Change search
ReferencesLink to record
Permanent link

Direct link
iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology. Karolinska Institutet, Sweden; Stockholm County Council, Sweden.
Show others and affiliations
2016 (English)In: Implementation Science, ISSN 1748-5908, E-ISSN 1748-5908, Vol. 11, 108Article in journal (Refereed) Published
Abstract [en]

Background: Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers’ generic implementation leadership skills, which they can use for any implementation efforts in the future.

Methods/design: The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers’ implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In addition, interviews will be conducted over time to evaluate the intervention.

Discussion: The proposed intervention represents a novel contribution to the implementation literature, being the first to focus on strengthening healthcare managers’ generic skills in implementation leadership.

Place, publisher, year, edition, pages
2016. Vol. 11, 108
Keyword [en]
leadership training, full range leadership model, intervention, change management
National Category
Research subject
URN: urn:nbn:se:su:diva-132299DOI: 10.1186/s13012-016-0475-6OAI: diva2:951066
Available from: 2016-08-05 Created: 2016-08-05 Last updated: 2016-08-10Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full text

Search in DiVA

By author/editor
Richter, Anne
By organisation
Work and organizational psychology
In the same journal
Implementation Science

Search outside of DiVA

GoogleGoogle Scholar
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

Altmetric score

Total: 9 hits
ReferencesLink to record
Permanent link

Direct link