Leadership Change in Public Health
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Running head: LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Name of the Student:
Name of the University:
Author Note:
LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Name of the Student:
Name of the University:
Author Note:
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1LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Introduction:
The paper is based on a scenario concerning a newly nominated public health leader,
named Helen. The case scenario described Helen as a thirty-five years old general
practitioner (GP) nursing staff, who had managed to catch the attention of the local healthcare
authorities by her excellent practice on providing primary care to the individuals. Now, she
has been nominated for the position of the public health leader of the locality. As a leader,
Helen can be expected to face various difficulties for various reasons. This paper will be
focused on analysing the whole case scenario considering the Australian Health leadership
framework firstly. Then there will be a self-assessment on the leadership skills of the author
with the use of the Leadership Framework Self-Assessment tool. Finally, there will be a
reflection on the scenario from the author’s personal perspective.
Discussion:
Part 1: Analysis of the Scenario:
The scenario includes some background information on Helen. It states the area of her
expertise and practice. The scenario recognises her to be a general practitioner (GP), and she
has an experience of 5 years in this profession. Thus she can be expected to possess sufficient
knowledge in the medical field. However, her area of expertise was focused on individual
health. Now, if she is to assume her role as a public health leader, she will require to focus on
the health of a whole population, which will require her to work with more people and
consider many more things compared to her previous practice scenario. The scenario
expresses many concerns of the authorities on the matter of Helen’s capability of managing
her new role. Those concerns involve various areas of the Australian health leadership
framework. The framework suggests that a leader must have the ability regarding leading
self, engaging others, achieve outcomes, drive innovations in the respective field and finally
Introduction:
The paper is based on a scenario concerning a newly nominated public health leader,
named Helen. The case scenario described Helen as a thirty-five years old general
practitioner (GP) nursing staff, who had managed to catch the attention of the local healthcare
authorities by her excellent practice on providing primary care to the individuals. Now, she
has been nominated for the position of the public health leader of the locality. As a leader,
Helen can be expected to face various difficulties for various reasons. This paper will be
focused on analysing the whole case scenario considering the Australian Health leadership
framework firstly. Then there will be a self-assessment on the leadership skills of the author
with the use of the Leadership Framework Self-Assessment tool. Finally, there will be a
reflection on the scenario from the author’s personal perspective.
Discussion:
Part 1: Analysis of the Scenario:
The scenario includes some background information on Helen. It states the area of her
expertise and practice. The scenario recognises her to be a general practitioner (GP), and she
has an experience of 5 years in this profession. Thus she can be expected to possess sufficient
knowledge in the medical field. However, her area of expertise was focused on individual
health. Now, if she is to assume her role as a public health leader, she will require to focus on
the health of a whole population, which will require her to work with more people and
consider many more things compared to her previous practice scenario. The scenario
expresses many concerns of the authorities on the matter of Helen’s capability of managing
her new role. Those concerns involve various areas of the Australian health leadership
framework. The framework suggests that a leader must have the ability regarding leading
self, engaging others, achieve outcomes, drive innovations in the respective field and finally
2LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
shape the systems and infrastructures according to the requirement. The following
subsections will separate the issues that might present challenges to Helen in assuming her
role as a public health leader, according to the different aspects of the framework.
Leading Self:
Helen is a GP who has experience in delivering individualised care to her patients.
She has no experience in managing the health of the whole population. She has displayed her
expertise in practicing alone. However, if she is chosen for the role of a public health leader,
she will require to work with many other people and lead them. Helen has been identified to
have an introverted personality, which might be a problem.
However, the scenario also describes Helen to be “a kind, optimistic, and qualified
medical practitioner.” Thus she can be expected to make necessary modifications to her
personality and learn continuously to perform her duties as a leader.
Engaging others:
As a public health leader, Helen will be expected to lead a number of people and
manage them along with the community people. She will require to make sure that all her
subordinates and team members are sufficiently motivated and performing their duties well.
She will also require the community people to make a few changes to their lifestyle and in
their behavioural aspects to improve the health of the overall community (Popescu &
Predescu, 2016). There will also be many stakeholders who will be responsible for the
successful implementation of any plan directed at improving community health. The scenario
described the community to be “a diverse, multi-ethnic, and aging community.” Helen being
female and young, might be a problem to that community since the community people are not
likely to accept her as a leader.
shape the systems and infrastructures according to the requirement. The following
subsections will separate the issues that might present challenges to Helen in assuming her
role as a public health leader, according to the different aspects of the framework.
Leading Self:
Helen is a GP who has experience in delivering individualised care to her patients.
She has no experience in managing the health of the whole population. She has displayed her
expertise in practicing alone. However, if she is chosen for the role of a public health leader,
she will require to work with many other people and lead them. Helen has been identified to
have an introverted personality, which might be a problem.
However, the scenario also describes Helen to be “a kind, optimistic, and qualified
medical practitioner.” Thus she can be expected to make necessary modifications to her
personality and learn continuously to perform her duties as a leader.
Engaging others:
As a public health leader, Helen will be expected to lead a number of people and
manage them along with the community people. She will require to make sure that all her
subordinates and team members are sufficiently motivated and performing their duties well.
She will also require the community people to make a few changes to their lifestyle and in
their behavioural aspects to improve the health of the overall community (Popescu &
Predescu, 2016). There will also be many stakeholders who will be responsible for the
successful implementation of any plan directed at improving community health. The scenario
described the community to be “a diverse, multi-ethnic, and aging community.” Helen being
female and young, might be a problem to that community since the community people are not
likely to accept her as a leader.
3LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Helen requires to consider all these aspects, and she must be respectful to all the
different cultures when communicating with the community people.
Achieving Outcomes:
In order to achieve the desired outcome regarding the community health in the
community people there are already a few suggested programs described in the case scenario,
which are solving the housing problems, sanitisation of the area, immunisation programs, and
infection control programs. As a public health leader, Helen must take the responsibility of
carrying out all these programs effectively (Huber, 2017). She must develop proper plans and
set proper goals to achieve the final outcome. She must apply effective communication and
her skills for arranging proper resources. She should also influence her team members and the
community people to achieve the desired outcome.
Driving Innovations:
As a public health leader, it is a crucial responsibility of Helen to encourage the
innovative thoughts and ideas both among her teammates and the community people
(Popescu & Predescu, 2016). She must demonstrate an open mentality to the idea of change,
and she must also encourage everyone to accept the change (Porter-O'Grady & Malloch,
2015). In order to promote community health, the first requirement is changing some
behavioural aspects of the community people to promote their good health (Blue, Shove,
Carmona & Kelly, 2016). Helen must build support for those changing aspects. According to
the case scenario, these achievements might be challenging for her since the community is a
multi-ethnic and aging community. The community people are most likely to reject her
position as a leader, and they will not agree to follow her. However, if Helen manages to
involve all the community people in the activity and accepts the innovative ideas from the
community people themselves, she will prove herself to be an effective leader.
Helen requires to consider all these aspects, and she must be respectful to all the
different cultures when communicating with the community people.
Achieving Outcomes:
In order to achieve the desired outcome regarding the community health in the
community people there are already a few suggested programs described in the case scenario,
which are solving the housing problems, sanitisation of the area, immunisation programs, and
infection control programs. As a public health leader, Helen must take the responsibility of
carrying out all these programs effectively (Huber, 2017). She must develop proper plans and
set proper goals to achieve the final outcome. She must apply effective communication and
her skills for arranging proper resources. She should also influence her team members and the
community people to achieve the desired outcome.
Driving Innovations:
As a public health leader, it is a crucial responsibility of Helen to encourage the
innovative thoughts and ideas both among her teammates and the community people
(Popescu & Predescu, 2016). She must demonstrate an open mentality to the idea of change,
and she must also encourage everyone to accept the change (Porter-O'Grady & Malloch,
2015). In order to promote community health, the first requirement is changing some
behavioural aspects of the community people to promote their good health (Blue, Shove,
Carmona & Kelly, 2016). Helen must build support for those changing aspects. According to
the case scenario, these achievements might be challenging for her since the community is a
multi-ethnic and aging community. The community people are most likely to reject her
position as a leader, and they will not agree to follow her. However, if Helen manages to
involve all the community people in the activity and accepts the innovative ideas from the
community people themselves, she will prove herself to be an effective leader.
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4LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Shaping Systems:
There are various improvements required to improve community health. The case
scenario identified a few fields that are in need of improvements, which are the lack of
specialist service within 300 kilometers of the community, lack of publically accessible
exercising grounds, lack of sustainable food resources, disease prevention programs, health
promotion programs, and other publically accessible services. As a public health leader,
Helen must address those problems carefully and reshape the present infrastructure
accordingly (Popescu & Predescu, 2016).
Part 2: Self-Assessment:
A leadership framework self-assessment tool is used for assessing the clinical
leadership qualities in an individual. The tool is focused on assessing seven aspects, mainly in
order to determine how effective the delivery of the service will be by the clinical leaders.
The aspects are “demonstrating personal qualities”, “working with others”, “managing
services”, “improving services”, “setting direction”, “creating the vision”, and “delivering the
strategy”.
When I used the tool to assess my efficacy in “demonstrating personal qualities”, I
found that I have 4 orange circles and 4 green circles in my overall score. According to the
tool, my scores suggests that I require to make improvements in “managing self” and in
“continuing personal development”. However, the tool also suggest that in the fields I have
green circles could be the strengths I am prone to overplay and if I am not careful, it might
have a negative impact on my overall performance.
I scored 2 green circles, 5 orange circles and 1 red circles in the area of “working with
others. According to these scores, I require to seek improvements in every domain of the
assessment, which are, “developing networks”, and “Encouraging contributions”, “Building
Shaping Systems:
There are various improvements required to improve community health. The case
scenario identified a few fields that are in need of improvements, which are the lack of
specialist service within 300 kilometers of the community, lack of publically accessible
exercising grounds, lack of sustainable food resources, disease prevention programs, health
promotion programs, and other publically accessible services. As a public health leader,
Helen must address those problems carefully and reshape the present infrastructure
accordingly (Popescu & Predescu, 2016).
Part 2: Self-Assessment:
A leadership framework self-assessment tool is used for assessing the clinical
leadership qualities in an individual. The tool is focused on assessing seven aspects, mainly in
order to determine how effective the delivery of the service will be by the clinical leaders.
The aspects are “demonstrating personal qualities”, “working with others”, “managing
services”, “improving services”, “setting direction”, “creating the vision”, and “delivering the
strategy”.
When I used the tool to assess my efficacy in “demonstrating personal qualities”, I
found that I have 4 orange circles and 4 green circles in my overall score. According to the
tool, my scores suggests that I require to make improvements in “managing self” and in
“continuing personal development”. However, the tool also suggest that in the fields I have
green circles could be the strengths I am prone to overplay and if I am not careful, it might
have a negative impact on my overall performance.
I scored 2 green circles, 5 orange circles and 1 red circles in the area of “working with
others. According to these scores, I require to seek improvements in every domain of the
assessment, which are, “developing networks”, and “Encouraging contributions”, “Building
5LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
and Maintaining Relationships and Working within teams”. I did not score too many green
circles in a single domain. Thus probably my skills are not overplayed.
In the “managing services” section, I scored 3 orange circles, 2 green circles, and 3
red circles. The score implies that I require to make improvements in the domains of
“managing resources”, “managing people” and “managing performances”. However, the
score also suggests that I am probably overplaying my skills in “planning”, which might
impact negatively on my overall performance.
I scored 4 green circles, 3 orange circles and 1 red circle in the “improving services”
assessment. The score suggests that I should consider for development in the domain of
“facilitating transformation”. However, I might also be overplaying my skills in the domain
of “ensuring patient safety”. Hence there is chance of a negative impact on my overall
performance.
I scored 1 green circle, 6 orange circles and 1 red circle in the “setting direction”
section. According to my scores, I should consider making improvements in all the domains
under this section except the “making decisions” domain.
My score in the “creating vision” section was 3 green circles, 2 orange circles and 3
red circles. Hence, it can be decided that I must consider developing my skills in the
“developing the vision for the organisation” domain. I should also focus on my skills in the
“communicating the vision” domain, which are probably overplayed.
I scored 6 orange circles and 2 red circles when assessing my skills in the field of
“delivering the strategy”. The score suggests that I require to make improvements in the
every domain under this aspect, which are, “framing the strategy”, “implementing the
strategy”, “developing the strategy” and “embedding the strategy”.
and Maintaining Relationships and Working within teams”. I did not score too many green
circles in a single domain. Thus probably my skills are not overplayed.
In the “managing services” section, I scored 3 orange circles, 2 green circles, and 3
red circles. The score implies that I require to make improvements in the domains of
“managing resources”, “managing people” and “managing performances”. However, the
score also suggests that I am probably overplaying my skills in “planning”, which might
impact negatively on my overall performance.
I scored 4 green circles, 3 orange circles and 1 red circle in the “improving services”
assessment. The score suggests that I should consider for development in the domain of
“facilitating transformation”. However, I might also be overplaying my skills in the domain
of “ensuring patient safety”. Hence there is chance of a negative impact on my overall
performance.
I scored 1 green circle, 6 orange circles and 1 red circle in the “setting direction”
section. According to my scores, I should consider making improvements in all the domains
under this section except the “making decisions” domain.
My score in the “creating vision” section was 3 green circles, 2 orange circles and 3
red circles. Hence, it can be decided that I must consider developing my skills in the
“developing the vision for the organisation” domain. I should also focus on my skills in the
“communicating the vision” domain, which are probably overplayed.
I scored 6 orange circles and 2 red circles when assessing my skills in the field of
“delivering the strategy”. The score suggests that I require to make improvements in the
every domain under this aspect, which are, “framing the strategy”, “implementing the
strategy”, “developing the strategy” and “embedding the strategy”.
6LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Part 3: Reflection on the Scenario:
According to the above assessment, my biggest strength area was the “improving
services”. I am moderate at working with others, displaying my personal qualities, and in
managing services. Thus my main focus will be using those qualities in managing the
situation described in the case scenario.
Firstly, as a public health leader, I will review the safety of the practices considering
the safety of the patients. I will review the existing problems (such as unavailability of the
specialist services within the 300 km of the area) that might present a risk to the health of the
patients and take proper action. I will also involve my other teammates and the community
people in the discussion about the existing issues and the possible strategies to overcome
them. I will encourage everyone to express their ideas on the matter and consider their
opinions and ideas on the matter effectively to develop a proper plan. I will also suggest
options like telesurgery or teleconsultations to both the community people and to my
colleagues in order to learn about their opinions on the matter (Cazac & Radu, 2014). I will
also focus on arranging different awareness programs, which will help the community people
to acquire knowledge on different health impairment conditions and their prevention
strategies (Gardois, Booth, Goyder & Ryan, 2014). I will be careful about their cultural
beliefs and present the information to them such a way that will not hurt their beliefs and also
they will know that their culture is being treated with proper respect (Kwon, 2018). I will be
continuously working with my team to teach the community people about disease
management strategies, the importance of immunisation and exercise and also about the
habits that are harmful for their health (such as smoking or drinking alcohol) (Blue, Shove,
Carmona & Kelly, 2016).
Thus there are a few gaps in the community that can be found. The first gap is the
unavailability of the specialist services within 300 kilometres of the community. Thus to
Part 3: Reflection on the Scenario:
According to the above assessment, my biggest strength area was the “improving
services”. I am moderate at working with others, displaying my personal qualities, and in
managing services. Thus my main focus will be using those qualities in managing the
situation described in the case scenario.
Firstly, as a public health leader, I will review the safety of the practices considering
the safety of the patients. I will review the existing problems (such as unavailability of the
specialist services within the 300 km of the area) that might present a risk to the health of the
patients and take proper action. I will also involve my other teammates and the community
people in the discussion about the existing issues and the possible strategies to overcome
them. I will encourage everyone to express their ideas on the matter and consider their
opinions and ideas on the matter effectively to develop a proper plan. I will also suggest
options like telesurgery or teleconsultations to both the community people and to my
colleagues in order to learn about their opinions on the matter (Cazac & Radu, 2014). I will
also focus on arranging different awareness programs, which will help the community people
to acquire knowledge on different health impairment conditions and their prevention
strategies (Gardois, Booth, Goyder & Ryan, 2014). I will be careful about their cultural
beliefs and present the information to them such a way that will not hurt their beliefs and also
they will know that their culture is being treated with proper respect (Kwon, 2018). I will be
continuously working with my team to teach the community people about disease
management strategies, the importance of immunisation and exercise and also about the
habits that are harmful for their health (such as smoking or drinking alcohol) (Blue, Shove,
Carmona & Kelly, 2016).
Thus there are a few gaps in the community that can be found. The first gap is the
unavailability of the specialist services within 300 kilometres of the community. Thus to
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7LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
improve this situation, an action plan can be suggested. All the healthcare centres available in
the community will be enabled for providing teleconsultation and telesurgery services (Bice-
Urbach & Kratochwill, 2016). The installation of all the necessary technologies must be
completed within one month. The evaluation of the plan will be repeated on a yearly basis
assessing the rate of adverse health outcomes in the patients.
Another gap in community health is the lack of proper awareness about health in the
community people. The nursing goal for this problem will be to arrange frequent awareness
and health promotion programs all around the community (Gardois, Booth, Goyder & Ryan,
2014). The awareness programs will be continued to be arranged throughout a whole year.
The assessment of the efficacy of this plan will be determined by assessing the rate of adverse
health outcomes in the community people.
Conclusion:
Hence, it can be concluded from the above discussion that Helen, a 35-year-old GP,
who has been nominated for the role of public health leader of her locality might be presented
with various problematic issues, if she wishes to assume her role as a public health leader.
Those issues might be resulting from both her lack of leadership skills and also the already
existing problems in the community. According to my self-assessment test, I found that there
were many fields of leadership framework, where I require to make improvements. There are
many gaps in community health as presented in the scenario. If I am to assume the role of the
public health leader of the community, I will require to develop at least two action plans in
order to address those issues.
improve this situation, an action plan can be suggested. All the healthcare centres available in
the community will be enabled for providing teleconsultation and telesurgery services (Bice-
Urbach & Kratochwill, 2016). The installation of all the necessary technologies must be
completed within one month. The evaluation of the plan will be repeated on a yearly basis
assessing the rate of adverse health outcomes in the patients.
Another gap in community health is the lack of proper awareness about health in the
community people. The nursing goal for this problem will be to arrange frequent awareness
and health promotion programs all around the community (Gardois, Booth, Goyder & Ryan,
2014). The awareness programs will be continued to be arranged throughout a whole year.
The assessment of the efficacy of this plan will be determined by assessing the rate of adverse
health outcomes in the community people.
Conclusion:
Hence, it can be concluded from the above discussion that Helen, a 35-year-old GP,
who has been nominated for the role of public health leader of her locality might be presented
with various problematic issues, if she wishes to assume her role as a public health leader.
Those issues might be resulting from both her lack of leadership skills and also the already
existing problems in the community. According to my self-assessment test, I found that there
were many fields of leadership framework, where I require to make improvements. There are
many gaps in community health as presented in the scenario. If I am to assume the role of the
public health leader of the community, I will require to develop at least two action plans in
order to address those issues.
8LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
References:
aims.org. (2020). Australian Health Leadership Framework. Retrieved 24 March 2020, from
https://www.aims.org.au/documents/item/352 )
Blue, S., Shove, E., Carmona, C., & Kelly, M. P. (2016). Theories of practice and public
health: understanding (un) healthy practices. Critical Public Health, 26(1), 36-50.
Huber, D. (2017). Leadership and nursing care management-e-book. Elsevier Health
Sciences.
Porter-O'Grady, T., & Malloch, K. (2015). Leadership in nursing practice. Jones & Bartlett
Publishers.
Popescu, G. H., & Predescu, V. (2016). The role of leadership in public health. American
Journal of Medical Research, 3(1), 273.
Day, M., Shickle, D., Smith, K., Zakariasen, K., Moskol, J., & Oliver, T. (2014). Training
public health superheroes: five talents for public health leadership. Journal of Public
Health, 36(4), 552-561.
Halcomb, E., Stephens, M., Bryce, J., Foley, E., & Ashley, C. (2017). The development of
professional practice standards for Australian general practice nurses. Journal of
Advanced Nursing, 73(8), 1958-1969.
Cazac, C., & Radu, G. (2014). Telesurgery–an efficient interdisciplinary approach used to
improve the health care system. Journal of medicine and life, 7(Spec Iss 3), 137.
Bice-Urbach, B. J., & Kratochwill, T. R. (2016). Teleconsultation: The use of technology to
improve evidence-based practices in rural communities. Journal of School
Psychology, 56, 27-43.
References:
aims.org. (2020). Australian Health Leadership Framework. Retrieved 24 March 2020, from
https://www.aims.org.au/documents/item/352 )
Blue, S., Shove, E., Carmona, C., & Kelly, M. P. (2016). Theories of practice and public
health: understanding (un) healthy practices. Critical Public Health, 26(1), 36-50.
Huber, D. (2017). Leadership and nursing care management-e-book. Elsevier Health
Sciences.
Porter-O'Grady, T., & Malloch, K. (2015). Leadership in nursing practice. Jones & Bartlett
Publishers.
Popescu, G. H., & Predescu, V. (2016). The role of leadership in public health. American
Journal of Medical Research, 3(1), 273.
Day, M., Shickle, D., Smith, K., Zakariasen, K., Moskol, J., & Oliver, T. (2014). Training
public health superheroes: five talents for public health leadership. Journal of Public
Health, 36(4), 552-561.
Halcomb, E., Stephens, M., Bryce, J., Foley, E., & Ashley, C. (2017). The development of
professional practice standards for Australian general practice nurses. Journal of
Advanced Nursing, 73(8), 1958-1969.
Cazac, C., & Radu, G. (2014). Telesurgery–an efficient interdisciplinary approach used to
improve the health care system. Journal of medicine and life, 7(Spec Iss 3), 137.
Bice-Urbach, B. J., & Kratochwill, T. R. (2016). Teleconsultation: The use of technology to
improve evidence-based practices in rural communities. Journal of School
Psychology, 56, 27-43.
9LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Di Cerbo, A., Morales-Medina, J. C., Palmieri, B., & Iannitti, T. (2015). Narrative review of
telemedicine consultation in medical practice. Patient preference and adherence, 9,
65.
Gardois, P., Booth, A., Goyder, E., & Ryan, T. (2014). Health promotion interventions for
increasing stroke awareness in ethnic minorities: a systematic review of the
literature. BMC public health, 14(1), 409.
Frieden, T. R. (2014). Six components necessary for effective public health program
implementation. American journal of public health, 104(1), 17-22.
Raj, R., & Srivastava, K. B. (2016). Transformational leadership and innovativeness: The
mediating role of organizational learning. Journal of Management Research, 16(4),
201-219.
Kwon, J. S. (2018). The Mediating Effect of Social connectedness and responsibility in the
relationship between Self-leadership and Cultural competency on Nursing
Students. Journal of Digital Convergence, 16(9), 257-268.
studocu.com. (2020). Retrieved 24 March 2020, from
https://www.studocu.com/es-mx/document/universidad-de-guadalajara/desarrollo-
humano/apuntes/nhsleadership-framework-leadership-framework-self-assessment-
tool/1873474/view
Di Cerbo, A., Morales-Medina, J. C., Palmieri, B., & Iannitti, T. (2015). Narrative review of
telemedicine consultation in medical practice. Patient preference and adherence, 9,
65.
Gardois, P., Booth, A., Goyder, E., & Ryan, T. (2014). Health promotion interventions for
increasing stroke awareness in ethnic minorities: a systematic review of the
literature. BMC public health, 14(1), 409.
Frieden, T. R. (2014). Six components necessary for effective public health program
implementation. American journal of public health, 104(1), 17-22.
Raj, R., & Srivastava, K. B. (2016). Transformational leadership and innovativeness: The
mediating role of organizational learning. Journal of Management Research, 16(4),
201-219.
Kwon, J. S. (2018). The Mediating Effect of Social connectedness and responsibility in the
relationship between Self-leadership and Cultural competency on Nursing
Students. Journal of Digital Convergence, 16(9), 257-268.
studocu.com. (2020). Retrieved 24 March 2020, from
https://www.studocu.com/es-mx/document/universidad-de-guadalajara/desarrollo-
humano/apuntes/nhsleadership-framework-leadership-framework-self-assessment-
tool/1873474/view
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