North Cumbria Partnership Foundation
Trust -- 
Leadership Programme

“Attending the programme has given me confidence in my abilities as a leader and helped me to realise/acknowledge that I am actually quite good at the job. Support from colleagues on the course was invaluable and the facilitators were able to create a safe environment to share and learn from each other”


Cumbria Partnership NHS Foundation Trust commissioned Prospect to co-design and co-deliver a leadership programme aimed at staff in a leadership role, or aspiring leaders who have already undertaken some leadership development and wanted to take this further. The leadership programme aimed to develop and gain:

• Greater insight into selves as leaders and confidence to support sustaining these behaviours 

• Greater insight into the organisation and their leadership part to play in improving quality and effectiveness for patients and their teams

• Understanding and approaches in building commitment and developing collaborative teams within and across boundaries

• Insight into the qualities, skills and knowledge as a leader to lead others through change across teams, the organisation and wider system


Over a three year timeline Prospect was commissioned to deliver 8 cohorts to approximately 150 staff. The programme consisted of:


4 days of masterclasses:

Day 1: Healthier Leadership Model and application, insights into individual styles and preferences using Jigsaw Dictionary tool and learning styles analysis.


Day 2: Self as leader – exploring different leadership styles and theories, application and reflection of upon these theories in developing leadership style, insight into style and behaviours required to lead teams, services, and across organisational boundaries


Day 3: Leading others – gaining insight into high performing teams, team dynamics and formation of teams. Application of the research to their own teams and how to lead effective teams for quality care


Day 4: Leading system and transformational change – discussing and exploring system thinking, change management theory, self-assessment of leadership and attributes required to lead successful system-wide change

Each cohort had three Leadership Peer Supervision sets throughout programme


Each participant developed a case study of their learning and their application of the learning from the programme to their role, team and service


The programme was refined and adapted to meet the needs of participants of each cohort and linked to organisation and system changes


Programme content was quoted as relevant and resonated with participants, in particular: transaction analysis, team dynamics, leading through change, learning styles, and personality preferences


95-100% of the 8 cohort participants agreed or strongly agreed that the learning objectives met their needs


100% reported that attending the programme has/will help them in their current and future roles


The programme impact correlated to the staff opinion survey results, showing an increased engagement score, specifically around questions relating to ‘Your manager’


Case studies showed increases in: leadership confidence; assertiveness; ability to deal with conflict within the teams and how to resolve these issues


Several delegates outlined how the programme supported them to understand the need to engage and involve staff in changes, and that they had an increase in their skills and knowledge to lead change in their services and across teams


Case studies outlined that the peer learning sets had been a powerful learning tool.