WHA Leadership Academy 2026 - Global Evaluation

WHA Leadership Academy: Overall Evaluation

Please share with us your overall experience with the WHA Leadership Academy and its impact. Your feedback is invaluable in helping us enhance the participant experience and shape future academy content.

We encourage you to complete the evaluation thoughtfully and candidly, as your insights will directly inform improvements for future cohorts. Thank you for taking the time to share your perspectives and experiences.

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The WHA Leadership Academy met its stated objectives:

	Strongly Disagree	Disagree	Neither Agree Nor Disagree	Agree	Strongly Agree
Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business.	Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. - Strongly Disagree	Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. - Disagree	Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. - Neither Agree Nor Disagree	Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. - Agree	Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. - Strongly Agree
Explain the distinctions between managing and leading, and gain skills and competency in both.	Explain the distinctions between managing and leading, and gain skills and competency in both. - Strongly Disagree	Explain the distinctions between managing and leading, and gain skills and competency in both. - Disagree	Explain the distinctions between managing and leading, and gain skills and competency in both. - Neither Agree Nor Disagree	Explain the distinctions between managing and leading, and gain skills and competency in both. - Agree	Explain the distinctions between managing and leading, and gain skills and competency in both. - Strongly Agree
Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy.	Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. - Strongly Disagree	Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. - Disagree	Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. - Neither Agree Nor Disagree	Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. - Agree	Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. - Strongly Agree
Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations.	Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. - Strongly Disagree	Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. - Disagree	Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. - Neither Agree Nor Disagree	Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. - Agree	Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. - Strongly Agree
Outline two proven change management strategies and apply one to one of their own organization’s major initiatives.	Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. - Strongly Disagree	Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. - Disagree	Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. - Neither Agree Nor Disagree	Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. - Agree	Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. - Strongly Agree
Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders.	Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. - Strongly Disagree	Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. - Disagree	Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. - Neither Agree Nor Disagree	Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. - Agree	Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. - Strongly Agree
Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment.	Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. - Strongly Disagree	Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. - Disagree	Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. - Neither Agree Nor Disagree	Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. - Agree	Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. - Strongly Agree

The WHA Leadership Academy contributed to my professional effectiveness related to:

	Strongly Disagree	Disagree	Neither Agree Nor Disagree	Agree	Strongly Agree
Applying values/ethics to interprofessional practice	Applying values/ethics to interprofessional practice - Strongly Disagree	Applying values/ethics to interprofessional practice - Disagree	Applying values/ethics to interprofessional practice - Neither Agree Nor Disagree	Applying values/ethics to interprofessional practice - Agree	Applying values/ethics to interprofessional practice - Strongly Agree
Working with an interprofessional team	Working with an interprofessional team - Strongly Disagree	Working with an interprofessional team - Disagree	Working with an interprofessional team - Neither Agree Nor Disagree	Working with an interprofessional team - Agree	Working with an interprofessional team - Strongly Agree
Engaging in effective interprofessional communication	Engaging in effective interprofessional communication - Strongly Disagree	Engaging in effective interprofessional communication - Disagree	Engaging in effective interprofessional communication - Neither Agree Nor Disagree	Engaging in effective interprofessional communication - Agree	Engaging in effective interprofessional communication - Strongly Agree

As a result of participation in this educational activity, how did you and/or your healthcare team change practice? Please choose all domains of practice that were improved as a result of your participation in the activity.

Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Measure and increase their personal and organizational influence through use of the Human Synergistics LSI 360 tool and speak the language of healthcare as a business. Other...

Explain the distinctions between managing and leading, and gain skills and competency in both.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Explain the distinctions between managing and leading, and gain skills and competency in both. Other...

Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Articulate the relationship between operating results and the financial health of the health care organization (i.e., the relationship between the Income Statement and the Balance Sheet) and use this knowledge to suggest changes to organizational strategy. Other...

Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Articulate the economics of managing the cost structure and revenue function of the operating budget in different payment environments (e.g., fee-for-service, bundled, and capitated), and make recommendations for changes in strategy within their own organizations. Other...

Outline two proven change management strategies and apply one to one of their own organization’s major initiatives.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Outline two proven change management strategies and apply one to one of their own organization’s major initiatives. Other...

Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Develop strategic networks and partnerships during the academy to support ongoing learning and interactions with healthcare leaders. Other...

Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment.

Change in your practice

Change in healthcare team practice

It did not impact practice

Other...

Discuss insights from self-reflection about personal leadership strengths, biases, and areas of growth to better navigate the challenges of a complex healthcare environment. Other...

Did practice change(s) occur in another area?

No

Yes, describe:

Did practice change(s) occur in another area? Yes, describe:

For the practice change(s) you described, select the type of change(s). (Choose all that apply):

Change in your practice

Change in healthcare team practice

Other...

For the practice change(s) you described, select the type of change(s). (Choose all that apply): Other...

Explain how you and/or your healthcare team utilized information provided during the WHA Leadership Academy:

How do you rate your overall satisfaction of the WHA Leadership Academy.

What aspects of this program did you find most valuable?

What aspects of this program do you believe could be improved?

Please indicate your level of agreement with the below statement about the quality of program resources.

The resources provided and used throughout the program (e.g., materials, digital tools, workbooks, handouts, templates, videos, and other supporting resources) met my needs and contributed positively to my experience.

What resource-specific feedback would you like to provide?

Comments and suggestions:

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WHA Leadership Academy 2026 - Global Evaluation

WHA Leadership Academy: Overall Evaluation