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Making evaluations useful for healthcare leadership development programmes.

Oscar Lyons1,2, Juliette Phillipson2,3, Joao R Galante4,5

  • 1Green Templeton College, New College, Nuffield Department of Surgical Sciences, University of Oxford, Oxford, UK oscar.lyons@gtc.ox.ac.uk.

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Summary

This study improved healthcare leadership program evaluations by aligning them with stakeholder needs. Findings highlight the importance of measuring impact on patients, organizations, and leaders for better outcomes.

Keywords:
Educationclinical leadershipdevelopmentleadership assessment

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Area of Science:

  • Healthcare Management
  • Leadership Development
  • Program Evaluation

Background:

  • Effective healthcare leadership is crucial for global health outcomes.
  • Existing evaluations of leadership programs are often of low quality.
  • The Oxford Emerging Leaders Programme sought to improve its evaluation approach.

Purpose of the Study:

  • Investigate stakeholder needs for the Oxford Emerging Leaders Programme evaluation.
  • Redesign the program's evaluation strategy based on stakeholder input.

Main Methods:

  • Utilised Michael Quinn Patton's utilisation-focused evaluation approach.
  • Conducted semistructured interviews with 12 key program stakeholders.
  • Thematic analysis of interview data to identify evaluation priorities.

Main Results:

  • Identified three key impact areas: patients, healthcare organizations, and individual leaders (skills and qualities).
  • Stakeholders stressed measuring organizational culture, patient perspectives, and leader development.
  • Highlighted the necessity for multifaceted and longitudinal evaluation designs.

Conclusions:

  • Aligning evaluation methods with stakeholder needs is essential for effective healthcare leadership programs.
  • Tailoring evaluations and using mixed methods (qualitative and quantitative) enhance utility.
  • Findings contribute to improving healthcare leadership development and program evaluation practices.