iLead—a transformational leadership intervention to train healthcare managers’ i

iLead—a transformational leadership
intervention to train healthcare managers’
implementation leadership
Anne Richter1,2,3* , Ulrica von Thiele Schwarz1
, Caroline Lornudd4,3, Robert Lundmark1
, Rebecca Mosson1,3
and Henna Hasson1,3
Abstract
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.
Keywords: Leadership training, Full range leadership model, I
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ntervention, Change management