Background: Innovation implementation in business, health, and allied health care contexts requires strong leadership. However, in order to support the successful adoption of evidence-based practice (EBP), integrated leadership and organizational development initiatives need empirically proven organizational interventions. The Leadership and Organizational Change for Implementation (LOCI) intervention's initial viability, acceptability, and perceived usefulness are discussed in this study. To foster effective leadership for implementing EBPs, a transdisciplinary team of investigators and community stakeholders developed and tested an organizational and leadership approach.

Twelve mental health service team leaders and their employees (n = 100) from three distinct organizations that provide mental health services to families and children in California, USA, participated. Supervisors were randomized to either the 6-month LOCI intervention or a control condition consisting of two leadership webinar sessions offered by a reputable leadership training company. We used a combination of quantitative and qualitative methodologies, gathering information from LOCI trainees via focus groups and questionnaires. The LOCI training and organizational strategy intervention is supported by both quantitative and qualitative assessments with respect to its viability, acceptability, and perceived value as well as its effect on outcomes as judged by leaders and supervisees. To enhance staff-rated leadership for EBP implementation, the LOCI leadership and organizational change for implementation intervention is a workable and acceptable approach. Thorough testing of the LOCI's proximal and distal effects on leader behaviors, implementation leadership, organizational environment, and implementation results requires further research. According to the study's findings, LOCI could be a useful tactic to help firms become ready for the adoption and maintenance of EBP.