The impact of Leading Empowered Organisations (LEO) on leadership development in nursing

Abstract

Purpose

This study sought to evaluate the impact and sustainability of the Leading Empowered Organisations (LEO) programme on the role of G Grade Nurse Managers, their colleagues and therefore on patient care at CHS.

Design/methodology/approach

A qualitative, inductive research methodology, which employed 360‐degree research evaluation, was used. A purposive sample of four G Grade Nurse Managers was included. Each G Grade and eight of each of their colleagues were interviewed. Data were analysed according to the principles of thematic analysis.

Findings

There was evidence of a sustained impact of the LEO programme on G Grade Nurse Managers in relation to competence, action plans, delegation, communication strategies, problem solving, risk taking, leadership and management. The study also revealed a number of significant personal and contextual factors that affected the implementation of the LEO principles. Empowerment, or a lack of it, underpinned much of what occurred in the implementation of the LEO principles by the G Grades into practice.

Originality/value

The findings indicated that both organisational and individual action is necessary to achieve leadership development. Organisations need to ensure that investment in leadership is not restricted to the LEO programme, but that it becomes a strategic priority.

Citation

Hancock, H., Campbell, S., Bignell, P. and Kilgour, J. (2005), "The impact of Leading Empowered Organisations (LEO) on leadership development in nursing", International Journal of Health Care Quality Assurance, Vol. 18 No. 3, pp. 179-192. https://doi.org/10.1108/09526860510594749