Leadership and Effecting Change in Public Health



Part 1: Analyzing the scenario.

Part 2: Self-assessmnet.

Part 3: Reflection.


Introduction to Public Health Professional Assessment

A public health leader tries to improve and enhance the quality of life and clinical indicators so the wellbeing of the individuals and community could be achieved. If a public health leader exhibits and demonstrates good leadership then patient care gets better and the practice of providing care also enhances. For this assignment, Helen leadership will be critically evaluated and it would be determined if her leadership style is promoting the health of others or not. With that, self-assessment will be taken to assess the leadership style. After that, the reflection would be presented and an action plan would be created for the present scenario.

Part 1: Analyzing the Scenario

According to the Australian Health Leadership Framework, the first quality of the public health leader leads self. It is mentioned in the framework that, leaders are every time involve in the work of progress. They are aware of their limitations and strengths and try to improve their work by self-reflection. They also display empathy, self-awareness, social skills, self-regulation and motivation. They have the capability of being self-aware and they seek out opportunities so that their personal development could happen. In addition to that, they have a strong character. Therefore, in the case of Helen, it can be seen that she is not self-aware about her limitations. In the case study, it is mentioned that she is introverted and have never worked with multiple stakeholders nor have managed any subordinates. Thus, this shows that she did not understand that this could be a problem for her in her new role. However, she is seeking and taking chances so that her personal development could happen. With that, she also has a good character as she is kind and optimistic. Helen could improve her self-awareness by analyzing her emotions properly and also by picking up other individuals’ emotions, thoughts and feeling (Kumar, Adhish & Chauhan, 2014).

The second quality of the public health leader should be the capability of engagement with others. In the framework, it is stated that leaders should enable individuals to engage and involve within a goal or vision by using explanations and stories. With that, leaders motivate other people to accept and look for chances so that they can also learn and grow. They consider diversity while creating any model and thus communicate with people with respect and honesty. Moreover, public health leaders strengthen consumers and their colleagues. In this case scenario, Helen understands that as a leader she needs to engage with the community and have to empower them. She knows that the community for which she has to work is multi-ethnic and diverse and for that, she was making goals. But in the process, she did not communicate her goals and ideas to the people. She also did not approach the individuals or listened to them so that effective communication could take place between her and the community people. However, she was trying to strengthen the individuals who live in the community by exploring the options of teleconsultations and telesurgery. Therefore, Helen should be involved in effective communication so that she can inspire people in achieving the vision. By doing this, she would also gather support for her tasks that she aimed to do for the wellbeing of the community (Henderson, 2015).

The third quality of the public health leader should be the capability of achieving outcomes. Leaders should make a difference. They should influence people and communicate the goals which are set. With that, the leader should be focused and oriented towards goals. They should check and estimates progress and should be accountable for the outcomes. In the case study, it can be seen that Helen is working all by herself and she has not asked any of her subordinates to help her. She all by herself is exploring ways by which she can reduce the number of deaths in the community. However, Helen is a goal-oriented individual. She has recognized the needs of people and is focused to improve the condition of living for community people. Therefore, to correct the error which is made by Helen, she must engage with the community people and her colleagues so that better leadership could be performed. By taking help from other individuals, a much healthier community could be made and hence health equity could be bought (Holden et al., 2015). 

The fourth quality of the public health leader is to drive innovation. The leader must bring changes in models and business which are associated with healthcare so that person-centred quality services could be achieved. The leaders should know when there is a need for improvement and innovation. They should inspire others so that they ask questions and identify where alterations are needed. Leaders should also motivate fresh thinking and should build support for change. With that, they should positively contribute to the transmission of innovative practice. In the case of Helen, she does not motivate others to find out where changes are required. She is also not involving the members of the community while making a decision. However, she is positively contributing to innovative practices. Therefore, if Helen includes community members and motivates them to questions old practices then better health results could be achieved. In this case, Helen needs to participate in shared-decision making and by this, she will provide person-centred care (Scholl et al., 2018).

The fifth quality of the public health leader is to shape systems. The leader should understand, acknowledge and apply systems thinking. With that, they need to engage and involve the communities and consumers. A leader is also required to build alliances. However, in this case, Helen is not building alliances and is not engaging with the community people. She is not asking consumer participation in decision making. Therefore, to rectify this, Helen is needed to be involved with community members so that support for the goals that are made by her could be spread. By doing this, she would overcome barriers and thus would enhance patient and person-centred care (Manhas et al., 2020).

Part 2: Self-Assessment

According to the self-assessment tool, in the section of demonstrating personal qualities, I calculated that I am self-aware some of the times but not always because I do not seek feedback from another individual on my limitations and strengths often. With that, I realized that I can manage myself and could work under pressure effectively. I also seek chances which can help me to develop and grow. With that, I always act with integrity by being honest and open with others. In the section of working with others, I develop networks most of the times by sharing information. I also every time build and maintain relationships and only sometimes I seek contributions and views from others. Also, while working with a team I always put forward myself to lead them and with that, I acknowledge the efforts of others.

In the section for managing services, I always plan properly by patient feedback and assessing the options which are available to me. Moreover, I manage the resources effectively in addition to the people who work with me on the team. I also manage my performance by analyzing the information about my act. In the section of improving services, I always ensure that patient is safe. I make use of critical thinking and by that, I evaluate improvements in service delivery. I understand that I always put forward my thoughts and ideas so that innovation and improvements could happen. In addition to that, I at all times articulated the need for modifications and its impact on services and people. Therefore, I constantly facilitate transformation.

As for the section about setting directions, I sometimes only identify the drivers of change and look forward to future challenges but I every time apply evidence and knowledge so that my service could get better. Furthermore, I always consult with people and members of the group while making decisions. I all the time engages in the informal and formal decision-making process. With that, I evaluate the impact of my new approaches and method on the patients continuously and I take full accountability of applying new measures into the working practice. In the section of creating a vision, I rarely develop the vision for the organization. I do not involve people to recognize the directions of the institute or organization. With that, I also very little influence the vision of the wider healthcare system and I seldom communicate my visions. However, I always show confidence and commitment to the vision in my everyday tasks. Therefore, I embody the vision of the organization. In the section of delivering the strategy, I do not frame the strategy or help in developing the strategy. However, I make sure that strategy is implemented successfully and I always help other individuals in overcoming the challenges and obstacles at the time of strategy delivery. I also check the progress and thus make alterations when they are required.

Part 3: Reflection

If I would be selected as a public health leader and were present in the scenario of Helen, then I would have managed myself very nicely in the pressure situation. I would have planned my workload accordingly and thus delivered all my commitments with high standards. I would try to find opportunities so that I can develop and learn and would apply the findings effectively in my practical work. I would also engage with consumers or community people openly and honestly and would respect other individuals' culture and beliefs. I would also develop networks and would maintain relationships with the people of the community. I will also promote their contribution and would put myself forwards to lead them. Moreover, I would also take feedback from patients and people of the community and colleagues so that I can plan services which are appropriate for them. With that, in the scenario, I would manage resources and people effectively who are working with me so that better performance could be gained for the welfare of the people. I would make sure that patient safety is intact by critically evaluating everything such as feedback from the patient and the members who provide services. In addition to that, I would put forward ideas that would improve the quality of services and life of people. Furthermore, I would make decisions by consulting to people and groups so that person-centred care could be given and better outcomes could be achieved. I would also estimate and calculate the impact of my new practices and how it would impact the people of the community that I worked for. Therefore, I would have asked for the participation of my colleagues and the citizens of the community so that they can help me in assessing all their needs. By doing this, they would also facilitate in problems solving and thus every situation could be provided with solutions which are appropriate with the requirements of the community people.

And the gaps that I analyzed in my style were that I do not create a vision for the future practices and that I do not communicate them within or across the organizations. The action that I can take by myself is that I can bring change in my behaviour and communication so that effective transmission of vision can happen and that future goals could be made for the organization. With that, I could also acquire knowledge and perform self-development so that I gain the ability to form visions and insights for the practice that needs to be changed (Bedenkov et al., 2020). In addition to that, I was also not able to deliver the strategy effectively. The actions which could be taken for this problem can be making use of a two-way communication cycle. I would also have to take measures which empower the taking of actions. I would have to involve myself in critical thinking so that proper strategies could be made and delivered to the community people. I would also have to set clear goals so that plans which are made can be implemented accurately and efficiently (Kumar et al., 2015).

Conclusion on Public Health Professional Assessment

Therefore, it can be said that Helen was a good leader but she lacks one important thing which was the ability to involve the people of the community so that better outcomes could be achieved which will be patient-centred. She also did not ask for help from her colleagues, which could have facilitated her in more appropriate problem-solving. In my practice also, I realized that I demonstrate good qualities for being a leader such as I am very efficient in working with others and I can manage services effectively. However, I lack creating a vision and developing strategies which could be corrected by making a change in behaviour and communication and by involving critical thinking.

References for Public Health Professional Assessment

Bedenkov, A., Rajadhyaksha, V., Beekman, M., Moreno, C., Fong, P. C., Agustin, L., & Odell, S. (2020). Developing medical affairs leaders who create the future. Pharmaceutical Medicine, 1–7. https://doi.org/10.1007/s40290-020-00351-y

Henderson A. (2015). Leadership and communication: What are the imperatives?. Journal of Nursing Management23(6), 693–694. https://doi.org/10.1111/jonm.12336

Holden, K., Akintobi, T., Hopkins, J., Belton, A., McGregor, B., Blanks, S., & Wrenn, G. (2016). Community-engaged leadership to advance health equity and build healthier communities. Social Sciences (Basel, Switzerland)5(1), 2. https://doi.org/10.3390/socsci5010002

Kumar, S., Adhish, V. S., & Chauhan, A. (2014). Managing self for leadership. Indian Journal of Community Medicine: Official Publication of Indian Association of Preventive & Social Medicine39(3), 138–142. https://doi.org/10.4103/0970-0218.137148

Kumar, S., Kumar, N., Adhish, V. S., & Reddy, R. S. (2015). Strategic management and leadership for health professionals - skills to leverage resources to achieve health goals. Indian Journal of Community Medicine: Official Publication of Indian Association of Preventive & Social Medicine40(3), 158–162. https://doi.org/10.4103/0970-0218.158845

Manhas, K. P., Olson, K., Churchill, K., Vohra, S., & Wasylak, T. (2020). Experiences of shared decision-making in community rehabilitation: A focused ethnography. BMC Health Services Research20(1), 329. https://doi.org/10.1186/s12913-020-05223-4

Scholl, I., LaRussa, A., Hahlweg, P., Kobrin, S., & Elwyn, G. (2018). Organizational- and system-level characteristics that influence implementation of shared decision-making and strategies to address them - a scoping review. Implementation Science: IS13(1), 40. https://doi.org/10.1186/s13012-018-0731-z

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