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Lawrason SVC, Shaw RB, Turnnidge J, Côté J. Characteristics of transformational leadership development programs: A scoping review. Eval Program Plann 2023; 101:102354. [PMID: 37611362 DOI: 10.1016/j.evalprogplan.2023.102354] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 04/29/2021] [Revised: 07/05/2023] [Accepted: 08/10/2023] [Indexed: 08/25/2023]
Abstract
The effectiveness of transformational leadership (TFL) on various outcomes is well known. Accordingly, researchers have developed training programs to enhance TFL behaviours of leaders. Yet, no reviews summarizing the characteristics of TFL training programs exist. The purpose of this review was to examine the characteristics, reporting, and application of TFL-informed programs. A search of six databases yielded 4032 articles, 31 of which met the inclusion criteria. Program characteristics were analyzed using the Template for Intervention Description and Replication (TIDieR) checklist tool, while outcomes were analyzed according to the Kirkpatrick model of evaluation. The most common context for TFL program implementation was healthcare (n = 9). Programs were tailored and often delivered using group workshops and individual feedback. Studies reported variation in the dose of programs, rarely evaluated outcomes multiple times post-baseline, and typically employed Level 3a (subjective ratings of behaviour) evaluation measures. Reporting on program location, modifications, and fidelity was poor. Varying conceptualizations of TFL in different contexts lead to disparities in programs and protocols. Evaluation specialists should consider using tools like the TIDiER checklist to ensure that program characteristics are reported appropriately. Program planners should develop common approaches for planning and evaluating TFL programs to improve transparency and replicability of programs.
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Affiliation(s)
- Sarah V C Lawrason
- University of British Columbia Okanagan School of Health & Exercise Sciences, 1147 Research Rd., Kelowna, BC V1V 1V7, Canada.
| | - Robert B Shaw
- University of British Columbia Okanagan School of Health & Exercise Sciences, 1147 Research Rd., Kelowna, BC V1V 1V7, Canada
| | - Jennifer Turnnidge
- Queen's University, School of Kinesiology & Health Studies, 28 Division St., Kingston, ON K7L 3N6, Canada
| | - Jean Côté
- Queen's University, School of Kinesiology & Health Studies, 28 Division St., Kingston, ON K7L 3N6, Canada
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Richter A, von Thiele Schwarz U, Lornudd C, Lundmark R, Mosson R, Hasson H. iLead-a transformational leadership intervention to train healthcare managers' implementation leadership. Implement Sci 2016; 11:108. [PMID: 27473116 PMCID: PMC4966756 DOI: 10.1186/s13012-016-0475-6] [Citation(s) in RCA: 38] [Impact Index Per Article: 4.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/21/2016] [Accepted: 07/20/2016] [Indexed: 11/10/2022] Open
Abstract
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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Affiliation(s)
- Anne Richter
- Procome Research Group, Medical Management Centre, Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, 171 77, Stockholm, Sweden. .,Department of Psychology, Stockholm University, 106 91, Stockholm, Sweden. .,Unit for Implementation, Center for Epidemiology and Community Medicine (CES), Stockholm County Council, 171 29, Stockholm, Sweden.
| | - Ulrica von Thiele Schwarz
- Procome Research Group, Medical Management Centre, Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, 171 77, Stockholm, Sweden
| | - Caroline Lornudd
- Unit for Implementation, Center for Epidemiology and Community Medicine (CES), Stockholm County Council, 171 29, Stockholm, Sweden.,Leadership, Evaluation and Organizational Development Research Group, Department of Learning, Informatics, Management and Ethics, Medical Management Centre, Karolinska Institutet, 171 77, Stockholm, Sweden
| | - Robert Lundmark
- Procome Research Group, Medical Management Centre, Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, 171 77, Stockholm, Sweden
| | - Rebecca Mosson
- Procome Research Group, Medical Management Centre, Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, 171 77, Stockholm, Sweden.,Unit for Implementation, Center for Epidemiology and Community Medicine (CES), Stockholm County Council, 171 29, Stockholm, Sweden
| | - Henna Hasson
- Procome Research Group, Medical Management Centre, Department of Learning, Informatics, Management and Ethics, Karolinska Institutet, 171 77, Stockholm, Sweden.,Unit for Implementation, Center for Epidemiology and Community Medicine (CES), Stockholm County Council, 171 29, Stockholm, Sweden
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