scholarly journals Case for rethinking system leadership and its development in public health

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
T Smith
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Performance Management ◽  
System Development ◽  
Leadership Capacity ◽  
System Leadership ◽  
Systems Leadership ◽  
Management Staff ◽  
Leadership Research ◽  
Developing System

Abstract Background There is growing recognition of the importance of leadership in Public Health (PH) practice, and the need to embed it into the education and training of PH professionals. However the theoretical discourse within leadership research has changed significantly and there is recognition that previous conceptualisations of leadership, and our ways of developing it may be flawed, and need to be changed in practice. Objectives This presentation will discuss development of leadership theory, and system leadership. In particular it will highlight how System Leadership differs from previous understandings of leadership and the implications of this for ph practitioners and those charged with developing system leadership capacity within public health. Body of the session Leadership in organisations is mostly focused on current/anticipated internal challenges (strategy, performance management, staff engagement, etc.). Leaders are generally developed via individual leader development rather than a focus developing Leadership capacity across organisations/systems. Within PH it is increasingly realised that single organisations can no longer respond effectively to the “wicked” issues they face. They do not possess sufficient know-how to address the complex and multi-dimensional problems faced, so leadership models based on a single hierarchical organisation are not sustainable. There is a need to work collectively in an ecosystem-based approach (not an ego-based system). System Leadership development requires that participants are actively engaged in real attempts to improve PH System. Development requires that underlying values are made explicit, explored and diversity embraced. The emphasis will be on supporting learners in the doing rather than critiquing or talking about it. Conclusions There is need to appreciate fully the nature of systems leadership, together with implications for PH practice and the development of system leadership capacity throughout the PH workforce.

scholarly journals Where have all the followers gone?

Leadership ◽  
2020 ◽  
pp. 174271502098322
Author(s):  
Steve Kempster ◽  
Doris Schedlitzki ◽  
Gareth Edwards
Keyword(s):  
Social Media ◽  
Leadership Development ◽  
Social Constructions ◽  
Leadership Studies ◽  
Short Article ◽  
Mba Students ◽  
Executive Mba ◽  
Leadership Research ◽  
Do So

In this short article, we explore and problematise the axiomatic assumption of follower in the field of leadership studies notably the leader–follower axiom as the essential foundation of much leadership theorising. We do so, firstly by drawing on our experiences of exploring followership conceptually, and secondly, by reviewing conversations with executive MBA students. From these sources, we argue that the absence of identifications with followership offers a challenge to leadership assumptions around the socio-materiality of followers and their relations with leaders within organisational contexts. This leads us to questions like: what if follower identifications do not typically exist or are rejected in everyday organisational working contexts – despite discursive labelling of individuals as followers or following practices? Would or should leadership research and its examination of leader–follower dynamics fundamentally change and in what ways? We explore these questions and suggest very different orientations that might appear with regards to notions of the leadership relationship, leading and following dynamics, practice-based attention to leadership and perhaps very different approaches to leadership development. Such a (re)appraisal of the leadership lexicon may move notions of follower identification out of social constructions of organisational leadership and towards social media (Facebook, Twitter and Instagram) – where the phenomenon of being a follower is ever present, but is redefined as a phenomenon of vicarious fantasy associated with interest, curiosity and entertainment.

Holistic Leader(ship) Development: An Integrative Process Model of Leader and Leadership Development

2021 ◽  
Author(s):  
H. Michael Schwartz ◽  
Pooja Khatija ◽  
Diana Bilimoria
Keyword(s):  
Leadership Development ◽  
Identity Development ◽  
Organizational Support ◽  
Process Model ◽  
Leader Development ◽  
Leadership Capacity ◽  
Future Research ◽  
Organizational Contexts ◽  
Leader Identity ◽  
Capital Development

The question of how to efficiently, holistically, and successfully develop leaders has been the focus of scholars and practitioners for several decades. Embedding the process of leader development in organizational contexts allows participants to develop and apply leadership knowledge, skills, and identity awareness. Embeddedness facilitates the holistic integration of the interactive processes of leader development (which focuses on increasing the leadership capacity of an individual) and leadership development (which focuses on increasing the leadership capacity of an organization), which is referred to in this article as leader(ship) development (LD). Two sub-processes involved in LD (i.e., general and situational identity development and knowledge/skill/social capital development) and four mechanisms of embeddedness that facilitate holistic LD (i.e., leader identity integration, opportunities to learn and develop in the organization, organizational support and feedback, and helping relationships) will be described. A discussion on the ways by which management education pedagogy can integrate and facilitate embeddedness and provide guidance for future research will follow.

Pengembangan SIA Terintegrasi: Pengaturan Pembelian Kredit di PT Toyonaga Indonesia

2019 ◽  
Vol 4 (1) ◽  
pp. 142-148
Author(s):  
Dealin Mahaputri Leonika
Keyword(s):  
Qualitative Research ◽  
Internal Control ◽  
Business Processes ◽  
System Development ◽  
Application System ◽  
Development Life Cycle ◽  
Descriptive Approach ◽  
System Information ◽  
Main Support ◽  
Developing System

Abstract-- PT Toyonaga Indonesia is a manufacturing company engaged in the automotive field, the importance of purchasing activities as the main support in the process production and as revenue company , it is very necessary for  system that is mutually integrated computerized between one part and another. PT Toyonaga Indonesia has no system that can integrate between parts to facilitate internal control of the company. This study using method a qualitative research with a descriptive approach, which developing system design using a system development, system structured cycle due to SDLC is a recognized method and is used a lot of system development, steps structured and practical, tools from SDLC using more diagrams so easy to understand, the stages are related to each other. The results show that the system has been running well in PT Toyonaga Indonesia, but the system has not run effectively and efficiently so it is designed with an application system called Entrepreneurial Purchasing System to facilitate the company's business processes, especially in the field of credit purchases.   Keywords-- System Information Accounting In Purchase Credit   Abstrak--PT Toyonaga Indonesia adalah perusahaan manufaktur yang bergerak dibidang otomotif, karena begitu pentingnya kegiatan pembelian sebagai penunjang utama dalam proses produksi dan perolehan profit perusahaan maka sangat dibutuhkannya sistem yang saling terintegrasi secara komputerisasi antara satu bagian dengan bagian lain. PT Toyonaga Indonesia belum terdapat sistem yang dapat berintegrasi antar bagian untuk memudahkan pengendalian internal perusahaan. Penelitian ini menggunakan metode penelitian kualitatif dengan pendekatan deskriptif yaitu dengan mengembangkan perancangan sistem dengan menggunakan sistem tersturktur System Development Life Cycle karena SDLC merupakan metode yang diakui dan digunakan banyak pengembangan sistem, alur tahapannya terstruktur dan praktis, tools alat-alat dari SDLC menggunakan diagram yang lebih mudah dimengerti, tahapannnya terkait satu sama lainnya. Hasil penelitian menunjukan bahwa sistem yang berjalan pada PT Toyonaga Indonesia sudah berjalan dengan baik, namun sistem belum berjalan secara efektif dan efisien maka dirancang dengan sistem aplikasi dengan nama Purchasing Entris System agar memudahkan proses bisnis perusahaan khususnya dalam bidang pembelian kredit.   Kata Kunci--Sistem Informasi Akuntansi Pembelian Kredit    

Whole-Systems Leadership and Healing

2018 ◽  
pp. 365-370
Author(s):  
Mary Jo Kreitzer
Keyword(s):  
Effective Leadership ◽  
Social Issues ◽  
Positive Change ◽  
Shared Values ◽  
System Leadership ◽  
Adaptive Action ◽  
Systems Leadership ◽  
Whole Systems ◽  
Deep Listening

Social issues in education, housing, employment and the environment are linked and have a major impact on health comes. Effective leadership is collaborative and grounded in the shared values of people who work together to effect positive change. Whole-systems leadership builds capacity for adaptability, learning, and innovation. In displaying whole-system leadership, integrative nurses much engage in deep listening, have an awareness of the systems in which they are operating, have an awareness of self, seek diverse perspectives, suspend and embrace uncertainty when appropriate, and be ready take adaptive action. This chapter discusses whole-systems leadership in the context of integrative nursing and healing.

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 Practising inspired leadership: the use of applied theatre "prophetical" in the Executive Leadership Development Program for Queensland Health

2009 ◽  
Vol 33 (3) ◽  
pp. 377 ◽  
Author(s):  
Brad C Haseman ◽  
Meagan P Crethar ◽  
Jan N Phillips ◽  
Paul J Stafford
Keyword(s):  
Leadership Development ◽  
Performance Management ◽  
Development Program ◽  
Reform Process ◽  
Final Report ◽  
Performance Management Systems ◽  
Queensland Health ◽  
Major Reform ◽  
Independent Review ◽  
And Performance

QUEENSLAND HEALTH as an organisation has been under a great deal of pressure in recent times. On 26 April 2005, the Queensland Government announced an independent review of Queensland Health?s administrative, workforce and performance management systems. The review was established in response to public concern over the safety and quality of the public health system following events that took place at Bundaberg Hospital, particularly the appointment and practices of Dr Jayant Patel. Associated with the Patel case were issues of bullying and intimidatory behaviour at the workplace. In response to the recommendations of the review, Queensland Health embarked upon a major reform program. One of the strategies for driving reform highlighted by the Queensland Health Systems Review final report, September 2005 was leadership development. Strong leadership was identified as vitally important to both drive the reform process and improve workplace culture.

Trauma System Development and Future Directions

1993 ◽  
Vol 8 (2) ◽  
pp. 111-114 ◽  
Author(s):  
Judith B. Braslow ◽  
Joan A. Snyder
Keyword(s):  
Public Health ◽  
Emergency Medical Services ◽  
Trauma Care ◽  
System Development ◽  
Trauma System ◽  
The United States ◽  
Advisory Council ◽  
Medical Services ◽  
Emergency Medical ◽  
Care Systems

AbstractTraumatic injury, both unintentional and intentional, is a serious public health problem. Trauma care systems play a significant role in reducing mortality, morbidity, and disability due to injuries. However, barriers to the provision of prompt and appropriate emergency medical services still exist in many areas of the United States. Title XII of the Public Health Service Act provides for programs in support of trauma care planning and system development by states and localities. This legislation includes provisions for: 1) grants to state agencies to modify the trauma care component of the state Emergency Medical Services (EMS) plan; 2) grants to improve the quality and availability of trauma care in rural areas; 3) development of a Model Trauma Care System Plan for states to use as a guide in trauma system development; and 4) the establishment of a National Advisory Council on Trauma Care Systems.

scholarly journals Systems leadership in practice: thematic insights from three public health case studies

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Charlotte Bigland ◽  
David Evans ◽  
Richard Bolden ◽  
Maggie Rae
Keyword(s):  
Public Health ◽  
Case Studies ◽  
Health Systems ◽  
System Structure ◽  
Health Improvement ◽  
Global Public Health ◽  
Structured Interviews ◽  
Public Health Systems ◽  
Systems Leadership ◽  
Indicators Of Success

Abstract Background ‘Systems leadership’ has emerged as a key concept in global public health alongside such related concepts as ‘systems thinking’ and ‘whole systems approaches.’ It is an approach that is well suited to issues that require collective action, where no single organisation can control the outcomes. While there is a growing literature on the theory of systems leadership in a number of fields, there remains a lack of published empirical studies of public health systems leadership for professionals to learn from. The aim of the current project was to conduct cases studies in UK public health to provide empirical evidence on the nature of effective systems leadership practice. Methods Three system leadership case studies were identified in the key domains of public health: health protection, healthcare public health and health improvement. A total of 27 semi-structured interviews were conducted. Data were thematically analysed to identify the components of effective systems leadership in each case and its impact. Results The thematic analysis identified themes around ‘getting started,’ ‘maintaining momentum’ and ‘indicators of success’ in systems leadership. In terms of getting started, the analysis showed that both a compelling ‘call to action’ and assembling an effective ‘coalition of the willing’ are important. To maintain momentum, the analysis identified themes relating to system structure, culture and the people involved. Regarding culture, the main themes that emerged were the importance of nurturing strong relationships, curiosity and a desire to understand the system, and promoting resilience. The analysis identified three components that could be used as indicators of success; these were a sense of enjoyment from the work, resource gains to the system and shifts in data indicators at the population level. Conclusions This study has provided insight into the nature of systems leadership in public health settings in the UK. It has identified factors that contribute to effective public health systems leadership and offers a thematic model in terms of establishing a systems leadership approach, maintaining momentum and identifying key success indicators.

Sign in / Sign up

Export Citation Format

Share Document