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Related Experiment Videos

Evaluating self-managed learning--Part 3: Developing leaders in a US health system.

J H Gilligan1

  • 1Institute of Health Care Studies, University of Wales, Swansea.

Health Manpower Management
|December 9, 1994
PubMed
Summary

This study evaluates self-managed learning in healthcare management development. It analyzes the evolution of a leadership program within the Lutheran Health System.

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Area of Science:

  • Healthcare Management
  • Organizational Development
  • Leadership Studies

Background:

  • Self-managed learning (SML) is increasingly recognized in professional development.
  • Healthcare settings present unique challenges and opportunities for management training.
  • Evaluating established programs provides insights into effective leadership development.

Purpose of the Study:

  • To assess the impact and evolution of a specific leadership development program.
  • To analyze the integration and effectiveness of self-managed learning principles within healthcare management.
  • To contribute to the understanding of successful management development strategies in the US healthcare sector.

Main Methods:

  • Qualitative analysis of program evolution.

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  • Case study approach focusing on the Lutheran Health System's leadership program.
  • Review of program documentation and developmental milestones.

    • Main Results:

    • The leadership program has evolved significantly over time.
    • Self-managed learning components have been integrated into the program's structure.
    • The program demonstrates adaptation to changing healthcare management needs.

    Conclusions:

    • The Lutheran Health System's leadership program exemplifies adaptive management development.
    • Self-managed learning appears to be a viable component in healthcare leadership training.
    • Continued evaluation of such programs is crucial for optimizing healthcare management education.