Evaluating the impact of a Sigma Action Learning Set on leadership development among nurse leaders

Abstract

Background: Leadership capability is essential for nursing practice, influencing patient care, staff well-being and organisational effectiveness. Inclusive leadership valuing diversity, equity and shared learning are increasingly recognised as vital in complex healthcare systems. Action Learning Sets (ALSs) are an established approach to leadership development through structured peer reflection, questioning and collaboration. Aim: To evaluate the effectiveness of a nationally delivered, inclusive ALS programme in developing nurse leadership over 12 months. Method: Kirkpatrick’s model was used to evaluate the programme, examining participants’ preparedness, learning, behavioural change and organisational impact. Participants ( n = 5) were purposefully selected from diverse healthcare organisations across England and Wales. Data were collected through an online group evaluation and analysed across four levels: reaction, learning, behaviour and results. Findings: All domains were positively evaluated. The ALS provided a safe space for reflection and collaborative learning. Participants reported increased leadership confidence, enhanced self-awareness and improved inclusive leadership. Behavioural changes included greater engagement with diverse perspectives and application of reflective practices. Policy-focused sessions were highly valued. Conclusion: The ALS offered a supportive and effective approach to leadership development, enabling nurses to address real-world challenges through reflection and peer learning. Wider adoption across practice settings is recommended.