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Leadership development: does it make a difference?

Leadership development: does it make a difference? Purpose – This paper seeks to examine the impact of a leadership development programme provided for, and funded by, the NHS. Design/methodology/approach – It analyses the context, process of delivery and outcomes of the programme in the light of relevant leadership research. The programme itself is described after some consideration of the literature. Although the programme was originally commissioned by the NHS Leadership Centre for Human Resource (HR) professionals from the NHS, it is now offered to any aspiring or newly‐appointed director, and aims (amongst other things) to enable NHS staff to manage people more effectively within the context of change. Findings – The paper concludes that the programme has, to date, been successful in impacting on personal and organisational contribution, as far as individual participants, commissioners and providers are concerned, and as far as can be measured within current understanding. Originality/value – The programme fits well with the most recent typologies of leadership development. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Leadership development: does it make a difference?

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References (61)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730610641331
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper seeks to examine the impact of a leadership development programme provided for, and funded by, the NHS. Design/methodology/approach – It analyses the context, process of delivery and outcomes of the programme in the light of relevant leadership research. The programme itself is described after some consideration of the literature. Although the programme was originally commissioned by the NHS Leadership Centre for Human Resource (HR) professionals from the NHS, it is now offered to any aspiring or newly‐appointed director, and aims (amongst other things) to enable NHS staff to manage people more effectively within the context of change. Findings – The paper concludes that the programme has, to date, been successful in impacting on personal and organisational contribution, as far as individual participants, commissioners and providers are concerned, and as far as can be measured within current understanding. Originality/value – The programme fits well with the most recent typologies of leadership development.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jan 1, 2006

Keywords: National Health Service; Leadership; Development; Self development

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