Evaluation of the Shared Leadership for Change award scheme
June 2009
Key points
- Significant differences between comparator and award teams on about half of the indices of teamwork development and self-reported improvements in skills and abilities indicate that the scheme delivered tangible results.
- There is evidence that the scheme led to service improvements, although it is difficult to attribute these directly to the award initiative. Follow-up with two teams in October 2008 indicated that these improvements have been sustained.
- There was no quantifiable improvement in patient-level outcomes within the duration of the scheme. If these were to accrue, participants expected this would take longer than 18 months.
The scheme was designed to test a hypothesis that provision of structured support to teams to improve functioning, using a model called ‘shared leadership’, would lead to improvements in team processes and patient outcomes.
The scheme focused on diabetes managed clinical networks (MCNs). Six multidisciplinary diabetes teams took part in the scheme between October 2005 and July 2007.
The independent evaluation drew on quantitative and qualitative data to understand processes and outcomes. It sought to be ‘summative’, to establish whether the initiative had worked, and ‘formative’, to help it perform better as it proceeded. For evaluation purposes, each team was assigned a comparator group to facilitate the assessment of the outcomes.
Work with us
We look for talented and passionate individuals as everyone at the Health Foundation has an important role to play.
View current vacanciesThe Q community
Q is an initiative connecting people with improvement expertise across the UK.
Find out more
