Leadership in public health

2021 ◽  
pp. 243-260
Author(s):  
Kevin A. Fenton
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Public Health Practice ◽  
Leadership Role ◽  
Leadership Practice ◽  
Leadership Challenges ◽  
Health Leadership ◽  
The Individual ◽  
Administrative Task ◽  
Do So

This chapter explores the concepts of leadership relevant to and as applied in public health practice. It looks at various concepts of leadership, frameworks for developing public health leaders, leadership development, and explores how one’s leadership practice and values evolve across their career and life course. It draws upon examples and case studies of public health leadership at global, national, and local levels; in a variety of organizations; and in various contexts to illustrate the diversity of leadership challenges, approaches, and applications. As with other public health skills, effective leadership may be taught, evaluated, and developed, with an individual’s comfort and competence with their preferred and alternative leadership styles evolving over time. This is however highly dependent upon one’s professional ambition, engagement, experience, environment, opportunities, and challenges, both in professional and private spheres. The chapter ends by exploring the principles of authentic leadership, reinforcing the importance of practitioners, at whatever phase in their career, understanding their core values, life purpose, and aligning with their day-to-day practices and the organization’s priorities. While not everyone will currently or ever be in a senior executive leadership role, many aspire to do so at some stage in their career, and everyone working in public health will be called upon to lead an activity at some stage—whether a project, administrative task, strategy, or analysis. So, leadership is ultimately everyone’s business, and the time to prepare by laying strong foundations is now. Leadership is a craft that can be learnt, nurtured, and shared, but it will be for the individual to decide when, where and how they are being called to do so, and ultimately what their answer will be.

scholarly journals In defence of a single body of clinical and public health, medical ethics

2020 ◽  
Vol 20 (S2) ◽  
Author(s):  
Jean-Pierre Unger ◽  
Ingrid Morales ◽  
Pierre De Paepe ◽  
Michel Roland
Keyword(s):  
Public Health ◽  
Care Delivery ◽  
Public Health Practice ◽  
Public Health Ethics ◽  
List Type ◽  
Health Practice ◽  
Health Ethics ◽  
Medical Associations ◽  
Patient’S Autonomy ◽  
The Individual

Abstract Background Since some form of dual clinical/public health practice is desirable, this paper explains why their ethics should be combined to influence medical practice and explores a way to achieve that. Main text In our attempt to merge clinical and public health ethics, we empirically compared the individual and collective health consequences of two illustrative lists of medical and public health ethical tenets and discussed their reciprocal relevance to praxis. The studied codes share four principles, namely, 1. respect for individual/collective rights and the patient’s autonomy; 2. cultural respect and treatment that upholds the patient’s dignity; 3. honestly informed consent; and 4. confidentiality of information. However, they also shed light on the strengths and deficiencies of each other’s tenets. Designing a combined clinical and public health code requires fleshing out three similar principles, namely, beneficence, medical and public health engagement in favour of health equality, and community and individual participation; and adopting three stand-alone principles, namely, professional excellence, non-maleficence, and scientific excellence. Finally, we suggest that eco-biopsychosocial and patient-centred care delivery and dual clinical/public health practice should become a doctor’s moral obligation. We propose to call ethics based on non-maleficence, beneficence, autonomy, and justice – the values upon which, according to Pellegrino and Thomasma, the others are grounded and that physicians and ethicists use to resolve ethical dilemmas – “neo-Hippocratic”. The neo- prefix is justified by the adjunct of a distributive dimension (justice) to traditional Hippocratic ethics. Conclusion Ethical codes ought to be constantly updated. The above values do not escape the rule. We have formulated them to feed discussions in health services and medical associations. Not only are these values fragmentary and in progress, but they have no universal ambition: they are applicable to the dilemmas of modern Western medicine only, not Ayurvedic or Shamanic medicine, because each professional culture has its own philosophical rationale. Efforts to combine clinical and public health ethics whilst resolving medical dilemmas can reasonably be expected to call upon the physician’s professional identity because they are intellectual challenges to be associated with case management.

Ledelse mellom sterke ideologier og lillebrorkomplekser – en eksplorerende studie i tverrfaglig spesialisert rusbehandling

2022 ◽  
Vol 59 (2) ◽  
Author(s):  
Margrethe Aaen Erlandsen ◽  
◽  
Hilde Elise Lytomt Harwiss ◽  
Steinar Bjartveit ◽  
Espen Ajo Arnevik ◽  
...  
Keyword(s):  
Substance Use ◽  
Leadership Development ◽  
Leadership Role ◽  
Substance Use Treatment ◽  
Focus Group Interviews ◽  
Health Leadership ◽  
Fertile Ground ◽  
Inferiority Complex ◽  
Group Interviews ◽  
Pragmatic Leadership

Background: Substance use treatment has long traditions in Norway, but it was not until 2004 that it became part of the specialist health service, leading to new leadership requirements. The aim of this study was to understand how the field is perceived from a leadership perspective and how leaders perceive their leadership role. Method: The study is based on three focus group interviews with the mentors of 28 network groups. Data were analysed through systematic text condensation. Results: The analysis resulted in a clustering of four aspects the informants reported to characterise their perceptions of their leadership role: the inferiority complex, values ​​in substance use treatment, pragmatic leadership, and subjective leadership. Implications: The analysis shows that informal hierarchies of power, ideology, and expectations of interdisciplinarity in all decisions provide fertile ground for a flat structure and ambiguity in management. The findings reveal the need for measures to strengthen recognition of the field and develop the leadership role. Keywords: Substance use treatment, leadership, drugs, addiction, health, leadership development

The Individual, Society, and Health Behavior

PEDIATRICS ◽  
1966 ◽  
Vol 37 (4) ◽  
pp. 706-706
Author(s):  
ROBERT J. HAGGERTY
Keyword(s):  
Public Health ◽  
Social Psychology ◽  
Health Behavior ◽  
Public Health Practice ◽  
Health Practice ◽  
Behavioral Sciences ◽  
The Public ◽  
Public Health Model ◽  
Health Model ◽  
The Individual

This is a mind stretching book. It presents a broad picture of studies from the behavioral sciences—especially social psychology—of relevance to public health practice. If there is any criticism of the book it would be the exclusive use of the public health model to show the relevance of this knowledge to medicine. This is not to say that there is not a great deal of value in this book for the practitioner dealing with individual children and their families.

Suggestions for Strengthening the Public Health Leadership Development Model

2017 ◽  
Vol 4 (2) ◽  
pp. 88-94
Author(s):  
Brandon Grimm ◽  
Melissa Tibbits ◽  
Shannon Maloney ◽  
Patrik Johansson ◽  
Mohammad Siahpush
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Current Model ◽  
Development Model ◽  
Public Health Workforce ◽  
The Public ◽  
Development Models ◽  
Health Leadership ◽  
Primary Model ◽  
Public Health Leadership

For over 20 years the current model of Public Health Leadership Institutes (PHLIs) has been the primary model for “leadership” development. Past studies have shown that the model is successful in increasing participants’ knowledge and developing individual skills. However, limited evidence suggests that the model leads to outcome-based results. This review compares the current PHLI model with traditional corporate leadership development models and determines that the PHLI model is in fact related more closely with a “leader” development model. Additionally, it is suggested that it is not possible to measure outcome-based results because of the limitations of the current model. Finally, recommendations are made to refine the model to make it more closely aligned with a true “leadership” development model, thus making it more effective at educating and training the current public health workforce.

scholarly journals Principles of Lifeworld Led Public Health Practice in the UK and Sweden: Reducing Health Inequalities

2015 ◽  
Vol 2015 ◽  
pp. 1-4 ◽  
Author(s):  
Ann Hemingway ◽  
Liz Norton ◽  
Clara Aarts
Keyword(s):  
Public Health ◽  
Health Inequalities ◽  
Public Health Practice ◽  
National Policy ◽  
Health Practitioner ◽  
Health Issues ◽  
Health Practice ◽  
Community Members ◽  
The Individual ◽  
The Uk

The purpose of this paper is to consider the role of the lifeworld perspective in reducing inequalities in health and we explain how the public health practitioner can use this perspective to address public health issues with individuals and groups. We offer ideas for public health actions that are based on and deal with the lifeworld context of individual people or families. Each of the dimensions of the lifeworld temporality, spatiality, intersubjectivity, embodiment and mood are outlined and their significance explained in relation to health inequalities. Suggestions for action to reduce health inequalities are made and overall principles of lifeworld led public health practice are proposed by way of conclusion. The principles comprise understanding the community members’ lifeworld view, understanding their view of their potential, offering resources and facilitating empowerment, and sharing lifeworld case studies and lobbying to influence local and national policy in relation to both the individual and communities.

Promising Practices: Triple M—A Coaching and Mentorship Program for Public Health Leadership Development

2020 ◽  
pp. 152483992094070
Author(s):  
Hamida Bhimani ◽  
Julia Roitenberg ◽  
Michelle Suarly
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Lessons Learned ◽  
Promising Practices ◽  
Additional Time ◽  
Mentorship Program ◽  
The Public ◽  
Protected Time ◽  
Team Coaching ◽  
Health Leadership

The Triple M (Mobilizing Meaningful Mentorship) program is a leadership development initiative at the public health branch of the Regional Municipality of York (York Region Public Health) that uses individual and team coaching and mentoring strategies. The Triple M program consists of one-on-one mentoring, stretch assignments, a Triple M challenge, team coaching and LEADS seminars. Triple M has the following benefits (a) organization-wide and cross-departmental connections, (b) application of leadership concepts and theory to a practical stretch assignment, (c) guidance and support from mentors to navigate challenges, and (d) the formation of the next generation of public health leaders. The lessons learned from this initiative include (a) that additional time is needed to apply program learnings during stretch assignments and (b) that adequate protected time is required to actively participate in the mentorship component of the program. The next steps for Triple M include (a) exploring ways to increase the duration of stretch assignments and (b) introducing an online platform to promote accessibility to participate in the program.

Linking learning methods to outcomes in public health leadership development

2007 ◽  
Vol 20 (2) ◽  
pp. 97-123 ◽  
Author(s):  
Delesha L. Miller ◽  
Karl E. Umble ◽  
Steve L. Frederick ◽  
Donna R. Dinkin
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Learning Methods ◽  
Health Leadership ◽  
Public Health Leadership
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