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PURPOSE: Evaluations of healthcare leadership development programmes often rely on short-term self-report and rarely examine organisational impact. This study aims to evaluate four cohorts of the multidisciplinary emerging leaders programme (ELP), using a theory-informed mixed-methods design with longitudinal follow-up across all four Kirkpatrick levels (reaction, learning, behaviour and results). DESIGN/METHODOLOGY/APPROACH: The programme consisted of seven or eight full-day workshops and included team quality improvement (QI) projects as the experiential learning element. Ninety-four participants from multidisciplinary backgrounds within Oxford University Hospitals NHS Foundation Trust completed the programme. Qualitative data included 39 reflective essays and 21 semi-structured interviews conducted 3-4 years post-programme. These data were analysed using Braun and Clarke's approach to thematic analysis. Quantitative data included workshop ratings, pre/post affective commitment scale (ACS), turnover intention scale (TIS-6) and an adapted medical leadership competency framework questionnaire (MLCFQ). 86 (91%) completed pre- and 72 (77%) completed post-programme questionnaires, resulting in 55 (58%) paired questionnaires. Results were compared using Wilcoxon signed-rank tests, adjusted for multiple comparisons. FINDINGS: Participants reported improvements in leadership knowledge, confidence and emotional intelligence. There were significant improvements across all MLCFQ domains (median change + 0.6 to + 0.9; adjusted p < 0.005 for each). Participants reported application of QI tools, stakeholder engagement, conflict management and distributed leadership. The ACS and TIS-6 showed no significant pre/post changes. Participants described sustained service improvements and system contributions, including redesigned patient pathways, team processes, externally funded innovations and initiatives that maintained service continuity. ORIGINALITY/VALUE: This study demonstrates an evolving and sustained impact of the ELP, with outcomes extending beyond individual capability gains to behavioural change and organisational benefits.
Phillipson et al. (Fri,) studied this question.