The effectiveness of the Albertina Sisulu Executive Leadership Programme in enhancing leadership competencies of public health service managers in South Africa

Abstract

The purpose of this study was to assess whether the part-time modular Albertina Sisulu Executive Leadership Programme in Health (ASELPH) Fellowship training, based on competencies and using case studies as a core methodology, successfully enhanced the leadership performance of public health service managers in South Africa (SA). The problem statement was that organisations spend on leadership training and development, but seldom assess their impact. This research adds to the scarce literature on the subject. A mixed-method quasi-experimental study determining pre-post changes in competence and performance of the ASELPH Fellows, was undertaken. The sample was public health sector managers in the second cohort of the ASELPH Fellowship, drawn from eight of the nine provinces in South Africa. ASELPH had determined 14 competencies that it sought to develop and the researcher developed four indicators of performance for each competency. The Fellows’ self-assessments and a 360° assessment by their supervisors, peers and subordinates (assessors) were used to determine changes in the Fellows competence and performance. Information on the standard of the course, the Fellows’ learning journey and the factors affecting their performance in the workplace were obtained from a survey that accompanied the 3600 assessment, as well as from Fellows’ reflective essays and evaluations of course modules. The methodology was tested and the sample size was found to be sufficient, the questionnaires reliable and the training intervention applicable. There was no significant difference in the Fellows’ assessments of their own competence and performance and that of their 360° assessors, indicating that the self-assessments were consistent. In spite of the small sample, statistically significant improvements were found in 11 of the 14 competencies and 44 of the 56 performance indicators. The improvement was corroborated by the retrospective assessments of the 360° assessors. Therefore, the study provides evidence that the training was effective in enhancing the leadership competencies and the performance of the ASELPH Fellows. This was despite human and financial resource shortages and a poor governance environment impacting negatively on their ability to implement their learning. All Fellows and assessors affirmed the difference that leadership training and development could make to the healthcare environment in SA. The unique strengths of the ASELPH Fellowship were its case-based method, eLearning, reflective assignments, round-table conference-style classrooms, group-work, networking, mentorship and focused assessments. The facilities and the quality of lecturers enhanced interactive learning. Aspects to be improved included the balance between class and online learning, the number of SA case studies, greater involvement of Fellows’ senior management and improved mentorship in the workplace. The study confirms the effectiveness of the ASELPH Fellowship and the value of investing in leadership development to influence the performance of public health sector managers in South Africa.