ArticleBMJ open2020
Leadership development in complex health systems: a qualitative study.
Article in BMJ open, 2020. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 10 papers, 2 of them syntheses that pooled it.
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Who cites it
10 citing papers in PubMed, 2 syntheses or guidelines pooled it.
- Reducing the environmental impact of surgery on a global scale: systematic review and co-prioritization with healthcare workers in 132 countries.The British journal of surgery · 2023Pooled it
- Pooled it
- Community Health Centres as a model of care: contextualizing for Europe - a Delphi study.Primary health care research & development · 2026Article
- Facilitating leaders to create workplaces where healthcare staff want to work: evaluating a leadership development program.Frontiers in health services · 2026Article
- Development and Evaluation of Relational Leadership Guidelines for Primary Healthcare: A Mixed Methods Study.Journal of nursing management · 2025Review
- French-speaking Swiss physician's perceptions and perspectives regarding their competencies and training need in leadership and management: a mixed-methods study.BMC health services research · 2023Article
- Leadership Development Strategies in Interprofessional Healthcare Collaboration: A Rapid Review.Journal of healthcare leadership · 2023Review
- The role of leadership in times of systems disruption: a qualitative study of health and social care integration.BMJ open · 2022Article
- Changing hospital organisational culture for improved patient outcomes: developing and implementing the leadership saves lives intervention.BMJ quality & safety · 2021Article
- Health Management Workforce Capacity-Building in Liberia, Post-Ebola.Annals of global health · 2021Article
Corrections and comments
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Authors and funding
5 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
objectiveLeadership is associated with organisational performance in healthcare, including quality, safety and clinical outcomes for patients. Leadership development programmes have proliferated in recent years. Nevertheless, very few have examined participant experiences in depth in order to understand which programmatic aspects they regard as most valuable relative to leadership in increasingly complex systems, or whether and how learnings may sustain over time. Accordingly, we explored experiences of participants in an interdisciplinary leadership development programme using qualitative methods over an extended look-back period.
settingHealth and social care sectors in the UK.
participantsKey informants from three cohorts of individuals working in leadership roles in health and social care in the UK: 2013/2014, 2015/2016 and 2017/2018. We contacted 32 participants, and 26 completed interviews (81% response rate). PRIMARY AND SECONDARY OUTCOMES: We explored (1) whether and how specific skills and competencies developed during the programme were applied and/or sustained over time, and (2) whether and how the impact of the programme changed as alumni progressed through their career.
resultsThree major recurrent themes emerged from participants' experiences: (1) specific features of the programme meaningfully impact professional development at multiple levels; (2) the coupling of a professional network and practical tools allowed participants to address system-wide problems in new ways and (3) participants describe a level of learning that sustained and amplified over time with increased complexity in their work.
conclusionThis work highlights specific design characteristics of leadership development programmes that may help promote relevance and impact. Programme learnings can be translated into practice in substantive ways, with potential for the benefits of successful leadership development efforts to amplify, not fade, over time.
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