)(26) ; Leadership Reward and Punishment Behavior Questionnaire (LRPQ) (one paper) (33) ; Multifactor Leadership Questionnaire (MLQ) (eleven papers) (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) ; Multisource Feedback Tool (MSF) (one paper) (44) ; the Quantum tool (one paper) (38) ; Servant Leadership Questionnaire (SLQ) (one paper) (48) ; Servant Leadership Survey (SLS) (two papers) …”

“…The development of this type of leadership is important because it is directly related to the goal of improving the services, considering that it deals with the management of the clinical field and care to patients (24) .…”

“…Other instruments that stood out in the transformational category were the Global Transformational Leadership Scale (56)(57)(58) , TLI (33) , STL (31) , LPI (21)(22)(23)(24)(25)(26) and Scale of attitudes toward leadership styles (33) .…”