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iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership

BACKGROUND: Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of...

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Autores principales: Richter, Anne, von Thiele Schwarz, Ulrica, Lornudd, Caroline, Lundmark, Robert, Mosson, Rebecca, Hasson, Henna
Formato: Online Artículo Texto
Lenguaje:English
Publicado: BioMed Central 2016
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4966756/
https://www.ncbi.nlm.nih.gov/pubmed/27473116
http://dx.doi.org/10.1186/s13012-016-0475-6
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author Richter, Anne
von Thiele Schwarz, Ulrica
Lornudd, Caroline
Lundmark, Robert
Mosson, Rebecca
Hasson, Henna
author_facet Richter, Anne
von Thiele Schwarz, Ulrica
Lornudd, Caroline
Lundmark, Robert
Mosson, Rebecca
Hasson, Henna
author_sort Richter, Anne
collection PubMed
description BACKGROUND: Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers’ generic implementation leadership skills, which they can use for any implementation efforts in the future. METHODS/DESIGN: The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers’ implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In addition, interviews will be conducted over time to evaluate the intervention. DISCUSSION: The proposed intervention represents a novel contribution to the implementation literature, being the first to focus on strengthening healthcare managers’ generic skills in implementation leadership.
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spelling pubmed-49667562016-07-30 iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership Richter, Anne von Thiele Schwarz, Ulrica Lornudd, Caroline Lundmark, Robert Mosson, Rebecca Hasson, Henna Implement Sci Study Protocol BACKGROUND: Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers’ generic implementation leadership skills, which they can use for any implementation efforts in the future. METHODS/DESIGN: The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers’ implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In addition, interviews will be conducted over time to evaluate the intervention. DISCUSSION: The proposed intervention represents a novel contribution to the implementation literature, being the first to focus on strengthening healthcare managers’ generic skills in implementation leadership. BioMed Central 2016-07-29 /pmc/articles/PMC4966756/ /pubmed/27473116 http://dx.doi.org/10.1186/s13012-016-0475-6 Text en © Richter et al. 2016 Open AccessThis article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.
spellingShingle Study Protocol
Richter, Anne
von Thiele Schwarz, Ulrica
Lornudd, Caroline
Lundmark, Robert
Mosson, Rebecca
Hasson, Henna
iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title_full iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title_fullStr iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title_full_unstemmed iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title_short iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
title_sort ilead—a transformational leadership intervention to train healthcare managers’ implementation leadership
topic Study Protocol
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4966756/
https://www.ncbi.nlm.nih.gov/pubmed/27473116
http://dx.doi.org/10.1186/s13012-016-0475-6
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