Leadership and Effecting Change in Public Health

Leads Self

Helen is a young general practioner, who has been nominated as the healthcare leader for a remote dwelling. She has been given the task to analyze the overall healthcare requirements of the population setting and the hurdles that she might face in the way of providing these key facilities to the residents. Being a young general practioner, she is afraid for herself, whether or not she might be able to do justice to the job. A good leader is supposed to have a sound admiration and acceptance of their strengths and limitations. With a good ability to self-reflect on one own self, the person can empathize with the feelings of the crowd they have to serve as a leader (Australian Health Leadership Framework, 2013). It also helps them to connect emotionally with the person, through the means of having a deeper understanding of the needs and specifications of the area to be considered. The community Helen has been assigned to work on can be observed to be reluctant of Helen’s competence and capabilities. This situation can be quite challenging for Helen, as in order to promote healthcare facilities in the region, she needs to work in close collaboration with the people in the community. This can however, also is an opportunity for her to enhance her personal development (Harris, 2018).

Engages Others

A good and effective leader tries to actively reflect on their overall performance as leader, in order to identify for the short-comings to be worked on. It can also be good chance for her to develop her interpersonal and social skills. These skills can be fruitful in ensuring smooth facilitation of robust communication channels between Helen and her team, as well as with the community leaders and members (McGee, 2019). Such challenging situations can also be helpful in building up resilience in an individual. Resilient leaders are shown to sustain under strenuous working conditions and thus, develop coping mechanisms to adapt to the respective changes. As Helen might face multiple hurdles and setbacks in her journey, developing strong resilient skills can help her in overcoming those setbacks as well (Sommer, 2016).

Achieves Outcomes

In order to enhance healthcare facilities for the community Helen has been assigned to, she needs to be in constant engagement with them. This will help her understand the complexities to the situation which might not be visible to the observant eyes. Working with the community is bound to be more productive, as it allows an individual to not only gain ore trust, but also allows them to gain an enduring respect for the culture and values of the community. With such healthy communication channels Helen can have a more approachable access to the issues and concerns of the community. This will enable her to build an organized and methodical approach in arising conflicts through shared decision-making process (Montori, 2017).

Drives Innovation

Setting a straight vision for the plan can also be considered as an imperative step in the process. It will help in aligning the resources, well in sync with the goals that can be set for the community. Leaders following people-centered approach can enable fruitful results through the means of continuous personal as well as professional development. Working with the community can also serve the purpose for self-reflection for Helen. This makes up for a vital part of good leadership (Van, 2018). With the criticism and the close monitoring of the work in progress, Helen can have a good insight on her own grey areas of concerns. She can hold the authority accountable for those actions for timely management and rectifications of faults can be carried out effectively. This will be helpful in improving the overall service outcomes of the healthcare plan to be executed for the benefit of the community. Continuous engagement can be helpful in evaluating the progressive monitoring and thus, improvising the strategies, if and when required. Being a remote community setting, they lack the primary health care system facilities as well. With higher number of deaths in the region, due to same underlying factor, this calls for fundamental and effective immediate changes in the functioning of the system. As suggested by Helen, the community can do better with teleconsultation and telesurgery, reflects on the innovative capability of her (Li, 2016). She is being able to identify the limitation and already has a plan for promoting health in an effective manner for the community. A good leader is capable of identifying the gaps where the changes are needed and should be willing to take the risk for the same. Helen will also be able to contribute to the system functioning with the help of initiating and positively spreading the innovation practice to improve the healthcare system in the community.

Shapes System

The local community might not be in favor of Helen, but in order to have good success for the plan, she should work on building alliance with the community leaders. This will help in promoting respect and understanding between the two parties aligned in the communication process. One-on-one basis dealing enables the two parties to express their ideas and concerns in an open manner. This can ensure transparent and trustworthy relationship between Helen and the community leader. Effective collaboration can be fruitful in harm minimization for the community and have a more methodical and organized approach for informed consumer and community decision-making (Colaner, 2018). Healthcare being a complex process requires multiple paradigms to be considered in the process (Australian Health Leadership Framework, 2013). All of the factors governing the effectiveness of the process are to be considered in sync with each other. A good leader should also be able to analyze the interlinkage between these multiple elements, such as legal and ethical concerns, financial concerns, services and funding and so on. Communication can narrow down the chances of attaining any negative results post implementation of the care plan. It will also be a good approach for Helen, to create awareness on the benefits and negotiate with the community, keeping a close consideration for their individual strengths and limitations.

Leadership Assessment Tool

As per the defined parameters of the self-evaluation tool used for analyzing leadership qualities, I find myself to be a good leader (Leadership framework Self-assessment tool, 2012). However, there are multiple domains that might need certain ramifications, which will help me in becoming a strong and influential leader. As far as demonstrating personal qualities go, I find myself to be able to manage under pressure. I am also able to plan my deeds to be carried out, ahead of time, leaving ample amount of time for me for personal as well as professional development. It is also helpful for me to be able to learn from my own mistakes and reflect upon mu influence on other’s behaviors as well. I also believe in speaking out for any injustice or ethical compromise, as I have strong regards for promoting integrity while managing patient care (Nei, 2018). I believe in team work and I strongly favor and support the fact of working in collaboration with others. I not only try to learn from my mistakes and experience, rather believe in getting an insight from others as well. I also try to follow the leader’s order, as it helps in removing any obstacle caused due to communication gap. I also have regards for the hierarchical structure that is followed in our team so that there are no conflicts pertaining the roles and responsibilities. It also allows the focus to be mainly fixated on healthcare promotion and patient care.

I like to plan and organize things, as it helps in more structured and methodical delivery of care services to the patients. The process of getting a feedback directly from the patients and their family members can also be helpful in considering the grey areas of personal concerns to be worked on (Lomazzi, 2016). This also helps in sound action taking and thus, a schematic approach can be opted for allocating and managing the delivery of the resources. This has also allowed me an insight to constantly being engaged in the process of self-improvement. I also believe that all times, the patient safety should be the main concern. Therefore, the focus should be shifted on improving the strategies for promoting safer clinical practices. I however, do not feel confident in encouraging myself through the means of contributing for new ideas. This is one of my points that need to be focused on and worked upon as well. I also feel that the theoretical knowledge should be put to use in practical pretext, with strong evidence-based skills applied to the same. This helps in not only improving the overall healthcare outcomes, but also helps in harm minimalization for the patient (Asif, 2019). I also believe that a good leader should work in close coordination with the organizational goals and perspectives. This helps in developing a passion and compassion for the vision and also enhances the confidence largely. Cultures and values of an organization should be respected and considered upon, at all times. The focus should be laid on future enhancement of implementation strategies to be used for betterment of the general population.

Self-Reflection to The Case Scenario

The best possible leadership style in the given case scenario can be participative leadership style. I would work with multiple stakeholders before and this can be a big setback for the smooth facilitation of care delivery services to the patient. This leadership style however, works on the concept of team work. With close involvement of all of the community leaders and stakeholders, a collective decision-making can be carried out (Vestergaard, 2018). This will also ensure constant engagement of the team members and will also keep them focused and motivated to function against the defined goals. The time on drafting a plan is assigned as an upper limit of one year. By being engaged with the community, time and resource management can be carried out more effectively and schematically. I think that the community members can help in defining a more effective plan as they are well-aware of the hurdles faced by them on daily basis. This will be helpful in encouraging creativity by them. It can also help in increasing the productively considerably, through positive reinforcement amongst the community. The other thing Helen can focus on is to promote education and awareness on the benefits of including advanced healthcare system in the routine. The community has their own values and beliefs and they are cut off from the other population sections. The community as a whole might lack the importance and benefits of considering this new improved healthcare technology to be used for patient care and betterment of the community as whole. The educational and promotional strategies can be carried out with the help of facilitators who are from the community itself. They can not only help in gaining the confidence of the local people, but can also help in reducing the communication gap while projecting the view points to them (Bissett, 2016). Working with the community and getting to know their individual perspective on the healthcare system, can also be an effective method for drafting care policies, in sync with the ethical beliefs of the community. Another major concern is the limitation of Helen being and introvert and not have worked on a major project like this. She also, might not be having any idea on how to collaborate with stakeholders. Leader is supposed to be confident and strong within themselves. This should be the main trait of a good leader, in order to get the effective changes required. However, the leader should not have an authoritarian hold on the functioning of the system and should be able to acknowledge the concerns of the team as a whole. It is also imperative to portray a confident image, so that people can believe in the person they are following. The best possible manner is to improve on the overall communication skills to help overcome these limitations. An open dialogue and equal opportunity should be provided to the stakeholders, so that a trustworthy relationship can be attained. This will be helpful in ensuring smooth facilitation of delivery of care services as well as enhanced and positive healthcare outcomes, post-implementation.

References for Public Health Professionals

Asif, M., Jameel, A., Sahito, N., Hwang, J., Hussain, A., & Manzoor, F. (2019). Can leadership enhance patient satisfaction? Assessing the role of administrative and medical quality. International Journal of Environmental Research and Public Health16(17), 3212. https://doi.org/10.3390/ijerph16173212

Bissett, K. M., Cvach, M., & White, K. M. (2016). Improving competence and confidence with evidence-based practice among nurses: Outcomes of a quality improvement project. Journal for Nurses in Professional Development32(5), 248-255. https://doi.org/10.1097/NND.0000000000000293

Colaner, N., Imanaka, J. L., & Prussia, G. E. (2018). Dialogic collaboration across sectors: Partnering for sustainability. Business and Society Review123(3), 529-564. https://doi.org/10.1111/basr.12154

Harris, J., & Mayo, P. (2018). Taking a case study approach to assessing alternative leadership models in health care. British Journal of Nursing27(11), 608-613. https://doi.org/10.12968/bjon.2018.27.11.608

Health workforce Australia. (2013). Health LEADS Australia: The Australian health leadership framework. Retrieved from: ttps://www.aims.org.au/documents/item/352.

Li, V., Mitchell, R., & Boyle, B. (2016). The divergent effects of transformational leadership on individual and team innovation. Group & Organization Management41(1), 66-97. https://doi.org/10.1177%2F1059601115573792

Lomazzi, M. (2016). A Global Charter for the Public’s Health—the public health system: role, functions, competencies and education requirements. The European Journal of Public Health26(2), 210-212. https://doi.org/10.1093/eurpub/ckw011

McGee, P. (2019). Leadership in Advanced Practice. Advanced Practice in Healthcare: Dynamic Developments in Nursing and Allied Health Professions, 251-264. https://doi.org/10.1002/9781119439165.ch17

Montori, V. M., Kunneman, M., & Brito, J. P. (2017). Shared decision making and improving health care: The answer is not in. JAMA318(7), 617-618. https://doi.org/10.1001/jama.2017.10168

NHS Leadership Academy. (2012). Leadership framework Self-assessment tool. Retrieved from: https://www.leadershipacademy.nhs.uk/wp-content/uploads/2012/11/NHSLeadership-Framework-LeadershipFrameworkSelfAssessmentTool.pdf.

Nei, K. S., Foster, J. L., Ness, A. M., & Nei, D. S. (2018). Rule breakers and attention seekers: Personality predictors of integrity and accountability in leaders. International Journal of Selection and Assessment26(1), 17-26. https://doi.org/10.1111/ijsa.12201

Sommer, S. A., Howell, J. M., & Hadley, C. N. (2016). Keeping positive and building strength: The role of affect and team leadership in developing resilience during an organizational crisis. Group & Organization Management41(2), 172-202. https://doi.org/10.1177%2F1059601115578027

Van ‘T Zet, J. (2018). Self-reflection and wonder as keys to personal growth and servant leadership. Practicing Servant Leadership: Developments in Implementation, 81-99. https://doi.org/10.1007/978-3-319-75644-8_6

Vestergaard, E., & Nørgaard, B. (2018). Interprofessional collaboration: An exploration of possible prerequisites for successful implementation. Journal of Interprofessional Care32(2), 185-195. https://doi.org/10.1080/13561820.2017.1363725

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