Effective Leadership and Change Management in Australian Public Health

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LEADERSHIP AND EFFECTING CHANGE IN PUBLIC HEALTH
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Table of Contents
Introduction......................................................................................................................................3
Part 1: Analysis of scenario.............................................................................................................4
Part 2: Self-assessment tool.............................................................................................................8
Table 1: Demonstrating personal qualities...................................................................................8
Table 2: Working with others......................................................................................................8
Table 3: Managing services.........................................................................................................9
Table 4: Improving services.........................................................................................................9
Table 5: Setting direction...........................................................................................................10
Table 6: Creating the vision.......................................................................................................10
Table 7: Delivering the strategy.................................................................................................11
Part 3: Self-reflection.....................................................................................................................13
Conclusion.....................................................................................................................................15
References......................................................................................................................................16
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Introduction
Public health has always been a serious concern for Australian health care. This system considers
as one of the best health care systems of the world since it provides a wide range of primary to
preventative health services. This report has been developed for the scenario analysis using the
Australian Health Leadership Framework. Apart from this, the self-assessment of Helen as the
leader in public health will be undertaken using the Leadership self-assessment tool. This report
will also include the reflective report as in the situation and develop an action plan.
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Part 1: Analysis of the scenario
Helen is a 35-years old general practitioner working in Warnambool from 5 years. She has been
approached for the public health officer in Warnambool and proposed some initiatives for the
betterment of people living in town. While the policymakers and other stakeholders have
skepticism regarding her leadership and proposed initiatives. The Australian health leadership
framework aims at providing capable governance, leadership and management for nourishing the
quality of people lives (Aims.org.au, 2013). It helps in the maximisation of health impact from
investments made in the public health system and programs. The term leadership has a high
significance in public health due to the purposes and complexities of the sector. There are some
principles for guiding the Health Leadership framework of Australia.
 Consistency of leadership is reflected in an individual’s personality, role and strengths.
 Leadership is owned by all people who share responsibility.
 Capable leaders develop health leadership capacity.
Within Health LEADS Framework Australia, there are five main areas on which public health
implements effective leadership. Following are the crucial areas:
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(Figure: The Australian Health Leadership Framework)
(Source: By Author, 2019)
Leads self
This area is highly focused on the public health leader, which implies that they are aware of their
weaknesses and strengths. This area promotes the idea of leader commitment to reflection
himself and making improvements. As per this area, the leader of public health always faces
challenging situations with high resilience. It indicates the essential qualities for being an
effective leader of public health that can make significant changes and improve the quality of
lives (Rivera et al., 2017). In the scenario, Helen has been proposed for attaining the position of
the public health officer. Helen possesses specific qualities, such as motivation, self-awareness,
empathy, and self-regulation. She is very much aware of her strengths and weaknesses that
would influence her performance as a public health officer. She understands the situation facing
by the town people for whom she proposed some initiatives.
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TheAustralianHealthLeadershipFrameworkLeadsselfEngageothersAchievesoutcomesDriveinnovationShapesystems

Engages others
A good leader always strives for developing his personality through public health initiatives or
programs of improving the health of people. Apart from this, a public health leader provides an
opportunity for other people or stakeholders for participating in health programs or initiatives.
The leader makes a clear definition of vision and program objectives to the stakeholders for their
engagement. He motivates other stakeholders for accepting the available opportunities so that
they can learn and grow by contributing to some extent. Helen desires for the promotion of the
overall good health of the targeted population (McInnes et al., 2017). She desires for the
equitable access health services by targeted population for improving society well-being and
health. This leadership involves engaging others, and she is aware of the fact that the proposed
initiatives for improving the health of the elderly in a nearby town by engaging the whole
community. The policymakers and Helen knew very well that the engagement of the community
would provide more productive outcomes. For this, the public health leader requires cultural
responsiveness, valuing diversity and honest communication.
Achieves outcomes
The most significant purpose of the leader in public health is to make a difference. The leader
always emphasises on the health care system sustainability by improving care quality. He
implements initiatives and makes efforts that can direct towards the goal attainment. The public
health leader must influence the health of the population. He integrates all his efforts,
compassion and energy for becoming a success in the health care initiatives. As per this area, the
public health leader should be goal-oriented and capable of progress evaluation and
accountability to stakeholders for the outcomes. Helen has understood the severe issue concerned
with the town people or people living in remote areas due to unavailability of health care
facilities and professionals. She is highly focused on providing care services and improving the
health of the people (Dean and Duncan, 2016). It is evident with the fact that she has explored
effective options for attaining the objectives. She has depicted a few options, such as telesurgery
and teleconsultations. She needs to be attentive for evaluating status as how much progress has
been made by the initiatives. Also, whatever outcomes would attain, she will have to be
accountable as to why outcomes have not achieved or how these outcomes have resulted in
positive influence, and so on.
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Drives innovation
Innovation exhibits different meanings for different industries. In the public health context,
innovation never means for inventing new product only. It signifies the integration of significant
changes within the health care system so that positive influence can attain along with
transforming the system into a people-centred service system. Innovation demands for entering
into a new phase by exiting from the status quo. It means that public health leader should have a
passion so that he can work in challenging situations (Lucardie et al., 2017). In the current
scenario, it has been provided that Helen is a bit introvert, and her status quo indicates working
with few stakeholders and subordinates only. For becoming a public health officer and
implementing proposed initiatives, she has to work with more than ten employees belonging to
different departments such as IT support, nursing, and environment officers, and so on.
Shapes systems
The public health system is not free from complexities since funding, services and legislations;
all are interlinked with each other. It means that change in one area will affect the other areas
significantly. Therefore, for an effective public health leader, it is necessary to consider that
implementing change in one area should not depict negative consequences. He should implement
strategies in a way that can provide maximum benefits to the public health (Aims.org.au, 2013).
Helen is aware of the significance of implementing proposed initiatives and funding required for
attaining positive outcomes with these initiatives. She has integrated community engagement in
this initiative and should make efforts for developing strategic alliances. She requires learning
interdependency of these system areas and should seek adequate funding for successful
implementation. It is why she has asked for reporting about fund collection and significant
changes to the stakeholders.
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Part 2: a Self-assessment tool
NHS Leadership self-assessment tool designed for the purpose of ensuring the delivery of
excellent health care services in Australia (Moen and Prescott, 2016). It is believed that public
health leadership concerns with quality care services by considering the following areas:
Table 1: Demonstrating personal qualities
DEMONSTRATING PERSONAL QUALITIES A lot of
times
Some
times
Very
little/
never
Developing Self Awareness
I reflect on how my values and principles influence my
behaviour and impact on others 
I seek feedback from others on my strengths and
limitations and modify my behaviour accordingly. 
Managing Yourself
I remain calm and focused under pressure 
I plan my workload and deliver on my commitments to
consistently high standards demonstrating flexibility to
service requirements.

Continuing Personal Development
I actively seek opportunities to learn and develop 
I apply my learning to practical work. 
Acting with Integrity
I act in an open, honest and inclusive manner -
respecting other people’s culture, beliefs and abilities 
I speak out when I see that ethics or values are being
compromised. 
Total 3 5 0
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Table 2: Working with others
WORKING WITH OTHERS A lot of
times
Some
times
Very
little/
never
Developing Networks
I identify opportunities where working collaboratively
with others will bring added value to patient care 
I share information and resources across networks 
Building and Maintaining Relationships
I communicate clearly and effectively with others 
I listen to and take into account the needs and feelings of
others

Encouraging Contribution
I actively seek contributions and views from others 
I am comfortable managing conflicts of interests or
differences of opinion 
Working within Teams
I put myself forward to lead teams, whilst always
ensuring I involve the right people at the right time 
I acknowledge and appreciate the efforts of others
within the team and respect the team’s decision 
Total 1 5 2
Table 3: Managing services
MANAGING SERVICES A lot of
times
Some
times
Very
little/
never
Planning
I use feedback from patients, service users and
colleagues when developing plans 
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I assess the available options in terms of benefits and
risks.

Managing Resources
I deliver safe and effective services within the allocated
resource 
I take action when resources are not being used
efficiently and effectively. 
Managing People
I support team members in developing their roles and
responsibilities 
I provide others with a clear purpose and direction. 
Managing Performance
I analyse information from a range of sources about
performance 
I take action to improve performance. 
TOTAL 3 4 1
Table 4: Improving services
IMPROVING SERVICES A lot of
times
Some
times
Very
little/
never
Ensuring Patient Safety
I take action when I notice shortfalls in patient safety 
I review practice to improve patient safety and minimise
risk

Critically Evaluating
I use feedback from patients, carers and service users to
contribute to improvements in service delivery 
I work with others to constructively evaluate our
services

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Encouraging Improvement and Innovation
I put forward ideas to improve the quality of services 
I encourage debate about new ideas with a wide range of
people 
Facilitating Transformation
I articulate the need for change and its impact on people
and services 
I focus myself and motivate others to ensure change
happens 
TOTAL 3 5
Table 5: Setting direction
SETTING DIRECTION A lot of
times
Some
times
Very
little/
never
Identifying the Contexts for Change
I identify the drivers of change (e.g. political, social,
technical, economic, organisational, professional
environment)

I anticipate future challenges that will create the need for
change and communicate these to others 
Applying Knowledge and Evidence
I use data and information to suggest improvements to
services 
I influence others to use knowledge and evidence to
achieve best practice 
Making Decisions
I consult with key people and groups when making
decisions taking into account the values and priorities of
the service

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I actively engage in formal and informal decision-
making processes about the future of services 
Evaluating Impact
I take responsibility for embedding new approaches into
working practices 
I evaluate the impact of changes on patients and service
delivery 
TOTAL 5 3
Table 6: Creating the vision
CREATING THE VISION A lot of
times
Some
times
Very
little/
never
Developing the Vision for the Organisation
I actively engage with others (including patients and
public) to determine the direction of the organisation 
I take into account the full range of factors that will
impact the future of health and care services. 
Influencing the Vision of the Wider Healthcare System
I look for opportunities to engage in debate about the
future of healthcare 
I influence key decision-makers who determine future
government policy that impacts the NHS and its
services.

Communicating the Vision
I communicate the vision with enthusiasm and clarity 
I take time to build critical support for the vision. 
Embodying the Vision
I show confidence, commitment and passion for the
vision in my day to day actions 
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