Leadership models and evaluation methods employed in the studies
| Study | Leadership model(s) | Evaluation method |
| Aarons et al29 | Full-Range Leadership,50 Transformational Leadership61 | Mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with participants. Quantitative supervisee report on the participants’ support and readiness for evidence-based practice. |
| Block and Manning32 | The Leadership Life Cycle was developed by the Leadership and Organisation Development team for the project. | Mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with participants. Written exams and applied projects were used to assess participant knowledge and understanding. Focus group and surveys of sponsoring managers to assess the impact of the programme. |
| Bradd et al33 | Full-Range Leadership theory62 | Online surveys which included the Utrecht Workplace Engagement Scale and questions from the Prince of Wales Hospital Nurse Engagement Survey. The Multifactor Leadership Questionnaire (5X-Short) was completed by the participants and their managers, peers and subordinates. |
| Crofts30 | The Leadership challenge63 | Survey about the impact of the programme which collected quantitative and qualitative data. |
| Gordon et al44 | No leadership model cited | Survey about the programme made up of mainly quantitative questions with one qualitative section for further comments. |
| Leeson and Millar59 | The 7 Habits of Highly Effective People60 | Postprogramme evaluation survey and postprogramme interim audit of how participants’ behaviour and perceptions had changed after programme. |
| MacPhail et al31 | Transformational leadership64 65 | Quantitative questionnaire, identification of uptake of new leadership roles after programme and reflective session with senior executives who supported implementation of programme. |
| Pascal et al39 | Transformational leadership development theory64 66 | Preprogramme and postprogramme surveys to assess knowledge of leadership concepts, attributes of the participants and their ability to write goals and develop plans. Qualitative interviews completed after the programme. |
| Woolnough and Faugier28 | Transformational leadership (specific model not cited) | Semi-structured interviews with participants about the programme and how their behaviour has changed since completing it. |