Full-Range Public Health Leadership, Part 2: Qualitative Analysis and Synthesis

Abstract

Public health leadership is an important topic in the era of U.S. health reform, population health innovation, and health system transformation. This study utilized the full-range leadership model in order to examine the public health leadership. We sought to understand local public health leadership from the perspective of local health department leaders and those who work with and for them. Public health leadership was explored through interviews and focus groups with directors (n = 4) and staff (n = 33) from local health departments. Qualitative analytic methods included reflexive journals, code-recode procedures, and member checking, with analysis facilitated by Atlas.ti v.6.0. Qualitative results supported and expanded upon previously reported quantitative findings. Leading by example and providing individual consideration to followers were found to be more important than other leader factors, such as intellectual stimulation, inspirational motivation, or idealized attributes of leaders. Having a clear and competent vision of public health, being able to work collaboratively with other community agencies, and addressing the current challenges to public health with creativity and innovation were also important findings. Idealized leadership behaviors and individual consideration should be the focus of student and professional development. Models that incorporate contextual considerations, such as the situational leadership model, could be utilized to ensure that optimal individual consideration is given to followers.

Perceptions of public health nursing Team Leaders (TLs) and Team Supervisors (TSs) on nurse’s development in Fiji

“…The support for professional development included the established health system; upgrade knowledge of new management techniques; evidence- based practice: regular training: capacity building: teamwork: interpretation of data: planning and implementing new ideas: ongoing CNE: training on technologies: nurses’ attachments in clinical settings: refresher training: and evidence-based practice. Developing skills and abilities to enhance managers level of technical expertise practice, loyalty and engagement, staff development is comprehensive than that of leadership skills, suggesting the opportunities for specialized training or advance education [ 32 ]. Other recommendations were for staff turnover, with nurses who take over should being well-trained in all areas so that service delivery; all training and participants should present to the unit on completion to maintain the nursing standard and theoretical and evidence-based education.…”

Editorial: Leading People – Managing Organizations: Contemporary Public Health Leadership

“…Findings such as these provide the requisite tools to provide training opportunities related to emotional intelligence and trust in organizations. In a two-part article, Carlton et al ( 11 , 12 ) consider full-range public health leadership as a useful construct for considering the complex challenges faced by effective public health leaders. They provide both a quantitative as well as a qualitative analysis and synthesis utilizing transformational leadership as a model for their study.…”

Public health leadership in the COVID-19 era: how does it fit? A scoping review

“…Identifying capacities, values and traits of leaders can help institutions and educators to build programmes that ensure a workforce capable of strengthening the resilience and preparedness of healthcare systems and leading public health to address possible future threats. 15…”