This is the first published evaluation that has attempted to link specific learning methods with outcomes for participants of a public health leadership development program.

The Centers for Disease Control and Prevention's multiyear sponsorship of a national program fostered national networks among "thought leaders" who helped to lead the development and diffusion of numerous innovations. Public health leadership development program sponsors should foster collaborative leadership by engaging leaders in systems thinking, team leadership, dialogue, conflict resolution, and negotiation, recommend using networks for sustained personal and system development, and link leaders to networks and associations. Networks provide the collective creativity and broad support needed to enact system and infrastructure changes.

Purpose -This study aims to describe the use of action-learning projects in 14 regional leadership development programs called public health leadership institutes. Design/methodology/approach -During the period of April through August 2009, directors of the public health leadership institutes were interviewed about the action-learning project requirement in each of their programs. Notes from these interviews, as well as relevant program materials were reviewed and summarized. Findings -Action-learning projects are commonly used by the public health leadership institutes to build leadership skills. However, this component of these programs varies considerably across the institutes. Frequently mentioned challenges to using action-learning projects include lack of time for participants to meet for project work, lack of resources available for team coaching and a perceived higher value of taking action over making time for learning by many participants. Practical implications -Research shows that most people develop leadership skills from actual work experiences. Action-learning which focuses on solving complex, real-world challenges is a common component of leadership development programs. In this paper, the authors describe how this methodology is being carried out in public health leadership institutes and recommend ways to increase the developmental return on these work experiences in public health settings. Originality/value -These public health leadership programs, partially funded by the Centers for Disease Control and Prevention, reach health care practitioners in 46 states and the District of Columbia. The application of best practices from these initiatives could lead to increased understanding of how to maximize the return from experiential learning initiatives designed to promote life-long learning.

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