An Assessment of Impact of Leadership Training on Health System Performance in Selected Counties in Kenya

Datos Bibliográficos

ID22077615
AutoresTecla Chelagat (0000-0002-1312-8404, Strathmore University, autor de correspondencia), James G Rice (0000-0002-6723-7243), James Rice (0000-0003-2016-3731, Strathmore University), Joseph Onyango (0000-0003-3070-2014, Strathmore University), Gilbert Kokwaro (0000-0001-8981-2379, Strathmore University)
Año2021
Volumen8
Páginas550796-550796
Fecha de publicación2021-02-26
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaFrontiers in Public Health (JOURNAL)
Identificadores de la revistaISSN: 2296-2565 • E-ISSN: 2296-2565
EditorialFrontiers Media SA (PUBLISHER • CH)
DOI10.3389/fpubh.2020.550796
PMID33732670
OpenAlexW3135866418
IdiomaEN
Citas recibidas4
Referencias citadas22

Introduction: The provision of health care services in Kenya was devolved from the national government to the counties in 2013. Evidence suggests that health system performance in Kenya remains poor. The main issue is poor leadership resulting in poor health system performance. However, most training in Kenya focuses on “leaders” (individual) development as opposed to “leadership” training (development of groups from an organization). The purpose of that study was to explore the impact of leadership training on health system performance in selected counties in Kenya. Methods: A quasi-experimental time-series design was employed. Pretest, posttest control-group design was utilized to find out whether the leadership development program positively contributed to the improvement of health system performance indicators compared with the non-trained managers. Questionnaires were administered to 31 trained health managers from the public, private for-profit, and private not-for-profit health institutions within the same counties. Results: The pretest and posttest means for all the six health system (HS) pillar indicators of the treatment group were higher than those of the control group. The regression method to estimate the DID structural model used to calculate the “fact” and “counterfactual” revealed that training had a positive impact on the intended outcome on the service delivery, information, leadership and governance, human resources, finance, and medical products with impact value ≥1 (57.2). Conclusion: The study findings support both hypotheses that trained health care management teams had a significant difference in the implementation status of priority projects and, hence, had a significant impact on health system performance indicators compared with non-trained managers

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