Assessment of the Academic Leadership Fellows Program on the First 20 Cohorts

The Academic Leadership Fellows Program (ALFP) was established by the American Association of Colleges of Pharmacy (AACP) on the recommendation of several 2002-2003 AACP standing committees. These committees were charged by then-President Barbara Wells to examine the growing need for leaders for the Academy and profession to equip individuals to address the many challenges facing higher education and health care. Between 2005 and 2024, 20 cohorts of fellows completed the program. The primary objective of this project was to assess the impact of this program on ALFP participants, with secondary objectives to assess impacts on sponsoring colleges and schools of pharmacy, AACP, and the profession. Data were collected by a survey completed by ALFP participants.

A survey, which was pilot tested by 4 cohorts, was administered to all participants in Cohorts 1 through 19 for whom current email addresses were accessible. The survey included 16 multiple-choice and 5 open-ended questions divided into 3 sections: Impact, Professional Engagement/Leadership, and Demographics. A shorter survey was administered to Cohort 20 participants just prior to the completion of the program.

Responses were received from a total of 320 individuals, including 54% (298/554) from the first 19 cohorts and 61% (22/26) from Cohort 20. A total of 159 women and 131 men completed the survey. Respondents reported a range from 1 to 33 years of experience in academic pharmacy prior to participating in ALFP, with a median of 11 years of experience. Results were analyzed using both quantitative and qualitative methods. Data from the survey respondents affirmed that the program had positive impacts at each level of evaluation. Respondents noted that the program positively impacted their leadership knowledge, skills, and attitudes; expanded their network of colleagues whom they trusted to turn to for advice and support; and contributed to upward mobility in their careers. Ninety-four percent of the respondents reported an increase in overall confidence in their leadership abilities that was extremely significant or significant. Impact on sponsoring institutions was assessed by promotion to new positions of leadership and retention, with 73% of respondents reporting that they remained at the sponsoring institution. Responses also affirmed the impact on AACP, with respondents noting increased participation in leadership at section, special interest group, council, and board levels. Attendance at AACP's annual meeting grew at a rate greater than overall membership growth over the same time period. Though more difficult to assess, results suggest that ALFP participants also invested their leadership talents in organizations other than AACP, in and outside of the pharmacy profession.

Celebrating the success of ALFP as the 20th cohort completed the program was timely and fitting for program recognition. Assessment of the impact of the program at 4 levels of analysis yielded significant evidence that the program influenced both individuals and organizations, including AACP.