Orcni Ltd hold a number of core evidence-based perspectives, which guide our thinking and approach.
These include:

• Effective leadership is evidenced by what is achieved as a result of 'leadership enactment' i.e. leadership behaviour which has an organisationally relevant and measurable outcome;
• Leadership which promotes sustainable improvement must be embedded within a system, not within a person;
• People management practice significantly contributes to engagement and performance;
• The real engagement of all staff and particularly those critical to direct service delivery and/ or product quality, is the single most important factor in achieving sustainable improvement

Return on Investment: A major weakness in the field of leadership development evaluation is the inability of typical methodologies to establish causal attribution between leader behaviours and identifiable outcomes. Typically they rely on self-report with individuals asserting that they or their organisations have benefited, usually couched in terms of enhanced individual self-confidence. This is useful, but not the same as showing a link to outcome performance. The evaluation process needs to go beyond the area of personal development to the impact and outcomes of leadership enactment e.g. what was the result/ outcome of the learning from a development or training programme? What objective evidence is there of a return on investment? What did it contribute to improved quality of service or product for the customer?

1. The Health Foundation: What's leadership got to do with it?
2. The Health Foundation/Warwick Medical School: Safer Clinical Systems
3. University of Birmingham: Organisational Stress Measure