Leadership in Health Systems: A New Agenda for Interactive Leadership

Chunharas, Somsak; Davies, Dame Sally

doi:10.1080/23288604.2016.1222794

Cited by 24 publications

(18 citation statements)

References 1 publication

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“…The particular importance of participatory leadership for health systems lies in their complexity—they are comprised of multiple sets of people and organizations working within a dynamic environment of changing health needs, medical and technological advances and resource conditions. As in any complex system, leadership is necessary not only to guide and enable the different parts of the system to work towards common goals ( Chunharas and Davies 2016 ), but also to enable the emergence of learning, creative and adaptive capacity ( Uhl-Bien et al 2007 ); and such leadership is a collective product of leaders and followers co-constructing shared meaning and action towards common objectives ( Bolden 2011 ). Thus,…”

Section: What Lessons Can Be Drawn From This Set Of Papers?mentioning

confidence: 99%

Strengthening health system leadership for better governance: what does it take?

Gilson

Agyepong

2018

Health Policy and Planning

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This editorial provides an overview of the six papers included in this special supplement on health leadership in Africa. Together the papers provide evidence of leadership in public hospital settings and of initiatives to strengthen leadership development. On the one hand, they demonstrate both that current leadership practices often impact negatively on staff motivation and patient care, and that contextual factors underpin poor leadership. On the other hand, they provide some evidence of the positive potential of new forms of participatory leadership, together with ideas about what forms of leadership development intervention can nurture new forms of leadership. Finally, the papers prompt reflection on the research needed to support the implementation of such interventions.

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Section: What Lessons Can Be Drawn From This Set Of Papers?mentioning

confidence: 99%

Strengthening health system leadership for better governance: what does it take?

Gilson

Agyepong

2018

Health Policy and Planning

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“…Indeed, a sudy showed that both poor leadership practices often impact negatively on staff motivation and patient care, and also provided some evidence of the positive potential of new forms of participatory leadership (Gilson, 2018). This is so, not only as usual for high-level policy makers, but also for leadership roles undertaken by many actors during the lengthy process of policy initiation, selection, development, implementation, and evaluation (Chunharas et al, 2016).…”

Section: Leadership and Health Systemmentioning

confidence: 97%

“…The leaders referred to are usually high-level policy makers. in discussions about universal health coverage which emphasize the importance of macro decision making and the role of the state (Chunharas et al, 2016), but also the need of leadership and decision-making at each level of the health system.…”

Section: Leadership and Decision-makingmentioning

confidence: 99%

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2020

IRJPEH

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To assess leadership for optimal performance of the District Health Management Teams (DHMT) in Burkina Faso. A cross-sectional study was conducted from May 2014 to September 2015. The data collected were: socio-demographic and professional data, and domains (management, leadership, communication, decision-making, problemsolving) from the online Mind Tools resources, and planning. The factors of management were identified using the linear regression through the SPSS software 20. The 64 participants had a mean-age of 37.1 (35.8-38.5) years-old. The score by domain were the following: leadership score was 63.8 (62.6-65.1), score management = 73.6 (71.1-76.2), score communication = 55.5 (53.9-57.0), score of decision making = 64.1(62.2-66.1), score problem-solving = 63.9 (62.0-65.9), and score planning = 39.5 (37.7-41.3). By univariate analysis, the factors of the health district's leadership were: decision making score (p<0.001) and management score (p= 0.003). By multivariate analysis, the factor of the health district's leadership was the decision making score (p=0.023).For strong leadership, the decision-making must be at the heart of district health management for best performances.

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“…Box 1 presents the OTF Programme’s analysis of the leadership needs of the South African health system, developed over time and through engagement with the students in the Programme (see also Doherty and Gilson 2011 ; Gilson and Daire 2012 ). As this analysis reveals, the underlying theory of effective leadership that the Programme espoused during the evaluation period is that it builds on, and acts through, sound interpersonal relationships that, in turn, are informed by appropriate values and ethics: this is in alignment with relevant international thinking, especially around complex systems ( Uhl-Bien et al 2007 ; Daire et al 2014 ; Chunharas and Davies 2016 ). Effective leaders use such relationships to build support for, and strengthen the legitimacy of, their programmes of action, and also manage the array of stakeholders affected by their efforts to achieve health system transformation ( Gilson 2016 ).…”

Section: The Activities and Philosophy Of The Otf Programmementioning

confidence: 99%

Achievements and challenges in developing health leadership in South Africa: the experience of the Oliver Tambo Fellowship Programme 2008–2014

Doherty

Gilson

Shung-King

2018

Health Policy and Planning

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The Oliver Tambo Fellowship Programme is convened by the School of Public Health and Family Medicine, University of Cape Town, South Africa. It is a health leadership training programme with a post-graduate Diploma at its core, supplemented by management seminars, mentorship and alumni networking. An external evaluation was conducted in 2015 for the period since 2008. This rapid, descriptive study made use of mixed methods—including a document review of existing Programme material (management reports, anonymized alumni’s implementation project reports, exit interviews, field interviews and e-mailed questionnaires), a brief e-mailed questionnaire, and 18 semi-structured telephonic interviews conducted by the evaluator with Programme alumni, convenors and senior government line managers. Data were analysed according to indicators and associated criteria developed by the evaluator on the basis of the Programme’s objectives, international experience, the nature of the South African health system and the particular philosophy of the Programme. The evaluation found that the Diploma offered a unique contribution. This is because it sought less to convey new technical knowledge, than to empower and galvanize students to become change agents in the complex settings of their workplaces. Reflective practice was an important part of this process. Alumni were able to point to a number of positive changes in their management practice and motivation, translating these into improved performance by their teams and more effective health services. Alumni also helped to build the capacity of their own and other staff, sharing the knowledge and skills they had gained through the Programme, and leading by example. However, the Programme found it difficult to arrange adequate mentorship or peer support for alumni once they returned to their workplaces, pointing to the need for human resource development units in government to become more active in supporting alumni and holding them accountable for improving practice.

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Leadership in Health Systems: A New Agenda for Interactive Leadership

Cited by 24 publications

References 1 publication

Strengthening health system leadership for better governance: what does it take?

Strengthening health system leadership for better governance: what does it take?

Untitled

Achievements and challenges in developing health leadership in South Africa: the experience of the Oliver Tambo Fellowship Programme 2008–2014

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