Barking, Havering and Redbridge University Hospitals NHS Trust Fellowships in Clinical Leadership Programme
An Evaluation
ResearchPublished Jul 2, 2013
Leadership is seen to be central to improving the quality of healthcare and existing research suggests that absence of leadership is related to poor quality and safety performance. Leadership training might therefore provide an important means through which to promote quality improvement and, more widely, performance within the healthcare environment. This report presents an evaluation of the Fellowships in Clinical Leadership Programme, which combines leadership training and quality improvement initiatives with the placement of temporary external clinical champions in Barking, Havering and Redbridge University Hospitals NHS Trust. We assessed impacts of the Programme on individual and organisational change, alongside core enablers and barriers for Programme success. Analyses drew on the principles of a theory-of-change-led realist evaluation, using logic modelling to specify the underlying causal mechanisms of the Programme. Data collection involved a stakeholder workshop, online questionnaires of programme participants, senior managers and support staff (n=114), and follow-up in-depth semi-structured interviews with a subsample of survey participants (n=15).
We observed that the Programme had notable impacts at individual and organisational levels. Examples of individual impact included enhanced communication and negotiation skills or increased confidence as a result of multi-modal leadership training. At the organisational level, participants reported indications of behaviour change among staff, with evidence of spill-over effects to non-participants towards a greater focus on patient-centred care.
Our findings suggest that there is potential for combined leadership training and quality improvement programmes to contribute to strengthening a culture of care quality in healthcare organisations. Our study provides useful insights into strategies seeking to achieve sustainable improvement in NHS organisations.
Topics
Document Details
- Copyright: RAND Corporation
- Availability: Web-Only
- Year: 2013
- Pages: 59
- Document Number: RR-367-NHSL
Citation
RAND Style Manual
Chicago Manual of Style
Miani, Celine, Sonja Marjanovic, Molly Morgan Jones, Martin Marshall, Samantha Meikle, and Ellen Nolte, Barking, Havering and Redbridge University Hospitals NHS Trust Fellowships in Clinical Leadership Programme: An Evaluation, RAND Corporation, RR-367-NHSL, 2013. As of September 23, 2024: https://www.rand.org/pubs/research_reports/RR367.html
Miani, Celine, Sonja Marjanovic, Molly Morgan Jones, Martin Marshall, Samantha Meikle, and Ellen Nolte, Barking, Havering and Redbridge University Hospitals NHS Trust Fellowships in Clinical Leadership Programme: An Evaluation. Santa Monica, CA: RAND Corporation, 2013. https://www.rand.org/pubs/research_reports/RR367.html.
Research conducted by
The research described in this report was prepared for NHS London and conducted by RAND Europe.
This publication is part of the RAND research report series. Research reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND research reports undergo rigorous peer review to ensure high standards for research quality and objectivity.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.