Leadership development: does it make a difference?

Abstract

PurposeThis paper seeks to examine the impact of a leadership development programme provided for, and funded by, the NHS.Design/methodology/approachIt analyses the context, process of delivery and outcomes of the programme in the light of relevant leadership research. The programme itself is described after some consideration of the literature. Although the programme was originally commissioned by the NHS Leadership Centre for Human Resource (HR) professionals from the NHS, it is now offered to any aspiring or newly‐appointed director, and aims (amongst other things) to enable NHS staff to manage people more effectively within the context of change.FindingsThe paper concludes that the programme has, to date, been successful in impacting on personal and organisational contribution, as far as individual participants, commissioners and providers are concerned, and as far as can be measured within current understanding.Originality/valueThe programme fits well with the most recent typologies of leadership development.

An empowerment framework for nursing leadership development: supporting evidence

“…leadership development programmes (Alimo-Metcalfe & Lawler 2001, Boaden 2006, where organizational restructuring made it difficult for participants to move forward with planned leadership initiatives. During restructuring, the 'political climate' can influence leadership outcomes (Boaden 2006). This study showed that project successes strongly depended on the presence of mentoring and organizational supports.…”

“…Generic or universal competencies form the core of many nursing leadership development programmes (Alimo‐Metcalfe & Lawler 2001). Although there is supporting evidence for some universal competencies, such as communications and teamwork (Boaden 2006), constantly evolving healthcare demands necessitate additional leadership competencies, such as knowledge management, technology use and globalization (Huston 2008). Without a unifying theoretical framework of significance to nursing practice and research, myriad of competency combinations and delivery methods will arise – making it difficult to know what aspects of leadership development programmes are most effective for nurse leaders.…”

Learning to lead

“…The data suggested that the majority had made a positive impact operationally. We found, like Boaden (2006) that many participants were better placed to utilise evidence effectively which is a factor not often cited in the leadership literature. Participants were evidently using their learning to take an enquiry approach in order to solve problems and address complex issues.…”

Developing bed managers: the why and the how

“…Many programmes are only evaluated through ‘happy sheets’ circulated at the end of individual sessions or modules, but in addition to being evaluated in this way ( reactions ), this programme is also evaluated through the knowledge gained by participants; the workplace behaviours they exhibit during and postprogramme; and the impact of those changes on the organization ( results ). This model has been used for the evaluation of other programmes (Boaden 2005). The source of the data used for the evaluation is shown in Table 2.…”