Thoughts on Adaptive Leadership in a Challenging Time

Baker, Edward L.; Irwin, Robert B.; Matthews, Gene

doi:10.1097/phh.0000000000001179

Cited by 14 publications

(14 citation statements)

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“…Communicating accurate information quickly, clearly, and concisely is necessary in the context of COVID-19 (internally for response efforts, externally for sharing information and dispelling misinformation) and for efforts to put formal declarations of Racism as a Public Health Crisis into practice. 13,19,20 Energy must be focused on the intersection of these skill domains if the field is to be prepared for future threats to public health. The RVPHTC will do so by developing portfolios of various training modalities around crosscutting skills.…”

Section: Discussionmentioning

confidence: 99%

“…Many participants stated that challenges brought on by both COVID-19 and efforts to address structural racism have highlighted the need for communication training among the public health workforce. Communicating accurate information quickly, clearly, and concisely is necessary in the context of COVID-19 (internally for response efforts, externally for sharing information and dispelling misinformation) and for efforts to put formal declarations of Racism as a Public Health Crisis into practice 13,19,20…”

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

“… 3 , 18 , 28 The necessity of cultivating the 4 skill domains that emerged in our study is further supported by the literature written by academicians and practitioners alike during the pandemic. 3 , 7 , 12 , 13 , 20 While Halverson et al emphasize the need for “political acumen,” 12 (pS12) Joneigh Khaldun, then medical director for the state of Michigan, states that public health leaders need “to be skilled communicators, fearless stewards and promoters of data and science, and unwavering motivators of teams.” 13 (pS14) Our findings suggest several ways that the RVPHTC and other training providers can support the development of these competencies among the current and future public health workforce.…”

Section: Discussionmentioning

confidence: 99%

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Public Health Workforce Development During and Beyond the COVID-19 Pandemic: Findings From a Qualitative Training Needs Assessment

Zemmel

Kulik

Leider

et al. 2022

Journal of Public Health Management and Practice

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Context: The Region V Public Health Training Center (RVPHTC) serves the public health workforce in Illinois, Indiana, Michigan, Minnesota, Ohio, and Wisconsin. An important tool in priority-setting workforce development is the training needs assessment (TNA), which is vital to identifying and addressing the capacity-building needs of the public health workforce. Program: In 2021, we conducted semistructured qualitative interviews with key partners in the local, state, and tribal health workforce. Implementation: Findings reflect the results of 23 interviews administered from March to May 2021. Questions solicited in-depth input related to key training gaps identified in our 2020 quantitative TNA; the impact of COVID-19 on the public health workforce; general needs, including preferred training modalities; needs by audience type; and the current capacity for public health agencies to support student development. Evaluation: Key training needs of the public health workforce identified by the 2021 TNA include the strategic skills domains of (1) resource management; (2) change management; (3) justice, equity, diversity, and inclusion; and (4) effective communication. The first 3 domains were also noted as having the greatest training need in our 2020 quantitative TNA of local health department leadership. Discussion: The COVID-19 pandemic highlighted the need for training in effective communication in new ways and the continued need for training support in the skill domains prioritized in the 2020 assessment. Findings demonstrate the need for capacity building around crosscutting skills and the intersection of strategic skill domains if the field is to be prepared for future threats to public health.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

Public Health Workforce Development During and Beyond the COVID-19 Pandemic: Findings From a Qualitative Training Needs Assessment

Zemmel

Kulik

Leider

et al. 2022

Journal of Public Health Management and Practice

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“…Research on leadership during crises has also shown the importance of communication and collaboration in crisis situations (Baker et al, 2020;Kakemam et al, 2020;Kapucu and Ustun, 2017;Kaul et al, 2020). For instance, by acknowledging employees' needs, their distress was alleviated and trust in the leaders was enhanced, which, in turn, enhanced Primary health-care leadership employees' acceptability of the leaders' decisions.…”

Section: Discussionmentioning

confidence: 99%

Challenges of primary health care leadership during the COVID-19 pandemic in Sweden: a qualitative study of managers’ experiences

Skagerström

Fernemark

Nilsen

et al. 2023

LHS

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Purpose At the outbreak of the COVID-19 pandemic, health care was at the centre of the crisis. New demands made existing organizational practices and services obsolete. Primary health care had a great deal of responsibility for COVID-19-related care. The pandemic demanded effective leadership to manage the new difficulties. This paper aims to explore experiences and perceptions of managers in primary health care in relation to their efforts to manage the COVID-19 crisis in their everyday work. Design/methodology/approach The authors used a qualitative approach based on 14 semi-structured interviews with managers in primary health care from four regions in Sweden. The interviews were conducted during September to December 2020. Data were analysed using conventional qualitative content analysis. Findings Data analysis yielded three categories: lonely in decision-making; stretched to the limit; and proud to have coped. The participants felt lonely in their decision-making, and they were stretched to the limit of their own and the organization’s capacity. The psychosocial working conditions in primary care worsened considerably during the pandemic because demands on leaders increased while their ability to control the work situation decreased. However, they also expressed pride that they and their employees had managed the situation by being flexible and having a common focus. Originality/value Looking ahead and using lessons learnt, and apart from making wise decisions under pressure, an important implication for primary health-care leaders is to not underestimate the power of acknowledging the virtues of humanity and justice during a crisis. Continuing professional education for leaders focusing on crisis leadership could help prepare leaders for future crises.

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