A study of leadership development in the Regional Institute for Health and Environmental Leadership

This study utilized mixed quantitative and qualitative methods to explore changes in leadership practices and factors influencing those changes for public health and environment leaders. Sixty-seven alumni who completed the Regional Institute for Health and Environmental Leadership (RIHEL) one year program during 1999--2002 participated. Leadership Practice Inventories (LPI-Self), an alumni survey and interviews provided evidence for changed leadership practices for alumni. The alumni experienced a consistent increase in pre- to post-LPI based leadership practices, collaborative leadership practices and communication skills taught in RIHEL.; Few demographic characteristics correlated with the pre- to post-LPI change scores. A negative correlation existed for alumni with more years experience in public health and their total combined LPI change scores. However, there was no significant correlation between their final post-LPI scares and years of experience.; In addition, nine factors were identified by the participants as important in encouraging these changes and developing them as leaders. RIHEL particularly was central in these factors. Having a leadership framework with which to define and understand leadership conceptually and practically was also found important. An understanding of self as leader, including strengths and weaknesses, coupled with an understanding of the daily applications of Leadership practices suggested that stronger self-awareness encouraged their growth. Opportunities, experience and practice were also important factors. RIHEL leaders learned and developed as they sought opportunities and gained experience in the practices. Passion and commitment centered the leaders allowing them to lead in difficult times, develop new approaches to old problems or create positive work environments. Supportive relationships were pervasive throughout the alumni fellows' experience. A positive climate spurred them on to further growth in their work setting. Finally, confidence was crucial in their development.; RIHEL as a training intervention can be credited significantly with the changes in leadership practices of alumni from years 1999--2002. It gave them self awareness, a leadership framework, and skills to improve in multiple leadership opportunities. Increased confidence was central to their development. Confidence was both an encouraging factor and a resulting factor to the increased exemplary practices. Leadership training had a positive impact overall in the RIHEL alumni leaders' development.