Workplace-based clinical leadership training increases willingness to lead: appraisal using multisource feedback of a clinical leadership program in regional Victoria, Australia

Aleece MacPhail, Carmela Mary Young, Joseph Elias Ibrahim

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9 Citations (Scopus)

Abstract

Purpose - The purpose of this paper is to refect upon a workplace-based, interdisciplinary clinical leadership training programme (CLP) to increase willingness to take on leadership roles in a large regional health-care centre in Victoria, Australia. Strengthening the leadership capacity of clinical staff is an advocated strategy for improving patient safety and quality of care. An interdisciplinary approach to leadership is increasingly emphasised in the literature; however, externally sourced training programmes are expensive and tend to target a single discipline. Design/methodology/approach - Appraisal of the frst two years of CLP using multiple sourced feedback. A structured survey questionnaire with closed-ended questions graded using a fve-point Likert scale was completed by participants of the 2012 programme. Participants from the 2011 programme were followed up for 18 months after completion of the programme to identify the uptake of new leadership roles. A refective session was also completed by a senior executive staff that supported the implementation of the programme. Findings - Workplace-based CLP is a low-cost and multidisciplinary alternative to externally sourced leadership courses. The CLP signifcantly increased willingness to take on leadership roles. Most participants (93 per cent) reported that they were more willing to take on a leadership role within their team. Fewer were willing to lead at the level of department (79 per cent) or organisation (64 per cent). Fiveof the11participants from the 2011 programme had taken on a new leadership role 18 months later. Senior executive feedback was positive especially around the engagement and building of staff confdence. They considered that the CLP had suffcient merit to support continuation for at least another two years. Originality/value - Integrating health-care professionals into formal and informal leadership roles is essential to implement organisational change as part of the drive to improve th
Original languageEnglish
Pages (from-to)100 - 118
Number of pages19
JournalLeadership in Health Services
Volume28
Issue number2
DOIs
Publication statusPublished - 2015

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