IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.

Purpose -This paper is a descriptive case study which seeks to outline how leadership development is being utilised across Queensland Health (Queensland Department of Health, Australia) to achieve improvements in workplace culture and ultimately improvements in clinical care and patient outcomes. Design/methodology/approach -Queensland Health has been implementing a comprehensive organisation-wide suite of leadership development programs since 2006. This includes a range of specific leadership development programs conducted over a period of time for clinical and non-clinical staff. It also includes specialist leadership development workshops of shorter duration, online leadership modules, web-based support, executive coaching and 360-degree feedback. The programs are based upon experiential learning which engages participants in critical thinking and self-reflection based upon in-context experiences relevant to themselves. Ongoing leadership program development has been evidence-based and identified through 360-degree feedback outcomes, staff opinion survey outcomes and program evaluation outcomes. Findings -The 360-degree feedback survey results of participants have improved. This demonstrates that the leadership development programs have impacted positively on participants' workplace behaviour. The culture and climate survey results have improved which demonstrates positive cultural change has taken place. The programs have been evaluated very highly by participants.Originality/value -This is one of the most comprehensive and innovative leadership development initiatives ever undertaken within the Australian health sector, with over 10,000 participants to date.

QUEENSLAND HEALTH as an organisation has been under a great deal of pressure in recent times. On 26 April 2005, the Queensland Government announced an independent review of Queensland Health?s administrative, workforce and performance management systems. The review was established in response to public concern over the safety and quality of the public health system following events that took place at Bundaberg Hospital, particularly the appointment and practices of Dr Jayant Patel. Associated with the Patel case were issues of bullying and intimidatory behaviour at the workplace. In response to the recommendations of the review, Queensland Health embarked upon a major reform program. One of the strategies for driving reform highlighted by the Queensland Health Systems Review final report, September 2005 was leadership development. Strong leadership was identified as vitally important to both drive the reform process and improve workplace culture.