Abstract
BackgroundLittle is known about how to build leadership capacity to support implementation of evidence-based practices within health systems. We observed substantial variability across sites in uptake and sustainability of a peer-led educational outreach intervention for lay health workers (LHWs) providing tuberculosis care in Malawi. Feedback from peer-trainers (PTs) suggested that leadership may have contributed to the variation. We sought to assess the impact of PT leadership style on implementation, and to identify leadership traits of more successful PTs, to inform future implementation planning and to identify targets for leadership capacity building.MethodsQualitative study employing interviews with PTs and LHWs at high and low implementation sites, and review of study team and quarterly PT meeting notes. High implementation sites achieved high uptake, sustainability and fidelity of implementation including: close adherence to training content and process, high levels of coverage (training most or all eligible LHWs at their site), and outcomes were achieved with high levels of self reported competence with the intervention among both PTs and LHWs. Low implementation sites achieved limited coverage (<= 50% of LHWs trained), and intervention fidelity.ResultsEight PTs and 10 LHWs from eight high and 10 low implementation sites participated in interviews. Leadership traits of more successful PTs included: flexibility in their approach to training, role modeling and provision of supportive supervision to support learning; addressing challenges proactively and as they occurred; collaborative planning; knowledgeable; and availability to support implementation. Traits unique to less successful PTs included: a poor attitude toward their role as PT and a passive-avoidant approach to challenges.ConclusionThis study identified leadership traits more common among unit level leaders at sites with higher uptake, sustainability, and fidelity of implementation. These findings provide a starting point for development and evaluation of a leadership capacity building intervention for unit level leaders to support implementation.
Highlights
Little is known about how to build leadership capacity to support implementation of evidence-based practices within health systems
These findings provide a starting point for development and evaluation of a leadership capacity building intervention for unit level leaders to support implementation
Four Lay Health Worker (LHW) came from high implementation sites and six from low implementation sites
Summary
Little is known about how to build leadership capacity to support implementation of evidence-based practices within health systems. Leadership impacts implementation of evidence-based practice [1,2,3], with unit level leadership style shown to impact: implementation climate [1, 4], sustainability [5], engagement of providers [6], implementation process outcomes including adoption, penetration, and fidelity [7], and implementation outcomes [2, 6, 7]. While a number of leadership styles have been identified as positively (transformational, empowering, approaches which engage staff and set structured expectations) [2, 6, 7] and negatively impacting implementation (passive-avoidant) [2], relatively little is known about how to build leadership capacity to support implementation of evidence-based practices [10]. Two recent studies found interventions designed to develop leadership capacity, were feasible, acceptable, and perceived as useful [5, 10], and provide a starting point for intervention development
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