Evaluation of a flagship business school programme in global surgery: a cross-sectional study

Abstract

Background: Surgical disciplines often lack executive leadership training. To address this gap, the University of Cape Town’s Global Surgery Division partnered with its Graduate School of Business to create a novel leadership programme for surgical system strengthening in low- to middle-income countries. This study evaluated the programme’s impact on alumni careers and development.

Methods: A cross-sectional study was conducted using a structured online questionnaire distributed to all 72 alumni (2022–2025) of the University of Cape Town (UCT)’s Executive Leadership in Global Surgery programme. Quantitative data on professional development, career outcomes, and programme engagement were collected.

Results: A total of 43 participants completed the survey (59.70% response rate). Up to 36 participants (83.70%) found the programme transformative or partially transformative, and 37 (86.00%) rated the curriculum as highly relevant. After the programme, 29 (67.40%) reported significantly improved confidence and 13 (30.20%) reported moderate improvement. Over half (23, 53.50%) increased involvement in policy or advocacy, and 9 (20.90%) received a promotion or new leadership role. Most (35, 81.40%) applied the skills daily or weekly, and 14 (32.60%) expanded programme projects into larger initiatives. Prior training and experience were not significant predictors of leadership evolution. Key barriers included time constraints and limited institutional support.

Conclusion: The UCT Executive Leadership in Global Surgery course provides practical leadership and implementation tools through a novel business-school framework. By building competence, confidence, and a professional network, this model shows potential to strengthen surgical systems across Africa and similar settings. Such programmes could be adopted by other business schools in partnership with surgical departments.