The development of strong, effective clinical leadership is currently high on the political agenda (DoH, 1999; 2000). It is central to the government's modernization agenda and the improvement of patient care and is reflected in the plethora of documents, strategies and initiatives currently permeating the NHS. The Leading an Empowered Organisation (LEO) programme is an integral part of the drive to increase and strengthen clinical leadership among the nursing and allied health professions. The NHS National Nursing Leadership Programme is coordinating the launch of the LEO programme to over 32,050 clinical staff. The programme is designed to create a critical mass of clinical leaders with the ability to make a real difference to patient care.
The study was undertaken as part of a larger evaluation to assimilate evidence regarding the impact of the LEO programme. The research also addressed contact and communication with senior staff and the impact of these on the leadership agenda.
The results indicate that the LEO programme is empowering clinical staff to facilitate new ways of working and providing participants with the practical tools to perform their roles effectively and create an environment in which others can grow and develop. There is still much to be learned from the LEO programme and, as such, the evaluation process continues.
Alimo-Metcalfe, B. (1996) Leaders or managers?Nursing Management3: 1, 22-23 .
2.
Bennis, W.G. (2000) Old Dogs, New Tricks. London: Kogan Page Ltd.
3.
Bennis, W. G. , Nanus, B. (1985) Leaders: The strategies for taking charge. New York: Harper and Row .
4.
Clegg, A. (2000) Leadership: Improving the quality of patient care . Nursing Standard14: 30, 43-45 .
5.
Commission for Health Improvement (2002) Commission for Health Improvement Investigation into the North Lakeland NHS Trust. Report to the secretary of state for health. Lakeland Report. London: COI .
6.
Department of Health (1999) Making a Difference. Strengthening the nursing, midwifery and health visiting contribution to health and healthcare. London: The Stationery Off ice .
7.
Department of Health (2000) The NHS Plan. A plan for investment A plan for reform. London: The Stationery Office .
8.
Dess, G.G. , Picken, J.C. (2000) Leadership in the 21st century . Organisational Dynamics, Winter, 18-33 .
9.
Tichy, N.M. (1997) The Leadership Engine: How winning companies build leaders at every level. New York: Harper Business .
