Integrated leadership development programme for health service professionals – from pioneer to prophet

Authors: Gavin K. T; O'Hara T.; Keep J.; Flanagan H.

Source: Clinician in Management, Volume 10, Number 2, 1 June 2001 , pp. 91-96(6)

Publisher: Radcliffe Publishing Ltd.

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Abstract:

In the context of an increasingly complex and costly Irish health service, the importance of effective managers to achieve the health strategy was recognised. The Office for Health Management in Ireland, acknowledging a dearth in future leaders in the healthcare system, commissioned two leadership development programmes (one for nurses and one for general managers). The programmes differed from conventional management development programmes. Specifically, central to the programme for general healthcare managers was the combination of theory with action learning in the workplace. To facilitate this process, the programme was run as a series of residential modules and participants were supported and guided in their development by a mentor and through learning sets. Participants were encouraged to take ownership of their development and the programme content and delivery was participant driven and aimed to meet participant needs. In addition, individual personal development plans (PDPs) were provided which focused on the development of specific leadership competencies. Programme content, style and delivery served to emphasise the situational and transformational aspects of leadership. Programme success was evident from participant questionnaires completed at the end of each module and an independent review carried out by the Office of Public Management in London. Participant questionnaires revealed that overall satisfaction with the programme was high (80%). The programme met the needs of individual participants in 84% of cases. Group work, action-based learning and the role of the learning sets were highly commended. The Office of Public Management report looked at participant expectations from the programme and their perceptions following programme completion. Overall, the programme was highly commended by participants. Mentors were found to be particularly helpful in 75% of cases. Line managers identified significant changes in participants' performance, including increased confidence and initiative taking. Improvements in problem solving and communication were also reported.

Keywords: ACTION-BASED; LEARNING; LEADERSHIP; MENTORS

Language: English

Document Type: Research article

Publication date: 2001-06-01

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