Analysis of Leadership and Effecting Change in Public Health Report

This report analyzes a scenario involving a public health leader, Helen, a General Practitioner in Australia, and her new role as a public health officer. The report is divided into three parts. Part 1 analyzes the scenario using the Australian Health Leadership Framework (Health LEADS Australia), assessing Helen's leadership qualities and areas for development in relation to the framework's key elements: Leads Self, Engages Others, Achieves Outcomes, Drives Innovation, and Shapes Systems. Part 2 presents a self-assessment using a leadership framework self-assessment tool, evaluating personal strengths and weaknesses across various domains. Part 3 offers a reflection on the author's own leadership style, discussing how it could be applied to the given scenario and proposing an action plan for personal development. The report highlights the importance of transformational leadership, effective communication, and community engagement in driving positive change within the public health sector. The report also identifies gaps in planning, workload management, and conflict resolution skills.

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:

1LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Part 1: Analysing the Scenario using Health LEADS Australia Framework.........................2
Part 2: Self-Assessment..........................................................................................................5
Part 3: Reflection..................................................................................................................10
Action Plan.......................................................................................................................11
Conclusion................................................................................................................................11
References:...............................................................................................................................12

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Introduction
In the field of public health, the concept of leadership is related to the potential of an
individual to motivate, influence and enable his or her peers to contribute towards the success
and betterment of their organisation and community in which they work. According to Belle
(2014) “leadership is a core competency of public health”. It is a key to delivery of good
health services. This paper shall be divided into three parts. The first part shall elaborate on
analysing the given scenario of the public health leader using Australian Health Leadership
Framework. The second shall elaborate on presenting a self-assessment by means of using
leadership self-assessment tool and finally the third part will be a reflection on my own
leadership style, strengths and how I can apply them to the given scenario.
Discussion
Part 1: Analysing the Scenario using Health LEADS Australia Framework
In Australia, Health Leadership Framework Organisation is one of the most critical
and the largest commerce. The health care sector influences every individual. For changing
the efforts of complexity in the health care organisation, there are many parties who
contribute. It is to mention that leadership in health care is focused on the enhancement of
clinical quality and giving better and quality treatment to all the care receivers. According to
Chen and Chen (2014), leadership in health care sector has both direct and indirect impact on
the practice. It affect at different levels like commitment, patient’s satisfaction, changing the
structure and the culture of the organisation, building trust etc. Also, as opined by Stander,
De Beer and Stander (2015), in health care sector, leadership is engaged with the entire health
care process and at the same time, influences the health quality and wellbeing of the patients.

3LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
In the year 2013, Health LEADS Australia was developed. It is focused on the
different deals and capabilities with Australian health issues. For developing Health Leads
Australia, more than 700 companies and people are providing the input. Below is provided a
brief analysis of the given case study using the Australian Health Leadership Framework.
L- Leads Self
As per Stetler et al. (2014), leaders are always engaged in the process of work within
health care sector. On the basis of the strengths and weaknesses of the framework, leaders are
contributing towards the commitment improvement and self-reflection. From the given
scenario, it is clear that Helen is self-aware. She effectively understands and manages the
impact of her qualifications, experiences, values and background on her as well as the
community. Being a very efficient General Practitioner, she wants to engage in the growth
and learning and reflects on her leadership performance. She effectively increased the rates of
child immunization and awareness of public on the issue of cancer screening programs. For
this reason, for the role of a public health officer, she was nominated by the board. This
demonstrates that Helen is trustworthy.
E- Engages Others
According to Robson et al. (2015), in the health care industry, leaders engage other
people in the process of achieving their mission and objectives by means of explanation and
stories that make sense of complexity. They encourage others. In the given scenario, it has
been stated that Helen has successfully helped the Australian health care system in increasing
the awareness on cancer screening programs and at the same time, the rates of children
immunisation. This would not be possible without effective engagement. She is always
focused on the improvement of health of the entire population instead of only the primary
care patients. In this process, she seek to become an influential public health leader so that

4LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
she can engage the entire community and advocating some equitable access to the health
promotion, services and disease prevention. However, it is also to mention that she never
worked with multiple stakeholders and never managed subordinates. Here, she lacks in
fostering effective engagement within the organisation.
A- Achieves Outcomes
Leaders need to play an important role in the process of differentiating the work while
improving the service care quality. In Health Leads Australia, leaders need to motivate and
inspire their staffs so as to achieve the goals and success of the firm. Helen is highly focused
and goal-oriented. Despite of being professionally bound to be focused on the primary care of
individuals in country, she is aimed at giving quality health care to the entire population. He
mandate includes various services that are focused on the improvement of health of entire
community such as housing, immunization programs, sanitation, infection control etc. In this
way, Helen holds self and the others accountable for the service outcomes.
D- Drives Innovation
Innovation in the health care comprises of some key changes to models and business
of health care for achieving some people-centred quality health care services. From the case
study, it is evident that Helen influences the informed discussion on the health related issues.
She has highlighted the need to engage close-knit community, involve them in the policy
making process and empower them for controlling and managing their environment. She also
highlighted the lack of specialist services in place due to which patients are sent to nearby
city. She explored the options of tele-surgery and tele-consultations with her colleagues.
S- Shapes Systems

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As opined by Farahani et al. (2018), health care is a very complicated system that
involves funding, service and legislation and they all are interconnected with each other.
Change in any one part will influence the other. Helen always wanted to involve the
community in the policy making process. She helped in raising awareness among the public
and wanted to educate individuals so that they can control and manage their environment for
the sake of their own good. She wanted to initiative better services for the better care of the
majority. However, as the community is not open to younger female leaders, she could not.
Part 2: Self-Assessment
The Leadership Framework Self-Assessment tool comprises of seven main elements
and they are described below (Buckwell-Nutt, Francis-Shama & Kellett, 2014).
a) Demonstrating personal qualities- I have mainly green circle in the domain of
developing self-awareness and acting with integrity. However, I need to work on
managing myself by remaining calm during high pressure. I also need to work on
planning my workload and seeking opportunities for learning and developing myself.

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b) Working with other- In terms of working with others, I have identified that do so quite
effectively but need to work hard in domain of encouraging contribution as I
sometimes find myself uncomfortable to manage the prevailing conflicts of interests
and seek help of my seniors.
c) Managing services- I have received 8 green circles in all the domains of managing
services including planning, managing resources, managing people and managing
performance. I believe that all these strengths of mine will help me in my leadership
and management role.

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d) Improving services- In this section, I have mainly green circles (7) and only one
orange circle (1). I need to develop further in the domain of critically evaluating the
feedback that I receive from the patients or the service users for aiding to the
improvements in the service delivery.

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e) Setting direction- In this section of the evaluation, I have mainly in green (6), but 1
orange and 1 red circle. In this area, I need to improve a lot. I need to work on the
domain of identifying the contexts for change by means of being aware of the
different factors that should be taken into account while change.

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f) Creating the vision- In this section too, I have achieved 7 green circles and 1 orange
circle. I need to work on the domain of developing organisation’s vision by taking in
account all the factors that would impact the future of care and health services.
g) Delivering the strategy- I am best in delivering strategy by means of agreeing and
developing some strategic plans that place the service users care at the heart of the
service and ensure that they are translated into some attainable operational plans.

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Part 3: Reflection
If I were to be in the situation of Helen, I would use transformation leadership
approach to inspire and stimulate the involved administrators for achieving some optimistic
results. I shall be paying much attention in the healthcare’s organisation process as this will
help in developing individual needs as well as the awareness regarding the health care’s
issue. I shall be effectively communicating with the management as I am quite effective in
communication and this will help me in creating a sense of identity. I shall understand about
the proper resources to improve the performance of the staffs working under me and that
would develop the knowledge and help in taking better quality care to the patients. I shall be
retaining the skilled employees by means of developing having better understanding of the
employees and their requirements through effective communication. With the same, I shall
also be making myself aware of all the present legal framework for the smooth roll on of the
system. However, I have seen gaps in terms of planning my workload and seeking

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opportunities for learning and developing myself. With the same, I also need to develop my
skills of managing conflict of interest.
Action Plan
Objectives Tasks Success Criteria Time
Frame
To know the present
legal framework for
smooth roll on the
system
Reading newspapers and
using internet to get
updates on the present
legal frameworks
Being aware of all the political,
technical, social, organisational,
economic and professional
environment in Australia.
3
months
Planning workload Prioritising works while
distributing the difficult
ones first
Delivery of all the commitment
to high standards
3
months
Skills of managing
conflict of interest
Making my goals and
visions clear to everyone
Effectively communicate
Less number of conflicts will
take place
3
months
Conclusion
Hence, from the above analysis it is to conclude that the Health Leadership
Framework of Australia is effectively dealing with the leadership in the healthcare sector.
Helen can make use of transformational leadership and with the help of this; she and the
administrators validate their strategy and achieve continuous improvement. It will also allow
her at all the levels for using the resources and helps in the optimisation of the staffs’ and
physical space.

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References:
Bellé, N. (2014). Leading to make a difference: A field experiment on the performance
effects of transformational leadership, perceived social impact, and public service
motivation. Journal of Public Administration Research and Theory, 24(1), 109-136.
Buckwell-Nutt, K., Francis-Shama, J., & Kellett, P. (2014). A framework for pre-qualifying
nurses to build leadership skills. Nursing Management, 21(7).
Chen, C. F., & Chen, S. C. (2014). Measuring the effects of Safety Management System
practices, morality leadership and self-efficacy on pilots’ safety behaviors: Safety
motivation as a mediator. Safety science, 62, 376-385.
Farahani, B., Firouzi, F., Chang, V., Badaroglu, M., Constant, N., & Mankodiya, K. (2018).
Towards fog-driven IoT eHealth: Promises and challenges of IoT in medicine and
healthcare. Future Generation Computer Systems, 78, 659-676.
Robson, K., Plangger, K., Kietzmann, J. H., McCarthy, I., & Pitt, L. (2015). Is it all a game?
Understanding the principles of gamification. Business Horizons, 58(4), 411-420.
Stander, F.W., De Beer, L.T. and Stander, M.W., 2015. Authentic leadership as a source of
optimism, trust in the organisation and work engagement in the public health care
sector. SA Journal of Human Resource Management, 13(1), pp.1-12.
Stetler, C. B., Ritchie, J. A., Rycroft‐Malone, J., & Charns, M. P. (2014). Leadership for
evidence‐based practice: strategic and functional behaviors for institutionalizing
EBP. Worldviews on Evidence‐Based Nursing, 11(4), 219-226.

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