Public Health Leadership Theory

This paper examines the current state of leadership theories practiced in the healthcare unit and identifies the lapses that are reported by the past researchers. The study advocates for healthcare leaders to design a model that ensures all health professionals are involved in the policy formulation from the planning phase to the implementation phase.

Running Head: Healthcare Assignment 1
Public Health Leadership Theory
Name of the student
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Healthcare Assignment
Section 1 — Abstract
The desire for change as a mechanism to solve the crises in the healthcare units has brought a lot of
emphasis on the role of leadership in modern-day work environment. Change, whether welcomed or
unwelcomed is a fact of life which every leader must accept. The past situation in the health sector does not
mean that the systems were static or that change would be unnecessary in the future. There is a call for role
changes and new definition of responsibility among experts and health care practitioners. This paper
examines the current state of leadership theories practiced in the healthcare unit and identifies the lapses
that are reported by the past researchers. The study advocates for healthcare leaders to design a model that
ensures all health professionals are involved in the policy formulation from the planning phase to the
implementation phase.

Healthcare Assignment
Table of Contents
Section 1 — Abstract...................................................................................................................................2
Table of Contents........................................................................................................................................3
Introduction.................................................................................................................................................4
Section 2 — Literature Review and Problem Statement.............................................................................5
Problem statement..................................................................................................................................5
Public health leadership theory...............................................................................................................5
Eminent gaps in the leadership theory....................................................................................................8
Section 3 — Participatory Leadership Theory..............................................................................................8
Section 4 — Revised Visual Representation of Participatory Leadership Theory........................................9
Modalities for implementing ethical consideration in the care process................................................10
Section 5 — Empirical Evaluation Plan for a Participatory Health Leadership Theory:..............................11
Section 6 — Conclusion.............................................................................................................................11
Section 7 — References.............................................................................................................................12

Healthcare Assignment
Introduction
Leadership in the field of public health sector covers a wide array of concepts and does not only
focus on the leader but transcends to followers, peers, supervisors, working place outlay and the underlying
culture in the organization (Top, Akdere & Tarcan, 2015). This implies that the field touches on a much
broader array of players that form part of the diverse stakeholders in private, public and non-governmental
organizations. Coxen, Van der Vaart and Stander (2016) describe leadership as a dynamic, shared,
relational, strategic and a complex social dyadic concept and not the previously viewed individual
characteristics of an individual. This paper is motivated by the desire of the health practitioner leaders to
develop healthy habits in their profession to help them and their subordinates to achieve their goals with
minimal objection from the public. Section one covers an introduction to the health sector leadership
(Montano, Reeske, Franke & Hüffmeier, 2017). Therefore, in this paper, the phrase public health leadership
has been used to refer to the ability of an individual, or group of persons to influence, motivate and
encourage others to willingly participate in an organization to achieve effectiveness and success.
A brief insight of the current state of the leadership condition is given in section two. In addition,
this section covers the theoretical gaps that exist in the literary research, an explanation of the solution to
address the gaps in theoretical aspect of the topic and the strategies that includes effects of desired social
transitions. Section three covers an explanation of a Leadership Theory that can be used to explain the
motivation for leaders to act the way they do in the public health sector and reasonable adjustments
necessary to improve service delivery in the health sector. In section four, there is an overview of a visual
presentation of a proposed leadership theory that can be used to bridge the gaps existing in the theory. The
presentation aims to address the gaps identified in the literature that is organized in the following order; a
pictorial representation of a model (the matrix), a brief discussion on how the strategy addresses the
research gaps identified during the class activities and a description of how the theory addresses future

Healthcare Assignment
industry needs. Section five deals with an explanation of the critical appraisal of the proposed model for
health sector reforms. Here, there is an assessment to ascertain whether the newly developed leadership
theory addresses the problem observed by the author. It specifies the methodological steps that were used,
how the data was collected, and how the theories were evaluated. Finally, section six and seven covers
conclusion and references respectively.
Section 2 — Literature Review and Problem Statement
Problem statement
Work place ethics has become a general concern in the modern society where the presence of media
is a factor to consider while designing strategies. In particular, the issue is quite pertinent in the health
sector where the lives of the patients are entrusted in the hands of the health practitioners (Kellis & Ran,
2015). However, there is a recent stream of outcry from many stakeholders in the health sector; for
instance, patients claiming heinous acts like sexual assault from clinical officers, incidences of unequal
access to health services, fowl play leading to deaths of infants among others. The solution to these
problems lies on the leadership of the health facilities. There is need for mental change for the leaders to
shift their focus to the general welfare of the clients through structural adjustment to meet the international
standards for service delivery in the health sector.
Public health leadership theory
From the simplest of the definitions, public health leadership requires health care officials to
practice their activities I the full glare of the public, that is, in front of admirers and critics alike. Leaders in
the public sector are driven by a rare show of motivation and passion. These leaders are motivated by the
kind of passion that motivates them to overlook the comfortable career opportunities and instead venture
into controversial jobs where the outcomes are seldom certain. According to Schmidt, Groeneveld and Van
de Walle (2017), Bottomley, Mostafa, Gould‐Williams and León‐Cázares (2016), many leaders in the

Healthcare Assignment
health sector are “wounded healers” who have had a fair share of injuries to their personality and bodies,
but channel the pain to power for community wellbeing. The souls of such people beam with rays of hope
and compassion for the wounded society and desire for its rescue.
To be a successful health leader, an individual must show positive interpersonal skills, technical
skills, emotional intelligence and conceptual skills (Bryson, Crosby & Stone, 2015). These features play an
important role in creating a conducive atmosphere that motivates the subordinates in any organization to
improve the qualities of their service delivery. In the opinion of Stander, De Beer and Stander (2015), one
of the simplest methods that can be adopted to promote ethics in the health sector is to use role model
performance at the managerial level. Mangers are expected to be exemplary in their actions and practice
ethical standards all the times to influence their subordinates. Bamford, Wong and Laschinger (2013) hold
the same opinion. The trio suggests that managers should understand and acknowledge the effect of ethical
promotional programs that can help in improving morality and human performance in the health sector. An
organization with effective leadership strategies that incorporates ethical consideration can benefit from
predetermined healthcare competency threshold that the staff uses as a point of reference (Wong, SPENCE
LASCHINGER, & Cummings, 2010). Healthcare staffs guided by the same philosophies as their leaders
normally face little criticism from the management.
Through interpersonal exchange, the ethical practices are passed on to the subordinates in an
organization via bilateral interactions and involvement in decision-making process. The goal of an ethical
health leader is to foster human dignity and promote sensitivity to moral aspects in the professional field
(Chahal, & Mehta, 2010). In this aspect, the safety of patient will be guaranteed based on the nature of the
strategies implemented by the organization. According to Laschinger, Wong and Grau (2013), it is the role
of an effective health leader to empower and encourage the staff working under him to be proactive in
implementing ethical practices in the institution. Such staff will be free to talk about heinous acts by

Healthcare Assignment
colleagues and ready to implement policies that contribute towards ethical competencies in their daily
activities. As Malik, Dhar and Handa (2016) suggests, the people in leadership have a role to trigger change
in an organization where a positive transition is expected to bring more benefits to the society.
Other researchers such as Stander, De Beer and Stander (2015) suggest that stringent measures put
in place by ethical leaders is a sure way of regulating the morals of health practitioners. This means that
people in leadership positions should formulate policies that provide a mechanism for monitoring and
appraising the actions of healthcare providers. Moreover, strict supervision and evaluation of the healthcare
professionals should be done to ensure that ethical conditions are not breached-for the public to gain trust
on the people in charge of their sick relatives.
According to Bamford et al. (2013), healthcare leaders should be free from prejudice. They need to
handle all employees, stakeholders and clients without any form of discrimination. Besides, Shamir, Arthur
and House, (2018) suggest that the custodians of organizational culture are the managers. The leaders have
to proactively train their subordinates on the best practices when it comes to handling the less privileged
members of the society. Moreover, the clients need to be consulted in case there is need for an action that
may directly affect their wellbeing (Kazley et al., 2016). Such acts empower the patients who eventually
feel part and parcel of the institution, hence fastening the healing process.
On the other hand, other researchers suggest that there should be a shift of strategies from focusing
on reliance compliance to investment in empowerment. This platform is meant to create an atmosphere that
encourages all health care practitioners to contribute their input towards organizational success (Helpap,
2016). Therefore, a responsible leader is expected to design a robust operational model that accommodates
all the desirable components of a work place environment. Such ladders have a wide vision that
encompasses the overall success of the organization and development of the entire staff.

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Eminent gaps in the leadership theory
Majority in the health care service are unable to execute their roles effectively because of the
complicated nature of their routines and inadequate patience to handle the healthcare procedures (PA
Delannoi & Dowlen, 2016). The leadership theory leaves a lot to be desired with respect to a desire to
foster a general wellbeing of the public. Majority of the people who are less fortunate could not access the
services as they were made to wait at the bench for hours, indicating that the leaders were unable to execute
their roles due to incompetency and ineffective work schedule.
Section 3 — Participatory Leadership Theory
This theory sees leadership as an avenue for bringing change to improve the qualities of service
being delivered in the health sector for the wellbeing of all stakeholders (Hechl, 2017, Eshkol & Eshkol,
2017). The theory admits that though key personality attributes are necessary for creating a good leader,
they may not be sufficient in redeeming the dented image of the healthcare practitioners. It advocates for
emphasis on context, interaction between personality traits as well as priorities and establishment of an
enabling environment in the health eco-system where the leadership is keen to address the requirements of
the industry through a future-oriented strategy (Abdi & Kimutai, 2018, Calman, 2018).
Another focus of this theory is to come up with an ecosystem that encourages all stakeholders to
participate in decision-making process, nurtures communication and offers all members of the organization
with potential of leadership to practice their talents. The theory advocates for leadership traits such as;
acceptability, adaptability, analytical, charisma, clarity, commitment, consistency, credibility, innovative
and decisive, among others for organizational success (Latham, 2016). However, the most outstanding
traits upon which the theory is built are; possession of relevant knowledge, adaptive and team player. In
addition, the theory highlights the pertinence of leadership in restructuring the health sector to meet the
social, political, economic and scientific requirements. This brings about a renewed interest for achieving

Healthcare Assignment
the missions of cross-cultural, multidisciplinary and multi-sectorial sustainable agenda. The theory draws
its strengths from the concept of interaction and engagement across sectors in an organization to counter
the dynamic tensions brought by differences in thinking and concepts. The motive is to explore the benefits
of cooperation and coordination of employees for prominence and wellbeing of clients in a new work
environment.
Section 4 — Revised Visual Representation of Participatory Leadership Theory
How the participatory leadership theory bridges the gaps
The theory insists that the positive changes experienced in the health care field have resulted from
collective leadership strategies by multi agencies working for a common goal. It has brought an
enlightened vision for public health and clinical operations for the health system to adopt positive
leadership strategies that have been proven in other sectors. The theory advocates for preparing
leaders who are equipped with techniques for listening to issues affecting the sector and offering
calculated solutions in a timely manner (Nicholds, Gibney, Mabey & Hart, 2017).
The elements of participatory theory:
Creativity: an effective leader should be able to device new methods of handling tasks and issues in
the organization. As Nicholds et al. (2017) puts it, a leader in the 21st century must be able to seek
information that can enable him/her come up with solutions based on the current state of technology.
Otherwise, it may be impossible to achieve different results with the same formula.
Teamwork: A good leader knows better than to look down upon the contribution of the lowest ranked
officer in an organization. As a leader, on must understand and acknowledge the contribution made
by all stakeholders in an organization. To lead by example, one must be present where the
subordinates work. That ability to work with people from different backgrounds and beliefs is

Healthcare Assignment
necessary for a leader to unit people and direct them towards organizational goal (Bamford, Wong &
Laschinger, 2013).
Clarity: a good leader should be precise in his or her instructions. When giving directives in the
organization, a leader should use a language that is simple to understand and comprehend.
Consistency: a good leader should be consistent in his or her dealings with others. One should not
shift positions based on whom he or she is addressing in the organization (Malik, Dhar & Handa,
2016).
Adaptive: adaptive quality of a leader enables him or her to adjust based on emerging best practices
in the industry. It is therefore necessary for a leader to be flexible enough to cope with advances in
technology and market dynamics.
A visual representation of the participatory theory (adapted from, Nicholds et al. 2017)
Modalities for implementing ethical consideration in the care process
Healthcare leadership is responsible for developing and implementing policies that are ethically
sound and desirable to the public for employees and the patients achieve their goals (Welch-Carre, 2017).
KNOWLEDGEABLE
ADAPTIVE
CONSISTENCYCHARISMA
TEAM WORK PARTICIPATORY
LEADERSHIP
THEORY
COMPONENTS
CLARITY
CLARITY
CREATIVITY
ANALYTICAL

Healthcare Assignment
This mentality orientates healthcare professionals to carry out their duties with a focus to patients’
wellbeing. To achieve this goal, healthcare leaders must be strict and ready to make radical decisions even
if they are not a cup of tea to mot subordinates. Besides, the leaders in the industry will ensure that a
vibrant environment for career development is created to attract more players in the field to ensure limited
cases of unattended clients (Calman, 2018, Nilssen, Mathew, Besterfield-Sacre, & Monroe-White, 2015,
Octobeer).).
On the other hand, the care leaders also need proper training to carry out their activities with a lot of
harmony. According to Latham (2016), leaders can effectively pass on desired traits to their subordinates if
they have relevant and adequate training about their organizational culture. However, one cannot acquire
some leadership qualities from training or experience, for instance; leadership personality, and leadership
quality. Organizations obtain such qualities through proper screening during recruitment. Otherwise, an
organization should formulate a feedback mechanism that enables employees to report on the individuals
who have leadership traits and ability to be their leaders.
Section 5 — Empirical Evaluation Plan for a Participatory Health Leadership Theory:
The success of the plan can be assessed by conducting a survey on international corporations that
have implemented the policies. Firstly, I would design questionnaires that will be sent to potential
respondents through survey monkey. These results from these questionnaires will be analysed using
different software such as SPSS, and National Council for Social Studies software (NCSS). The NCSS
software will be was used for descriptive statistical analysis of the various demographic metrics related to
feedback from the health care practitioners and clients.

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Section 6 — Conclusion
Leadership plays a major role in the performance of employees in the health sector. The success of
a health facility borrows a lot from the individual charged with the responsibility of formulating and
implementing policies in the institution. A robust framework can help the practitioners to come up with a
simplified strategy that can decompose the complex nature of the leadership concept for easy adoption.
Effective leaders can use the challenges as a tool for motivation to design further mechanisms of handling
circumstances that normally bring conflict of interest in the health sector. By so doing, the problems of
health care facilities will be devolved to the entire staff, which will come up solutions which they will own
since they are involved at all levels of management.

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Section 7 — References
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Eshkol, B., & Eshkol, A. (2017). Participatory planning in Israel: from theory to practice. Journal of Place
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