Centre for Leadership and Professional Development, Institute for Health Management, Shah Alam, Malaysia.
Leadersh Health Serv (Bradf Engl). 2022 Nov 11;ahead-of-print(ahead-of-print):219-35. doi: 10.1108/LHS-06-2022-0071.
Formal structured leadership training is increasingly incorporated as a regular fixture in developed nations to produce competent leaders to ensure the provision of quality patient care. However, most low- and middle-income countries (LMICs) rely on one-off external training opportunities for selected individuals as they lack the necessary resources to implement long-term training for a wider pool of potential health care leaders. This case study shares the establishment process of the Talent Grooming Programme for technical health care professionals (TGP), a three-year in-house leadership training programme specially targeted at potential health care leaders in Malaysia.
DESIGN/METHODOLOGY/APPROACH: This case study aims to share a comprehensive overview of the ideation, conceptualisation and implementation of TGP. The authors also outlined its impact from the individual and organisational perspectives, besides highlighting the lessons learned and recommendations for the way forward.
TGP set out to deliver experiential learning focusing on formal training, workplace experiences, practical reflection and mentoring by supervisors and other esteemed leaders to fulfil the five competency domains of leadership, organisational governance, communication and relationship, professional values and personal values. The successes and challenges in TGP programme delivery, post-training assessment, outcome evaluation and programme sustainability were outlined.
The authors' experience in setting up TGP provided valuable learning points for other leadership development programme providers. As for any development programme, a continuous evaluation is vital to ensure its relevance and sustainability.
ORIGINALITY/VALUE: Certain aspects of TGP establishment can be referenced and modified to adapt to country-specific settings for others to develop similar leadership programme, especially those in LMICs.
正规的结构化领导力培训在发达国家越来越普遍，目的是培养有能力的领导者，以确保提供高质量的患者护理。然而，大多数低收入和中等收入国家（LMICs）依赖于一次性的外部培训机会，因为他们缺乏必要的资源来为更广泛的潜在医疗保健领导者群体实施长期培训。本案例研究分享了技术医疗保健专业人员人才培养计划（TGP）的建立过程，这是一个为期三年的内部领导力培训计划，专门针对马来西亚的潜在医疗保健领导者。
设计/方法/方法：本案例研究旨在全面介绍 TGP 的创意、概念化和实施过程。作者还从个人和组织的角度概述了其影响，除了强调所学到的经验教训和前进方向的建议。
TGP 致力于提供以正式培训、工作场所经验、实际反思和主管及其他杰出领导者的指导为重点的体验式学习，以满足领导力、组织治理、沟通和关系、专业价值观和个人价值观这五个领导能力领域的要求。概述了 TGP 计划交付、培训后评估、成果评估和计划可持续性方面的成功和挑战。
作者在建立 TGP 方面的经验为其他领导力发展计划提供者提供了宝贵的学习点。对于任何发展计划，持续评估至关重要，以确保其相关性和可持续性。
原创性/价值：TGP 建立的某些方面可以被引用和修改，以适应特定国家的情况，以便其他人开发类似的领导力计划，特别是在低收入和中等收入国家。
