The Canadian health-care system, among many worldwide, is a complex, highly decentralized multijurisdictional public health-care system that has undergone major reforms since 1988 (Dixon, 2013; Marchildon, 2013). Also, it is one of the most expensive health-care systems in the world in terms of per capita health-care expenditure and delivers below-average health-care outcomes compared to its Western counterparts (Marchildon, 2013). According to the Advisory Panel on Healthcare Innovation, even though Canada’s health-care system is a source of national pride for Canadians, they have deep concerns about their health-care system, and the stakeholders see a need for change in how the health care is legislated, financed, organized and delivered. Many of the provincial governments and associations in Canada are actively seeking “patient-centered change”, and this shift will require health-care organizations to work in new ways that involve strong leadership and engagement of staff through training and coaching (Baker, 2014). Thus, adequate leadership will play a central role in Canadian health-care reform moving forward (Dickson, 2016). Though effective leadership has been identified as one of the key enablers contributing to improving health system performance, leaders need to develop key competencies before embracing new responsibilities related to patient-centered change (Dickson, 2016; Dickson and Tholl, 2013). Effective leaders known for their optimism, transparency, high ethical standards and their ability to inspire and motivate their followers (Avolio and Gardner, 2005; Avolio et al., 2004; Bass, 1985) can have a strong impact on the quality of care provided by the health-care organizations, and training leaders to lead is an important step in creating effective leaders. It is also crucial to assess the impact of training on leaders and, more importantly, on the quality of care provided in the health-care establishment itself. A recent King’s Fund (UK) report on health-care leadership reported that there is “very little evidence for the effectiveness of leadership development programmes and evidence-based approaches are needed to ensure a return of huge investments made” (West, 2015). Thus, there is a great need for an evaluative instrument to assess the impact of leadership training on health-care organizations.