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Nursing Times Research
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A regional evaluation of the impact of the Leading an Empowered Organisation leadership programme

Julie Werrett, BSc

School of Health Scinces, University of Birmingham, Edgbaston, Birmingham

Magiie Griffiths, BSc (Hons), MSocSci, RGN

School of Health Sciences, University of Birmingham, Edgbaston, Birmingham

Collette Clifford, MSc, PhD, RGN, DipN, DANS, RNT, ITLM

School of Health Sciences, University of Birmingham, Edgbaston, Birmingham, c.m.clifford{at}bham.ac.uk

This paper reports on an evaluation of the Leading an Empowered Organisation (LEO) leadership programme. The aims of the study were to evaluate the first phase of the programme in the West Midlands Region and to identify changes in practice as a result. The study focuses on the first cohorts on the programme in 2001 and 2002.

The study involved administering a pre-test survey at the outset of the programme and completing a post-test survey of the same group three months after the programme was completed. There were 550 participants in the pre-test and 181 in the post-test.

Data were collected via a structured scale designed to measure perceived importance and use in practice (performance) of 33 dimensions of leadership. Open questions enabled participants to comment on their experience when responding to the post-test.

Analysis of quantifiable data shows differences in performance measure at the post-test in aspects of practice related to team and management issues, staff support and development, and creative management and assertiveness. Qualitative data supported these findings in that they highlighted areas of development since participants had completed the LEO programme.

Further longitudinal evaluation is recommended to monitor the long-term impact of LEO programmes on clinical practice.

Key Words: Leading an Empowered Organisation Leadership programme (LEO) • Evaluation • Importance-performance

Nursing Times Research, Vol. 7, No. 6, 459-470 (2002)
DOI: 10.1177/136140960200700607
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