Leaders should make data-based decisions to allocate resources on strategic and/or general leadership and climate based on level of measurement, implementation-specificity, and attitudinal dimension¶

Strategy · All strategies
Evidence · 2 claims (1 for, 1 mixed) · 1 study (1 associational), q3 · 0 of 1 report an effect size · 2 claims rest on one study

Description¶

The article's concluding recommendation is that school leaders use their findings to decide where to invest implementation-support resources. Because associations between organizational-context factors and implementer attitudes "varied significantly across levels of measurement (organizational or individual), specificity to implementa- tion (strategic or general), and attitudinal dimensions", leaders should "make data-based decisions to allocate resources on strategic and/or general leadership and climate" rather than assuming one factor works everywhere.

Design Implications¶

Context¶

Requirements¶

• Multilevel measurement of both general and strategic leadership and climate at individual and organizational levels, as in this study's survey design.

Constraints¶

• Findings are cross-sectional and from schools actively implementing universal prevention programs (SWPBIS or PATHS); the authors frame resource allocation as based on the level of measurement, implementation-specificity, and attitudinal dimension.

Target Learners¶

• School-based implementers (educators, staff, consultants, and mental health professionals) delivering universal prevention programs

Target Learning Goals¶

• Favorable implementer attitudes toward evidence-based practices to support implementation of universal prevention programs for youth mental health

Claims¶

• At the organizational level, general climate negatively moderates the positive effect of strategic climate on implementers' perceptions of EBP appeal and divergence [~W]
• At the individual level, both general and strategic leadership and climate are associated with Requirement and Openness attitudes, but only general factors with Appeal and Divergence [+W]

Related Strategies¶

• Use research-based turnaround leadership strategies to support a comprehensive turnaround initiative
• Ten cross-initiative practices worth sharing, from improving attendance to learning from good practice in context

Examples¶

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Key Sources¶

• Zhang, Y., Cook, C., Fallon, L., Corbin, C., Ehrhart, M., Brown, E., Locke, J., & Lyon, A. (2023). The Interaction Between General and Strategic Leadership and Climate on Their Multilevel Associations with Implementer Attitudes Toward Universal Prevention Programs for Youth Mental Health: A Cross-Sectional Study. Administration and Policy in Mental Health and Mental Health Services Research. https://doi.org/10.1007/s10488-022-01248-5