In December 2007, the Health Foundation commissioned an in-depth evaluation of its leadership programmes, including an exploration of the links between leadership and quality improvement (QI).
The results have recently been published (http://www.health.org.uk/publications/what-s-leadership-got-to-do-with-it/ ).
The three core enquiry questions for the study were:
· What are the links between QI and leadership behaviour?
· Do different types of QI require different leadership behaviours?
· What are the lessons for leadership development generally and for the Health Foundation specifically?
The results of the study provide the Health Foundation with evidence to develop its leadership development work. The report contains insights into how leadership development can support Quality Improvement in the NHS.
Among the most interesting findings of the research is that it became increasingly clear throughout the study that the effectiveness of leadership development activities is more validly measured in real-time, prospectively, rather than merely in retrospect.
The study also highlighted that participants in existing Health Foundation leadership programmes believe that the top 10 leadership behaviours essential to all are:
1. Identifies and nurtures talent to build capacity and capability.
2. Capitalises on the range of skills and talents present in the organisation.
3. Demonstrates honesty in interactions by matching deeds to words.
4. Explains the need for change and inspires commitment to the process.
5. Demonstrates commitment to innovation and to continuous improvement.
6. Unites staff around an inspiring vision and aligns staff capacities with planned activities.
7. Takes a ‘helicopter view’ of the system to oversee both short and longer-term issues.
8. Helps others create their own solutions to facilitate ownership and commitment.
9. Offers support, rewards achievements and celebrates success.
10. Gives clear constructive feedback, timely praise and focused recognition.
