Healthcare leadership: learning from evaluation

Abstract

Purpose

The purpose of this paper is to review eight major evaluations of leadership and management development programmes in parts of the UK National Health Service and also to identify learning from these as a basis for an evaluation framework which focuses on impact within healthcare organisations.

Design/methodology/approach

Eight evaluations conducted over a 13‐year period are reviewed in terms of the staff groups covered, numbers involved, duration, programme elements, evaluation approach adopted and key learning points. General conclusions are derived from this review.

Findings

Although each evaluation relates to a unique context or setting, there are clear common messages running across all those studied which are of wider interest and concern.

Practical implications

The framework developed from the review may be useful to those commissioning, designing, delivering and evaluating leadership programmes.

Originality/value

The paper seeks to identify common learning across programmes involving some 1,653 people, ranging in duration from seven to 18 months and covering first‐line clinical management to executive director positions.

Citation

Edmonstone, J. (2013), "Healthcare leadership: learning from evaluation", Leadership in Health Services, Vol. 26 No. 2, pp. 148-158. https://doi.org/10.1108/17511871311319731