Leadership stories

Hernez‐Broome, Gina; Nilsen, Dianne

doi:10.1002/lia.4070190105

Cited by 12 publications

(13 citation statements)

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“…Building a leadership development program for an already established team also allows the organization to develop competencies that correspond with and are specific to their distinct challenges and individual goals. It allows the organization to move beyond what needs to be fixed and to focus on all the individuals, their strengths, and their talents (Buckingham & Vosburgh, 2001; Hernez-Broome & Hughes, 2004). In comparison, as mentioned earlier, PHLIs primarily uses an individual leader model.…”

Section: Discussionmentioning

confidence: 99%

Suggestions for Strengthening the Public Health Leadership Development Model

Grimm

Tibbits

Maloney

et al. 2017

Pedagogy in Health Promotion

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For over 20 years the current model of Public Health Leadership Institutes (PHLIs) has been the primary model for "leadership" development. Past studies have shown that the model is successful in increasing participants' knowledge and developing individual skills. However, limited evidence suggests that the model leads to outcome-based results. This review compares the current PHLI model with traditional corporate leadership development models and determines that the PHLI model is in fact related more closely with a "leader" development model. Additionally, it is suggested that it is not possible to measure outcome-based results because of the limitations of the current model. Finally, recommendations are made to refine the model to make it more closely aligned with a true "leadership" development model, thus making it more effective at educating and training the current public health workforce.

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Section: Discussionmentioning

confidence: 99%

Suggestions for Strengthening the Public Health Leadership Development Model

Grimm

Tibbits

Maloney

et al. 2017

Pedagogy in Health Promotion

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“…Palus et al, 2020). The focus here is on relationships, patterns of dialogue, connections, shared vision, collaboration, change and ambiguity, different possibilities and options and new ways of thinking and doing (Hawkins & Turner, 2019;Hernez-Broome & Hughes, 2004;Petrie, 2013). The underlying worldview or perspective of the coaching strategy will indicate if the focus is on vertical or horizontal development.…”

Section: Emerging Context With Its Leadership Requirementsmentioning

confidence: 99%

Problematising current coaching strategies from a worldview perspective

Coetzee

Veldsman²,

Odendaal³

2023

SA j. ind. psychol.

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Orientation: Leaders need goodness-of-fit with the context in which they are leading, and coaching is considered an effective strategy to achieve this.Research purpose: To critically problematise current dominant coaching strategies in terms of their underlying worldviews, in order to assess their potential effectiveness and relevance in enhancing context‒leadership goodness-of-fit, given the emerging context faced by leaders.Motivation for the study: The current ever-changing context of leaders requires different thinking, including with regard to coaching. The framework of the coaching landscape, with its associated building blocks, provides the conceptual framework for the review of current coaching strategies. Three dominant worldviews that have historically influenced the thinking in social sciences are employed in this review, namely Newtonian, general systems theory and complexity or chaos (second-order systemic thinking).Research approach/design and method: This was a critical conceptual study aimed at problematising the worldviews informing the currently dominant coaching strategies.Main findings: The problematising of the worldviews underlying the dominant coaching strategies revealed that these strategies are not always informed by a worldview congruent with that demanded by the qualities and features of the world that leaders currently face. There is a pressing need for a coaching strategy informed by a complexity or chaos (second-order systemic) worldview, which better meets the emerging contextual demands and requirements imposed on leaders in practice.Practical/managerial implications: A different coaching strategy, called systemic coaching, is proposed.Contribution/value-add: The proposed systemic coaching strategy is highly suitable to bringing about improved goodness-of-fit between the leader and the emerging context.

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“…It is common for program evaluations to explore competencies; however, successful programs refine the competencies into skills and behaviors consistent with the goals and challenges (Hernez‐Broome & Hughes, ). The most recognized set of competencies for public health leadership is the NLN Leadership for Community Health, Safety and Resilience Competency Framework.…”

Section: Overview Of Leadership Training and Evaluationmentioning

confidence: 99%

A Qualitative Analysis to Determine the Domains and Skills Necessary to Lead in Public Health

Grimm

Watanabe‐Galloway

Britigan

et al. 2015

J of Leadership Studies

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Leadership programs in public health have been declining in numbers since 2012. The decline in training programs could be due to the lack of outcome‐based results and the lack of a manageable set of standardized skills needed for public health leadership. A comprehensive study was completed in two phases to determine if the current model of public health leadership institutes is effective at generating outcome‐based results. The following paper will focus on the first phase of the study. The first phase included a qualitative analysis to determine the domains, definitions, and skills needed to lead. An analysis of the skills, domains, definitions, and traits included in five established and commonly used leadership models/theories in public health leadership development (Transformational, Servant, Appreciative, Collaborative, and Emotional Intelligence leadership) plus the National Public Health Leadership Development Network (NLN) Leadership for Community Health, Safety & Resilience Competency Framework was completed. Of the 161 different skills, definitions, traits, and/or competencies from the five leadership models and the NLN competency framework, 123 were determined to be related to one of six domains needed for leadership and were defined into 21 skills. The findings could lead to more uniformity in public health leadership development and evaluation.

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Leadership stories

Cited by 12 publications

References 0 publications

Suggestions for Strengthening the Public Health Leadership Development Model

Suggestions for Strengthening the Public Health Leadership Development Model

Problematising current coaching strategies from a worldview perspective

A Qualitative Analysis to Determine the Domains and Skills Necessary to Lead in Public Health

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