Implementing Coaching to Facilitate the Development of Leadership Competencies Within a Dublin Academic Teaching Hospital (DATHs).
Aim – The aim of this project was to implement coaching into the Hospital’s learning and development leadership academy to assist in the development of leadership competencies for front line managers.
Rationale – Within the Hospital, training and development programmes for line managers have been focused on the delivery of education relating to relevant policies, procedures, guidelines and legislation on managing staff. Evaluation of these programmes had shown that their requirements for future leadership education programmes included support in “leading in challenging times, managing expectations, managing performance and more role-playing to resolve issues.” Therefore there was a requirement to develop a training programme to meet their needs. Coaching is an established method of training that can assist managers in focusing more on the individual, enhancing self-awareness and their interaction with others.
Change Process – The HSE Change Model was used to initiate, plan and implement the objectives set within this change initiative.
Evaluation & Results – Evaluation was conducted using Stufflebeam’s Context, Input, Process, and Product (CIPP) Model and demonstrated that all objectives were met with a very high satisfaction rate from the participants.
Recommendations & Conclusions – The coaching programme has been established as part of the Organisation’s leadership academy to ensure the continued development of leadership competencies for front line managers. Continued funding to support the programme has been secured and the programme is now available to all managers. A coaching governance committee has been established to manage and evaluate the programme going forward.