Leadership And Effecting Change in Publi Health

Running head: LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
AUSTRALIAN HEALTH LEADERSHIP FRAMEWORK
Name of the Student:
Name of the University:
Author Note:

HEALTH LEADERSHIP FRAMEWORK1
Table of Contents
Introduction................................................................................................................................2
Analysis of Scenario..................................................................................................................2
Leadership Self-Assessment tool...............................................................................................5
Demonstrating Personal Qualities..........................................................................................5
Working with Others..............................................................................................................5
Managing Services.................................................................................................................5
Improving Services................................................................................................................6
Setting Direction....................................................................................................................6
Creating the Vision................................................................................................................6
Delivering the strategy...........................................................................................................6
Reflection on the Scenario.........................................................................................................7
Action plan on the scenario....................................................................................................7
Conclusion..................................................................................................................................8
References..................................................................................................................................9

HEALTH LEADERSHIP FRAMEWORK2
Introduction
The Health system is known for its complexity, and it is continuously evolving for
enhancing the qualitative care towards the people and community (Mossialos et al., 2016).
Multiple key stakeholders in the health system work together to improve the overall health
outcomes. Health leaders play a significant role in monitoring and administering these
stakeholders in achieving their responsibilities (Sethuraman & Suresh, 2014). They influence
their subordinates and other key stakeholders of the health system to enhance the quality of
life. This report aim is to analyse the scenario of leadership in Australian public health and
provide reflection upon the self-assessment of leadership style to apply to the scenario and
overcomes the gaps.
Australian Health Leadership Framework: Health LEADS Australia
Health LEADS was formulated through multiple research and considering inputs from
700 individuals. The major five areas that the health LEADS focuses on leading self,
engaging others, achieving outcomes, drives innovation, and shapes system. As the health
system is dynamic and complex, leadership must be owned by every individual for effective
health outcomes. If the capacity of leaders improves, then the overall health system would
also improve. The major principle of health LEADS is based on the multiple leadership styles
approaches as multiple styles would enhance various ways and strengths for providing a
better health system (Australian government Initiative, 2013).
Analysis of Scenario
The scenario talks about Helen, who is a young 35 years old general practitioner.
Helen has always worked towards the welfare of the people that have enhanced the
immunisation rates along with increased awareness regarding the screening program for

HEALTH LEADERSHIP FRAMEWORK3
cancer. Thus, such practices made her recognise by the council in Warrnambool. She was
nominated as a public health officer in the area where she served her services. In addition to
this, there was a new mandate for Helen to promote a healthy environment in the
communities. Promoting health in communities would involve the whole population of the
community instead of primary care. The services included in this health promotion are
sanitation, immunisation program, and infection control measures. Therefore, it would
involve diverse culture, traditional planners, and architect of town and policymakers, and
they influence the health initiatives along with they do not appreciate younger female leaders.
Helen needs to practice leadership that would influence her subordinates and member
of the community to work together in promoting the community health outcomes. In the
Australian health framework, the leaders following or implementing the health LEADS
would result in promoting effective health services. As Helen is a young female, her
leadership is not viewed effectively. Therefore, initially, she needs to lead herself to
understand and assess self-value. She needs to interact with other stakeholders for personnel
development and strengthen her leadership. The second approach is engaging others; with the
help of effective communication, Helen needs to listen to all the ideas and feedback from the
other stakeholders and should participate in any difficult conversation. This would lead Helen
to build a good relationship with the policymakers and other stakeholders of the health
system. The third element in achieving the outcomes. Helen is promoting a healthy
environment in the entire community, and achieving this outcome, she needs continual
monitoring and evaluation for analysing any gap areas. She has found that the remote area
lack in providing specialist treatment as there were no specialist center or settings. People of
the community need to travel 300 km away from town for availing specialist care. Thus,
solving the gap would help Helen in achieving an effective health outcome.