Abstract
PurposeThe improving global health (IGH) programme is a leadership development programme that aims to develop leadership skills and behaviours alongside quality improvement methodology in National Health Service (NHS) employees in a global health setting. Through collaboration, experiential learning and mentorship, the programme aims to produce both vertical and horizontal leadership development in its participants. This paper aims to describe the programme and its impact, in terms of leadership development, in a sample of participants.Design/methodology/approachOpen coding and thematic analysis of leadership development summaries (LDS) completed by 39 returned IGH participants were conducted. LDS are written on completion of the overseas placement; participants reflect on their personal leadership development against the nine dimensions of the NHS Healthcare Leadership Model (2013).FindingsThese IGH programme participants have reported a change in the way they think, behave and see the world. A development in sense of self and experience in developing team members are the two most commonly reported themes. Adaptability, communication, overcoming boundaries, collaborative working, “big picture” thinking and strategic thinking were also identified.Research limitations/implicationsThe study is limited by the relatively low number of completed LDS. More work is needed to understand the long-term effect of this type of leadership development on the NHS. Other leadership development programmes should consider focussing on vertical and horizontal leadership development.Originality/valueThis more granular understanding of the leadership skills and behaviours developed and how it is the programme’s design that creates it, has not previously been described.
Highlights
Research limitations/implications – The study is limited by the relatively low number of completed leadership development summaries (LDS)
Evidence has been presented that the leadership development of this group of fellows is consistent with the final stage of vertical leadership development, “the interdependent collaborator” (Petrie, 2014)
As a response to the global pandemic, the improving global health (IGH) programme is piloting remote virtual fellowships to which fellows have already been recruited. This pilot builds on learning from a mixed model of pharmacy fellowships on antimicrobial stewardship supported by the Fleming fund, the Commonwealth Association of Pharmacists, the tropical health and education trust and HEE and is an example of the type of adaptation that is needed to enable programmes such as the IGH programme to continue to grow and thrive in an extremely challenging time
Summary
Research limitations/implications – The study is limited by the relatively low number of completed LDS. Purpose and context The National Health Service (NHS) is currently facing unprecedented challenges with, in particular, a global pandemic In this time of rapid change, pressures and financial constraints; effective leadership is imperative to ensure patient care and safety are not compromised. Leadership positively effects hospital service quality (Elkomy, 2018) It is, difficult to define the behaviours of leaders as they are diverse and present in different ways (Faculty of Medical Leadership and Management [FMLM], centre for creative leadership [CCL], Kings Fund, 2015). Difficult to define the behaviours of leaders as they are diverse and present in different ways (Faculty of Medical Leadership and Management [FMLM], centre for creative leadership [CCL], Kings Fund, 2015) Qualities such as self-awareness, self-confidence, self-control, selfknowledge, personal reflection, resilience and determination are thought to form the basis of our behaviour and how we interact with others. It is these interactions that form the basis of team culture, which, if more positive produces a better experience of health care for patients and their families (NHS Leadership Academy, 2013)
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