Edmonstone, J (2009) Evaluating clinical leadership: a case study. Leadership in Health Services, 22 (3). pp. 2010-224. ISSN 1751-1887

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The paper aims to describe an evaluation study of advanced leadership programmes run for clinical leaders in the National Health Service (NHS) in England.

This was a limited, post‐hoc study, strongly influenced by a “moving target” problem, which collected and analysed reaction and learning‐level data through e‐mail questionnaires, document analysis and semi‐structured interviews.

Significant underlying unchecked assumptions in relation to the programmes were made and were never realised in practice. There were split funding arrangements and lack of clarity over the purpose of the programmes. While there were organisational and individual benefits achieved the programmes only partly met their original objectives.

Research limitations/implications
The post‐hoc nature of the research study was a major limitation, together with the “bespoke” nature of programme delivery, This meant that the findings of the study were broad and general, rather than specific to each individual programme. Future evaluation studies would need to be planned with the programme design, rather than as an afterthought.

Practical implications
Robust project management arrangements are necessary for steering purposes in such complex leadership development programmes. A continuing diagnostic orientation is needed on the part of the programme provider. Programme titles matter – and create expectations. The contractual model potentially creates tensions between client(s) and provider.

Item Type: Article
Uncontrolled Keywords: NHS, leadership, leadership development
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculty of Humanities and Social Sciences > School of Social Science and Public Policy
Depositing User: Symplectic
Date Deposited: 23 Apr 2015 13:51
Last Modified: 08 Jul 2019 13:47
URI: https://eprints.keele.ac.uk/id/eprint/437

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