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Background <p>In Nigeria, there is a dire need for the development of leadership competencies in the health sector to enable strategic leaders to manage and lead better so that teams, units and organizations can fully use and continuously develop their potential to transform health systems. Current models of leadership capacity building address the need for core technical and management competencies [<CitationRef CitationID="CR1">1</CitationRef>, <CitationRef CitationID="CR2">2</CitationRef>]. However, skills relevant to managing complex relationships and navigating the political environment in sub-Saharan Africa are also critical [<CitationRef CitationID="CR3">3</CitationRef>]. This study therefore conducted an assessment of strategic leadership training needs among relevant stakeholders to better inform the development of the course structure for the Doctoral Programme in Health Leadership Africa (DRPH-HLA).</p> Methods <p>The study adopted a descriptive, cross-sectional qualitative design. We used in-depth interviews and document review to explore leadership training needs and inform the DRPH-HLA curriculum. Three in-depth interview guides were designed for three categories of respondents: policymakers, tutors (lecturers), and prospective DRPH students. A total of 18 respondents were interviewed (10 policymakers, six tutors, and two prospective students). In addition, 21 key documents were reviewed. Ethical approval was obtained, and informed consent was secured from all participants.</p> Results <p>The environment for strategic leaders was found to be difficult and unconducive. Key competencies identified included policy-related skills, managerial skills, and interpersonal/ethical competencies. Formal training was deemed essential, and curriculum content should include courses on contextual health factors, health system challenges, and interdisciplinary problems.</p> Conclusion <p>To ensure that trained leaders can effectively lead health institutions, follow-up training, regular supervision, and mentoring are essential.</p>

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A qualitative needs assessment of strategic leadership training for the Nigerian health sector

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年6月30日

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  • Benjamin S. Chudi Uzochukwu,
  • Chinyere Okeke,
  • Ugo Uwadiako Enebeli,
  • Adaora Chinelo Uzochukwu,
  • Amobi Omoha,
  • Suzanne M. Babich

摘要

Background

In Nigeria, there is a dire need for the development of leadership competencies in the health sector to enable strategic leaders to manage and lead better so that teams, units and organizations can fully use and continuously develop their potential to transform health systems. Current models of leadership capacity building address the need for core technical and management competencies [1, 2]. However, skills relevant to managing complex relationships and navigating the political environment in sub-Saharan Africa are also critical [3]. This study therefore conducted an assessment of strategic leadership training needs among relevant stakeholders to better inform the development of the course structure for the Doctoral Programme in Health Leadership Africa (DRPH-HLA).

Methods

The study adopted a descriptive, cross-sectional qualitative design. We used in-depth interviews and document review to explore leadership training needs and inform the DRPH-HLA curriculum. Three in-depth interview guides were designed for three categories of respondents: policymakers, tutors (lecturers), and prospective DRPH students. A total of 18 respondents were interviewed (10 policymakers, six tutors, and two prospective students). In addition, 21 key documents were reviewed. Ethical approval was obtained, and informed consent was secured from all participants.

Results

The environment for strategic leaders was found to be difficult and unconducive. Key competencies identified included policy-related skills, managerial skills, and interpersonal/ethical competencies. Formal training was deemed essential, and curriculum content should include courses on contextual health factors, health system challenges, and interdisciplinary problems.

Conclusion

To ensure that trained leaders can effectively lead health institutions, follow-up training, regular supervision, and mentoring are essential.