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Appreciative leadership: delivering sustainable difference through conversation and inquiry

机译：欣赏型领导：通过对话和询问实现可持续的差异

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Purpose - This paper reflects a two-year evaluation research study by Fiona MacNeill Associates (FMA), focused on an Appreciative Leadership Programme. The aim of this study was to explore the impact of designing a bespoke Appreciative Leadership Programme (commissioned by Lancashire Care NHS Foundation Trust), around a specific set of organisational values and the associated sustainability linked to the delivery using conversation and inquiry. Design/methodology/approach - The paper is a review of 497 delegates and their associated 423 line managers. The main evaluation methods were questionnaires, conversations, content analysis and thematic analysis. The research collects data pre, during, end and post-programme. Findings - The analysis of data collected indicates a statistically significant link between the programme design and delivery and the subsequent sustainability of the learning and levels of engagement within the organisation. Research limitations/implications - The research provided information on all key areas of inquiry and allowed improvements to be made for future programmes. In future study, a focused follow up with a larger sample of at least 30 per cent of the total population will provide greater validity and reliability of the impact of on-going positive attention. The evaluation of leadership learning sets also needs to be more focused. Practical implications - The findings can be used to inform the next iteration of the programme, by building on areas of strength and those identified for development. The data allows the organisation (LCFT) and the provider to co-create the next programme. The findings have also been presented to other NHS organisations and to an international training and development conference in Dallas. Originality/value - Appreciative Leadership is built on the foundation of Appreciative Inquiry (Al), whole systems thinking, and action research. The organisation is seen as a relationship to be explored and developed, teams as communities of purpose and practice, and individuals as thinkers and innovators. This approach favours interdependencies, conversation, novel and creative ideas, and engagement that fosters a true desire to co-create the future. The paper provides connections between concepts and theories used in the education of clinicians and cutting-edge leadership development thinking. The paper has value to leaders, and those who commission leadership development, healthcare professionals and training and development professionals.
机译：目的-本文反映了Fiona MacNeill Associates（FMA）进行的为期两年的评估研究，该研究的重点是赞赏领导力计划。这项研究的目的是探索设计定制的欣赏型领导力计划（由Lancashire Care NHS Foundation Trust委托）的影响，围绕一组特定的组织价值以及与使用对话和询问进行交付相关的可持续性。设计/方法/方法-本文是对497位代表及其423位直属经理的回顾。主要的评估方法是问卷，对话，内容分析和主题分析。该研究收集了程序前，程序中，程序后和程序后的数据。调查结果-对所收集数据的分析表明，在计划设计和交付以及随后的学习可持续性和组织内参与水平之间具有统计学意义的联系。研究的局限性/意义-研究提供了有关所有关键研究领域的信息，并允许对未来的计划进行改进。在未来的研究中，对至少占总人口30％的较大样本进行有针对性的随访，将对持续不断的积极关注产生更大的有效性和可靠性。领导力学习集的评估也需要更加集中。实际意义-通过利用优势领域和确定的发展领域，研究结果可用于为计划的下一次迭代提供信息。数据使组织（LCFT）和提供者可以共同创建下一个程序。研究结果也已提交给其他NHS组织以及在达拉斯举行的国际培训和发展会议。独创性/价值-欣赏型领导力建立在欣赏型查询（Al），整个系统的思考和行动研究的基础上。该组织被视为要探索和发展的关系，团队是目标和实践的社区，个人是思想家和创新者。这种方法有利于相互依存，对话，新颖创意的想法和参与，从而激发了共同创造未来的真正愿望。本文提供了临床医生教育中使用的概念和理论与前沿的领导力发展思想之间的联系。本文对领导者以及负责领导力发展的人们，医疗保健专业人员以及培训和发展专业人员具有价值。

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