Implementation Leads may emerge organically out of a grassroots (bottom-up) initiative to e.g., improve use of an innovation (Bonawitz et al. 2020; Damschroder, Banaszak-Holl, et al. 2009). Alternatively, Implementation Leads may be identified through top-down assignment. Ilot et al. found that “none of the instigators” of implementation were formally appointed in their cross-case comparison study, though some ultimately assumed that role (Ilott et al. 2012). Individuals who volunteer to lead may be more effective than those who were assigned the role (Bonawitz et al. 2020).
The term Implementation Lead is used to focus on individuals who are leading the implementation effort. These individuals take on the role as coordinator, project manager, team leader, or other similar responsibility. These leaders may or may not have dedicated time allocation to the role (see Individuals: Characteristics: Opportunity). The term champion may be used to describe the person leading implementation (Miech et al. 2018); it is important to distinguish the role of champion versus championing behavior that can be exhibited by many of the listed implementation roles (see Individuals: Characteristics: Motivation). Implementation Leads benefit from having project management skills, including critical thinking, influence, motivation, grit, conscientiousness, negotiation, participatory leadership style, and problem-solving (see Individuals: Characteristics) (Bonawitz et al. 2020; Müller and Turner 2010; Barron and Barron, n.d.).
The original CFIR (Damschroder, Aron, et al. 2009) elaborated on this role further by noting that ideally, Implementation Leads dedicate themselves to supporting, marketing, and ‘driving through an [implementation]’ (Greenhalgh, Glenn Robert, et al. 2004), overcoming indifference or resistance that the innovation may provoke in an organization. Ideally, Implementation Leads bring a high degree of passion, creativity, and willingness to take risks in accomplishing implementation goals (see Individuals: Characteristics) (Maidique 1980). There is strong to moderate support for the role of Implementation Leads on implementation outcomes, (Greenhalgh, Robert, et al. 2004; Helfrich, Weiner, et al. 2007; Miech et al. 2018; E. Rogers 2003) though a more recent review found mixed impacts (Santos et al. 2022).