This paper critically analyzes the Australian Health Leadership Framework and assesses the case scenario of Helen, a public health officer. It highlights key areas for effective leadership and management skills. The paper also includes a self-assessment using a leadership assessment tool and a reflection on personal skills.
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Running head: PUBLIC HEALTH LEADERSHIP PUBLIC HEALTH LEADERSHIP Name of the Student: Name of the University: Author Note:
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1PUBLIC HEALTH LEADERSHIP Part 1: Helen is a 35 year old General Practitioner who has been mentioned to have a practice experience of 5 years in Warnambool (Victoria). She has dispensed excellent services within the council of Warnambool where she has helped in spreading awareness about cancer screening programs and has also increased child immunization rates. The community board strongly felt that there was a need to appoint a public health officer in the area and Helen was nominated for her significant contribution toward the improvement of community services. However, as a public health officer Helen would need to take care of multiple concerns such as sanitation, housing and infection control apart from primary health care services. Helen also needs to consider that the community comprises of a significant proportion of the ageing population and also hosts people belonging to multiple cultural beliefs. Helen seems to be extremely promising as a leader, however as she is a young single women, her leadership skills are perceived as skeptical by the community members as well as the policy makers and the town planners. As a public health officer, Helen would need to keep in mind a number of factors that influence effective leadership and management skills. This is important as it will govern her leadership skills and help her manage her responsibilities. In addition to this, it has also been mentioned that she has been allotted 10 staff under her who would be directly reporting to her. This suggests that she needs to effectively communicate and direct the staff members so as to implement policies that could help in promoting positive outcome. This paper intends to critically analyze the Australian Health Leadership Framework so as to assess the case scenario and highlight the key areas that Helen must focus on so as to positive contribute to the development of the community. In addition to this, in the subsequent sections of the paper a self-assessment would be undertaken using the leadership-assessment tool followed by a discussion on the findings. Finally, the last
2PUBLIC HEALTH LEADERSHIP section of the paper would present a reflection on my personal skills and the course of action that would have been undertaken by me if I was in place of Helen. The Australian Health Leadership identifies a leader as an individual who can lead one self, engage others, achieve outcomes, drives innovation and shapes systems (Aims.org.au, 2019). The framework emphasizes upon the need of leadership for a people focused health system which is subsequently equitable, effective and at the same time sustainable (Aims.org.au, 2019). The frameworkcriticallysuggeststhatleaderswithin thehealthcaresystemmust endeavor to improve the quality of life indicators, the overall clinical outcome and the wellbeing of the health system. According to West et al. (2014), the quality of leadership is tightly linked to the quality of patient care outcomes. In the words ofMah’d Alloubaniet al. (2014), leadership style directly affects the satisfaction, trust, conviction and the commitment of the team members in a project. As mentioned byMosadeghrad and Ferdosi(2013), a number of organizational factors such as work environment and pay scale affects the performance of the workforce, however, leadership style plays the central role in driving employee commitment. Upon closely analyzing the case scenario provided, it can be said that the community where Helen has been nominated as a health officer is laden with a number of challenges. Helen needs to take note of these challenges and accordingly devise a course of action. Firstly, she needs to improve the primary healthcare delivery system so as to foster effective health care delivery to the community population. Next, as has been mentioned that there is no provision of specialized care services and as a result the community people need to 300 km in order to assess care facilities. This causes inconvenience and at the same time due to lack of proper medical services, the community has witnessed a high morbidity and mortality rate. Therefore, Helen must improve the health outcomes of the community people. At the same time, it must be
3PUBLIC HEALTH LEADERSHIP ensured that the financial constraints are adequately addressed considering the timing, nature as well as the length of care (Aims.org.au, 2019). Also, Helen must improve the distribution as well as the sustainability of the health workforce and endeavor to continuously promote quality in terms of health care delivery. Further, care must be taken to ensure that a strong rapport is built with the culturally diverse professionals as well as the community members so as to enable smooth organization operation (Aims.org.au, 2019). Effective leadership, governance as well as capable management have been regarded as the cornerstones that directly impact the quality of care outcome and at the same time also reinforces the maximum impact acquired from the health investments (Wong & Laschinger, 2013; Stoller, 2013). It should be noted here that the skills required to manage a strenuous situation varies however the leadership style remains constant and unchangeable (Taplin et al., 2013). The framework recommends distributive leadership to be the most appropriate leadership style that helps in managing community concerns and public health (Al-Sawai, 2013). The leadership style involves everyone with the capability as well as the desire to lead in order to foster improvementand realizethe vision of the creationof an equitable,effective and sustainable health care system (Aims.org.au, 2019). While working for improving healthcare outcome, each team member must exhibit leadership skills in the area of their respective influence. The key ideas of the distributive leadership style includes, sharing the leadership responsibility with everyone, developing capable leaders by building on health leadership capacity and recognizing personal strengths in order to exercise effective leadership skills (Fitzgerald et al., 2013; Martin & Waring, 2013). Helen must adapt the distributive form of leadership style in order to acquire equitable, effective and sustainable health outcome. She must clearly explain the staff professionals
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4PUBLIC HEALTH LEADERSHIP working under her their contribution to the project as a leader. She must articulate improvements that are people-focuses so as to acquire better clinical and customer outcome and at the same time also improve the satisfaction level of the staff professionals by including them in the decision making process. Further, she must focus on improving the holistic health outcome of the community people by ensuring equitable access to healthcare facilities and effective care delivery. Also, she must focus on sustainable enhancement so as to make healthcare facilities available for the present as well as the future generations (Aims.org.au, 2019). Part 2: The leadership assessment tool comprises of a questionnaire that effectively analyzes the key strengths of an individual to manage effective leadership. The questionnaire typically comprises of a number of questions under the broad categories of demonstrating personal qualities, working with others, managing services, improving services, setting direction, creating a vision as well as delivering the strategy. Upon responding to the questions, I was able to identify my key strengths as honesty, integrity, able to maintain composure under stress and effectively build and maintain relationships with team members. Further, I was able to identify that I was an effective listener and lent an ear to the concerns of the team members. I was also able to analyze that I could effectively manage a people and was open to constructive feedback from the team members. This was true for both positive as well as negative feedbacks. I was able to analyze that I made effective use of the resources allocated and could identify instances when the resources were wasted or were not used judiciously. I could further identify that I was able to support my team members during times of crisis and conflict. In addition to this I was also able to access appropriate information and retrieve relevant information that helped me in developing my leadership skills as an individual. Further, I was also able to take appropriate action upon
5PUBLIC HEALTH LEADERSHIP noticing shortfalls or compromises in patient safety. I was also able to analyze practice standards in order to assess the level of patient safety and adapt measures to minimize risks. I was also able to collect ideas from other team members about possible measures that could help in fostering quality improvement. I could also find myself efficient in motivating other team members and criticallyevaluatingtheservicedeliveryaspertheNHSstandards.Also,attimesof implementing a change within the organization, I found myself to be proactive and actively involved with the concerned stakeholders in the decision making process. However, I identified that I lacked effective communication skills when it came to communicating the organizational vision to the stakeholders with clarity. Also, I found that I was unable to establish an effective vision and could not challenge behaviors or rituals that were not consistent with the esteemed organizational vision. Also, at time I found myself to be intimidating for others when I did not agree with the perspective put forward by the team members. Also, I lacked the proactive approach to lead the team at times of crisis unless I was asked for advice as I feared that I would be blamed for plausible negative consequences. Therefore, I have learnt that I need to work on my strengths a well as weaknesses in order toevolveasaleader.Inordertoimprovemydecisionmakingabilityandeffective communication skill, I would participate in effective communication and leadership workshops. Also, I would browse the internet to read more on different leadership theories and access the NHS document so as to acquire a better understanding about the quality standards that could help in the promotion of effective care delivery (Safetyandquality.gov.au, 2019).
6PUBLIC HEALTH LEADERSHIP Part 3: If I was in place of Helen, I would have adapted the distributive leadership style and would have allocated the staff professionals different leadership responsibilities. I would have tried to communicate the vision of the project to improve the life expectancy of the community members and improve the quality of life of the community members. I believe I would have found it a bit difficult to lead the team at times of crisis or effectively communicate the vision to the team members. This would have led to communication gap between me and the team members. In order to bridge the gap identified in my profile, I would have attended workshops on effective communication and leadership management. In addition to this, I would have browsed the internet to go through journals and papers on leadership theories and effective management. Also, I would have browsed the NHS document so as to acquire a better understanding about the quality standards that determine the quality of healthcare delivery. I expect that upon complying with the action plan I would have been able to effectively lead the team of professionals to acquire positive outcome.
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7PUBLIC HEALTH LEADERSHIP References: A. West, M., Lyubovnikova, J., Eckert, R., & Denis, J. L. (2014). Collective leadership for cultures of high quality health care.Journal of Organizational Effectiveness: People and Performance,1(3), 240-260. Aims.org.au(2019).[online]Aims.org.au.Availableat: https://www.aims.org.au/documents/item/352 [Accessed 13 Apr. 2019]. Al-Sawai, A. (2013). Leadership of healthcare professionals: where do we stand?.Oman medical journal,28(4), 285. Fitzgerald, L., Ferlie, E., McGivern, G., & Buchanan, D. (2013). Distributed leadership patterns andserviceimprovement:EvidenceandargumentfromEnglishhealthcare.The Leadership Quarterly,24(1), 227-239. Mah’d Alloubani, A., Almatari, M., & Almukhtar, M. M. (2014). Effects of leadership styles on quality of services in healthcare.European Scientific Journal, ESJ,10(18). Martin, G. P., & Waring, J. (2013). Leading from the middle: constrained realities of clinical leadership in healthcare organizations.Health:,17(4), 358-374. Mosadeghrad, A. M., & Ferdosi, M. (2013). Leadership, job satisfaction and organizational commitmentinhealthcaresector:Proposingandtestingamodel.Materiasocio- medica,25(2), 121. Safetyandquality.gov.au(2019).[online]Safetyandquality.gov.au.Availableat: https://www.safetyandquality.gov.au/wp-content/uploads/2011/09/NSQHS-Standards- Sept-2012.pdf [Accessed 13 Apr. 2019].
8PUBLIC HEALTH LEADERSHIP Stoller, J. K. (2013). Commentary: recommendations and remaining questions for health care leadership training programs.Academic Medicine,88(1), 12-15. Taplin, S. H., Foster, M. K., & Shortell, S. M. (2013). Organizational leadership for building effective health care teams.The Annals of Family Medicine,11(3), 279-281. Wong,C.A.,&Laschinger,H.K.(2013).Authenticleadership,performance,andjob satisfaction: the mediating role of empowerment.Journal of advanced nursing,69(4), 947-959.