The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership.
A total of 53 managers participated in two different leadership programmes i.e. one‐week (OW‐DGL) intensive leadership course and long‐term support groups. Of those, 39 (74 per cent) responded to the Wheel Questionnaire, both soon before and six months after the end of their respective leadership programmes. Overall, eight focus group interviews were conducted, and the data were analysed through content analysis.
Both leadership programmes seem to have strengthened the managers in their leadership roles. The OW‐DGL course supported the managers in learning about group dynamics and relationship‐orientated leadership. The programmes' methods differed, but the conclusion is that they complemented each other. The long‐term support groups helped the managers to structure and cope with everyday leadership situations in their occupational environment.
The OW‐DGL course was found to be good for inexperienced managers and the long‐term support groups for more experienced managers.
There is a lack of intervention studies regarding the efficacy of leadership programmes directed toward managers in health care. Two different approaches to leadership training are compared in this paper, using both quantitative and qualitative methods.
Bergman, D., Fransson‐Sellgren, S., Wahlström, R. and Sandahl, C. (2009), "Healthcare leadership: Impact of short‐term intensive and long‐term less intensive training programmes", Leadership in Health Services, Vol. 22 No. 2, pp. 161-175. https://doi.org/10.1108/17511870910953805Download as .RIS
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