Key points to leadership growth: A checklist for Leaders
In 2006, the Health Care Leaders Association of BC, in collaboration with major health employers and post-secondary institutions began developing a learning process that would enhance the overall quality and quantity of health leaders in BC. The result was the creation of the leaders for life Initiative

The Lead Self domain of the LEADS in a Caring Environment leadership capability framework consists of four capabilities: a leader (1) is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates Character.

Executive Summaries:

• Lead-Self: This report examines and reviews the literature supporting the Lead Self domain of LEADS in a Caring Environment leadership capability framework. Lead self consists of four capabilities: A leader (1) is self-aware, (2) manages self, (3) develops self, and (4) demonstrates character.
• Engage Others: Engaging and connecting others is an essential element of leadership. Without willing, energized, and engaged followers, a leader is unable to accomplish results on any significant scale.
• Achieve Results: There is no doubt that achieving results is a set of core capabilities for all leaders. The LEADS in a Caring Environment framework describes the Achieve Results domain as “Leaders are accountable for managing the resources of the organization to achieve results.”
• Develop Coalitions: The aim of this executive summary is to highlight the relevant findings of the research and practices of collaboration as it relates to the Develop Coalitions domain of the LEADS in a Caring Environment framework and the role of the four Develop Coalitions capabilities in leading change in health care in Canada.
• Systems Transformation: Numerous studies, commission reports, media editorials, and professional organization reports have been calling for major reform in the Canadian health sector. Expectations for change—driven by funding pressures, demographics, public expectations, and technology—suggest that transformation to reform the health sector is both expected and required.

Leadership priorities(WHO, 2015)
Leadership priorities give focus and direction to work at WHO. They are areas where it is vital for WHO to lead – the key issues which stand out from the body of work.

• Infographic on Leadership Priorities
• Infographic on how to combine one’s leadership prowess with a fluency in Healthcare Principles

Tags: Leadership at WHO

Preparing Leaders in Public Health for Success in a Flatter, More Distributed and Collaborative WorldJohn R. Kimberly, PhD (Public Health Reviews) – Article by Henry Bower, Professor, Departments of Management and Health Care Management, the Wharton School, and University of Pennsylvania

• In a world that is rapidly changing, what are the challenges for which leaders in public health in the future need to be prepared, what are the qualities and skills they will need for success, and where will they get the training they require?

Tags: competencies, globalisation

Servant Leadership: Quotes and Definition of the Model. Article written by Eric Gill for Concordia online which talks about:

• How from initial project-planning stages to final implementation, servant leaders think about how they can best serve others.
• Whether it’s a small private business or a large public entity, servant leadership is about transforming an organization into a successful enterprise by inspiring people to excel.

Tags: Servant Leadership

Public Health Leadership Initiative by CDC
CDC believes that public health agencies can make great strides in preventing child maltreatment. The purpose is to assist and support state agencies as they work to better the lives of children and adults. This Initiative:

• Serves as a foundation for building a strong national public health prevention system that promotes safe, stable and nurturing relationships (SSNRs) for children and prevents child maltreatment.
• Raises awareness about child maltreatment prevention as a public health issue.
• Identifies ways to support, improve, and expand child maltreatment prevention efforts at public health agencies.

Other resources related to the initiative.

Tags: Leadership resources at CDC

Emerging Leaders’ Program Development Handbook
Creating a Program for Developing and Supporting Emerging Public Health Leaders

• This is a description of the steps taken and the issues addressed in developing the Emerging Leaders Network in Minnesota.  

Tags: Emerging leaders

Stifling public health leadership is bad for Toronto’s health
By Michael Shapcott, Director, Affordable Housing and Social Innovation at the Wellesley Institute, an independent, non-profit research and policy dedicated to advancing urban health.

•  Toronto’s Medical Officer of Health has recently been the target of political and personal attacks for his evidence-based research and policy advice on the public health dimensions of traffic safety.
• The author spreads a strong voice through this blog on “should the city’s top public health official be speaking out on population health issues that affect the entire city?”

Tags: Toronto’s Public Health Leadership

Leadership Skills for Today and Tomorrow
By Jack Thompson, Principal Lecturer in the Department of Health Services at the University of Washington School of Public Health.

• He talks about how public health leaders need to articulate to their peers, staff, and community partners the centrality of social determinants to the future of public health.
• He argues that there need to be targeted investments in public health, that we can learn from global experiences to target such investments, and that the Affordable Care Act offers opportunities to put such an approach into practice.

The Maternal and Child Health Leadership Skills Development Series by John Hopkins Bloomberg School of Public Health, Baltimore, brings leadership concepts to life in an MCH context, allowing you to conduct your own training sessions, within your own time frames and in your own settings. 
Who should use the MCH Leadership Skills Development Series?

• State and local public MCH programs
• Community based organizations and non-profits
• Federal agencies
• Program staff at any level of the organizational hierarchy

Module 1: Tapping Into Your Leadership Potential
Learning Objectives:

• Participants will identify characteristics they consider important to leadership.
• Participants will identify their own leadership qualities and those they would like to further develop.
• Participants will understand the difference between management and leadership in the context of organizational development.
• Participants will be able to apply their concepts of leadership to a case study scenario.

Module 2: Creating Clarity and Shared Vision
Learning Objectives:

• Participants will appreciate how self-limiting models weaken creativity and thinking processes.
• Participants will understand the importance of shared vision.
• Participants will be able to discriminate between a good shared vision and a poor one.
• Participants will know the steps in nurturing a good shared vision.

Module 3: Building and Supporting Teams
Learning Objectives:

• Participants will appreciate the different functional (as opposed to professional) roles team members play.
• Participants will draw from their and their colleagues’ experiences to identify effective and ineffective team dynamics.
• Participants will understand the role of leadership in fostering an organizational climate that empowers and inspires people.

Module 4: Managing Conflict Effectively
Learning Objectives:

• Participants will examine their personal views of, and reactions to, conflict.
• Participants will examine the effects of their emotions on their effectiveness at work.
• Participants will enhance their communication and negotiation skills to more productively deal with conflict.
• Participants will learn and apply new strategies for analyzing and responding to conflict.

Module 5: Organizational Change
Learning Objectives:

• Participants will understand the roles of behavior and emotion in resistance to organizational change.
• Participants will be able to assess and influence an organization’s readiness for change.
• Participants will understand the critical steps in creating and maintaining a successful change effort.
• Participants will examine strategies both for leading change and for responding to change in their own organizations.

Module 6: Developing People
Themes:

1. Developing People: Overview and Introduction
2. Organizational Environments that Support Developing People
3. Motivating Employees for Improved Performance
4. Developing People: Does One Size Fit All?
5. Mentoring and Coaching
6. Succession Planning as an Ongoing Activity

Tags: Online leadership building modules

The Mind Tools contains management, career and thinking toolkit including on leadership.
According to the idea of transformational leadership, an effective leader is a person who does the following:

• Creates an inspiring vision of the future.
• Motivates and inspires people to engage with that vision.
• Manages delivery of the vision.
• Coaches and builds a team, so that it is more effective at achieving the vision.

Tags: Online leadership tools

Center for Health Leadership at the UC Berkeley School of Public Health houses a resource center that includes podcasts, articles, presentations, photos, and videos from past events. It gives links to various leadership organisations, online learning sources and videos on leadership.

Tags: Online leadership tools

Integrative Global Leadership: Leading Across Boundaries for the Common Good

• This keynote address focuses on how leaders can bring together diverse groups of people to tackle shared problems and achieve the common good.
• Associate Professor Barbara Crosby offers insights from her research on integrative leadership, the work of leading across boundaries to achieve the common good. 

Tags: Online leadership tools

Servant leadership: A Conceptual Framework for Measuring Servant-Leadership
By Don Page and Paul T. P. Wong, Trinity Western University, Langley, B.C. (Page1-28)

• The primary purpose of this chapter is to develop a conceptual framework for assessing servant-leadership, an area that is under-researched in the abundant literature on servant-leadership.

Tags: Servant Leadership

Management vs. Leadership in Public Health Organizations
(Published in Houston Chronicle)

• It discusses about how the distinction between management and leadership is not always clear, especially because the same person is often called upon to exercise both functions.
• The best way to improve both management and leadership skills is to understand how the two terms are different, and where they overlap in a public health context.

Tags: Management vs. Leadership

Transformational Leadership and Job Satisfaction of Advanced Practice Nurses in Public Health Settings
By Mary Y. Wong, School of Advanced Studies, University of Phoenix.

• The purpose of this study was to validate the relationships among transformational leadership behaviors, organizational commitment, job satisfaction, and intent to leave the nursing profession.
• The data revealed that leadership is the primary factor that contributes to promoting organizational commitment, increasing job satisfaction, and retaining employment.

Tags: Transformational Leadership

Dimensions of Meta-Leadership by National Preparedness Leadership Initiative
At Harvard school of Public Health.

• The Meta-Leadership framework and practice method has been developed by faculty at the NPLI after extensive research on and observation of leaders in high-stress, high-stakes situations.
•  It is designed to provide individuals with tools that are conceptually and practically rigorous so that they are better equipped to act and direct others in emergency situations.
• Meta-leadership is currently being used by leaders in the fields of homeland security, emergency preparedness and response, and public health in the public, private, and non-profit sectors.

Tags: Meta-Leadership

Meta-Leadership: Closing Preparedness Gaps to Safeguard America
Blog by Charles Stokes, President and CEO, CDC Foundation

• The deep budget cuts that are straining the capacity of CDC, along with state and local health agencies across the country are creating tough times. 
• Community leaders have to figure out creative ways to help close the gaps to keep America healthy, safe and secure.
•  A “meta-leader” is a leader of leaders – someone who can mobilize people and organizations to collaborate in times of crisis.

Tags: Meta-Leadership

Executive Summary of White Papers on Public Health Leadership

• Four papers were included for the Leadership Summit which was held in Atlanta on December 5-6, 2006.
• These papers were from the Public Health Leadership Society (PHLS), the National Public Health Leadership Development Network (NLN), Dr. Louis Rowitz, and three authors from Harvard University and the Centers for Disease Control and Prevention.

Future of Public Health Leadership Program: Policy Considerations
Leadership in Public Health – Introduction Stephen B. Thacker, Director Joseph Kimbrell, MA, LCSW Office of Workforce and Career Develop
Public Health Leadership Dialogue: Summary of a Workshop Stephen B. Thacker, Director Leonard J. Marcus, PhD, Co-Director Office of Workforce and Career Development

Tags: Leadership Programs

Public Health Leadership Development 2010: A Seamless Approach for the Future by Louis Rowitz

• It talks about the Public Health Leadership programs: Importance and Rationale.

Ecological leadership subsets and leadership skill areas

• The table is a beginning of an exploration of the leadership subsets that we will need to address involving emerging public health issues over the next several years.

Tags: Ecological Leadership

Canadian Management Care

• Webcasts, podcasts, articles, research and white papers on Leadership

Tags: Online leadership tools

Public Health Leadership and Management Self-Assessment

• The purpose of North Carolina Public Health Academy-PH Leadership and Management Self-Assessment is to help you discover your level of competency on key dimensions of management in public health.
• By assessing your level of knowledge or skill for each competency indicator described, you will be able to prioritize your learning time to focus on those areas that are most important to you and to concentrate where the need for training and learning may be greatest.

Tags: Self-assessment tools

Principles of leadership and delegation
Understanding Individuals: Principles of Leadership and Delegation by Health Knowledge, a public health learning platform
Tags: Online leadership learning
Leadership Resource Center

• Leadership resource center/toolkit developed by American Society of Health-System Pharmacists (ASHP). It includes self-assessment, self-development tools and learning modules. Though it is not specific to public health, it includes a number of helpful resources.

Tags:  Online leadership learning

Collaborative Leadership

• It is leadership shown by a group that is acting collaboratively to solve agreed upon issues.
• It uses supportive and inclusive methods to ensure that all people affected by a decision are part of the change process.
• As featured on the APHA website as well, this site offers tools, resources, and training information about collaborative leadership, with a special focus on developing public health leaders.

Tags: Collaborative Leadership

Interpreting Your Results:  The Leadership Orientation Instrument
By Medical College of Wisconsin, WI (2015)

• The Bolman and Deal Leadership Orientation Instrument (LOI) is a 32 item survey and can be used to assess one’s own skills or by colleagues to assess their leaders skills.

Tags: Leadership assessment tool

Is Leadership Style Associated with Budget and Program Cuts?
By Public Health Services and Systems Research (PHSSR), University of Kentucky College of Public Health, Lexington, KY (USA). Presented by Laura Cassidy, Director, Epidemiology Division, Director, Public & Community Health Program, Medical College of Wisconsin
It includes:

• Bolman and Deal Leadership Instrument
• Leadership Styles and Local Health Departments (LHD) characteristics
• Budget and Program cuts associated with LHDs

Is Leadership Style Associated with Resource Reductions in Local Health Departments?

• Poster by Laura D Cassidy presenting the methodology  to measure the economic impact of LHDs as measured by budget cuts, personnel cuts, program cuts and program reductions and the association with leadership style

Tags: Leadership and Budgets

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