Opinion Leaders have informal influence on the attitudes and behaviors of people involved with implementing or delivering the innovation (Flodgren et al. 2011; T. Greenhalgh, Robert, et al. 2004; E. Rogers 2003). Waltz et al. reported on one study that found that informing opinion leaders was the fifth most commonly recommended implementation strategy by participating implementation experts (Waltz et al. 2019).
The original CFIR (Damschroder, Aron, et al. 2009) elaborated on this role further by acknowledging that opinion leaders can exert a strong negative or positive effect (Locock et al. 2001). The role and definition of opinion leaders is varied and complex. Locock et al. highlighted two types of opinion leaders: experts and peers (Locock et al. 2001). Expert opinion leaders exert influence through their authority and status (see Individuals: Characteristics: Opportunity) (Greenhalgh, Robert, et al. 2004). Peer opinion leaders exert influence through their representativeness and credibility (Greenhalgh, Robert, et al. 2004). Implementation Facilitators or Leads may use Opinion Leaders in a social system as “lieutenants” in diffusion activities (E. Rogers 2003). Opinion leaders can lose the respect of their peers if they come to be regarded as a professional change agent (E. Rogers 2003; L. Rogers et al. 2020). The effect of Opinion Leaders on promoting use of innovations is mixed based on a review of randomized control trials ranging from -6% to +25% in improving behaviors of healthcare professionals (Doumit et al. 2007).