CLEAR Outcomes Research Program (Connecting Leadership Education and Research), Faculty of Nursing, University of Alberta, Canada.
Health Care Manage Rev. 2013 Jan-Mar;38(1):81-93. doi: 10.1097/HMR.0b013e31824589a9.
In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework.
The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board.
METHODOLOGY/APPROACH: This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife.
The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident.
To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of organizational change and stagnation.
为了提高对优质医疗保健工作环境重要性的认识，艾伯塔癌症委员会启动了一项全省范围的领导力发展计划，通过一系列阶段规划组织变革。2004 年，实施领导力发展倡议（LDI），通过基于实践社区框架的群组领导力干预措施促进组织学习。
Worklife Improvement and Leadership Development 研究旨在考察 LDI 计划参与者的结果和经验，以便更好地了解领导力发展、实施及其对艾伯塔癌症委员会 5 个医疗保健管理人员和员工群体工作生活质量的影响。
方法/方法：本研究采用了结构化调查和访谈方法，使用无对照组的预试验-干预-后试验准实验设计，评估 LDI 对领导者和员工工作生活的影响。调查包括领导力实践清单和工作生活领域量表，用于评估工作的意义和组织参与度。访谈和焦点小组数据提供了对领导力发展经验和组织工作生活感知的更详细描述。
该研究揭示了群组设计中个体和集体领导力的复杂性、领导力计划的认知、组织工作生活和计划中的组织变革的各个层面的信息。我们的研究结果表明，领导者对自身技能和实践的反思（自我领导）的早期变化是积极的；然而，随着 LDI 的继续，人们对领导力发展的认知和对组织工作生活的不满日益明显，尤其是当其他人的行为变化没有明显迹象时。
为了提高领导力计划的有效性和成功，管理人员需要实施旨在帮助领导者成长并应对组织变革和停滞的持续动荡的策略。
