This presentation covers principles, theories and skills of Leadership and its application in public health.

1. Public Health Leadership
Dr. Ramya S
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2. 2

3. "Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust
among colleagues, and taking effective action to
realize your own leadership potential."
Prof. Warren Bennis
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4. Seminar Outline
1. Ingredients of Leadership
2. Leadership principles
3. Leadership theories
4. Leadership skills and competencies
5. Leadership applications in public health
6. The Future
 Leadership for the 21st century
 Public health leaders in crisis
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5. LEADERSHIP is…….
 Creativity in action
 Envisioning the future
 Flexibility
 Followership
 Commitment to community and their values
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6. Ingredients of Leadership
Ingredients
of
Leadership
Ability to
use power
effectively
Fundamental
understanding
of people
Ability to
inspire
Act in a
manner to
develop
conducive
climate
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7. Difference between Managers & Leaders
Managers Leaders
Administer Innovate
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things
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8. Leadership principles and theories
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9. Public Health Leadership Principles
1. Strengthen infrastructure by utilizing the core functions and
essential services of public health
2. Improve the health of each person in the community
3. Build coalitions for public health
4. Work with leaders from diverse backgrounds
5. Collaborate with boards for rational planning
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10. Public Health Leadership Principles (Contd)
6. Learn leadership through mentoring
7. Leaders are born and made
8. Committed to lifelong learning
9. Health protection for all
10. Practice what is preached
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11. Theories of Leadership
• Great Man Theory
• Trait Theory
• Behavioural Theories
• Contingency Theory
• Situational Theory
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12. Theories of Leadership
• Ohio state Studies and Michigan Studies
• Managerial Grid
Behavioural
Theories
• Fiedler’s Least Preferred Co-worker (LPC)
Theory
• Cognitive Resource Theory
Contingency
Theory
• Hersey and Blanchard’s Situational Theory
• House’s Path Goal Theory
• Leader Participation Model
Situational
Theory
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13. Functional theories
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14. Based on assumptions about people
Mc Gregor’s theory
Theory X Theory Y
They distrust people and
believe in close supervision
and tight control over the
subordinates.
They are participative ,trust
subordinates and allow them
to participate in decision-
making
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15. Leadership theories
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• Great Man
theory
• Trait theory

16. Behavioural Leadership Studies
• The Ohio State Studies
– Initiating structure
– Consideration
• The University of Michigan Studies
– Employee oriented
– Production oriented
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17. 1,9 9,9
5,5
1,1 9,1
Low
Concern
for
people
High
1 2 3 4 5 6 7 8 9
Low Concern for production High
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8
7
6
5
4
3
2
1
Blake and Mouton’s Managerial grid
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18. Contingency theory: 1. Fiedler’s Least Preferred Co-worker (LPC)
Theory
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2. Cognitive resource theory

19. 3. Leader-Member Exchange Theory
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20. 20
Leader-Member Exchange Theory

21. Hersey and Blanchard’s Situational Theory
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22. The Path-Goal Theory
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23. Vroom and Yelton’s Leader
Participation model
Transformational theory
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24. Leadership styles
1. Autocratic or Authoritarian
2. Benevolent Authoritarian RHC Interns’
3. Democratic project
4. Laissez-faire or Free-rein
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25. Leadership skills and competencies
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26. Leadership Traits and Skills
Traits
• Adaptable
• Alert
• Ambitious , achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant
• Energetic
• Persistent
• Self-confident
• Tolerant
• Willing to assume responsibility
Skills
• Clever
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent
• Knowledgeable
• Organised
• Persuasive
• Socially skilled
Stogdill, 1974
Leaders will also use:
Integrity, Honesty, Compassion,
Humility
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27. Other important skills and concepts
1. Three pillars of leadership
 Technical
 Cognitive
 Emotional
2. Managing difficult colleagues
3. Managing 360 degrees
4. Walk the talk
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28. Three domains: Leadership capacity development model
External
environment
skills
Team and
organizational
skills
Managing self
skills
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29. Four Major Leadership Competency areas
Transformational
competencies
Political
competencies
Transorganizational
competencies
Team Building
Competencies
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30. Core Transformational Competencies
Visionary
Sense of
Mission
Effective
change
agent
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31. Core Political Competencies
Understanding
of political
process
Negotiation
Ethics and
Power
Marketing and
education
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32. Core Trans-organizational Competencies
Core Trans-
organizational
Competencies
Understand
organizational
dynamics
Inter-organizational
collaborating
mechanisms
Social forecasting
and marketing
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33. Core Team Building Competencies
Develop team oriented structures
and systems
Facilitate development with teams
and work groups
Serve in facilitator and mediator role
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34. Leadership applications in public
health
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35. Leadership and the Organizational practices
Core functions Organization practices Leadership activities
ASSESSMENT Assess community health
needs
Lead the assessment process
Investigate health needs Utilize information to
enhance investigation
Analyze determinants of
identified health needs
Integrate data with decision
making
POLICY
DEVELOPMENT
Advocate for public health and
identify resources
Build coalitions, empower
others, recognize community
assets
Set priorities among health
needs
Clarify values, create a vision
Develop plans and policies Organize goals and translate
goals into action
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36. Leadership and the Organizational practices
Core functions Organization practices Leadership activities
ASSURANCE Manage resources Search for new resources
Implement programs Stress innovation
Evaluate programs and provide
quality assurance
Support program evaluation
and monitor performance
Inform and educate the public Use mentoring and training
to educate workforce;
Use social marketing and
health communication to
educate the public;
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37. Leadership activities related to essential services of
public health
• Assessment
– Monitor health
– Diagnose and investigate
• Policy development
– Inform, educate, empower
– Mobilize community partnerships
– Develop policies
• Assurance
– Enforce laws
– Link to/ provide care
– Assure competent workforce
– Evaluate 37

38. The Future
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39. Leadership for the 21st century
Public health strategic challenges:
1. Changing scope of public health
2. Growing competition for roles and resources
3. Greater accountability and performance
4. Shifting demographic composition
5. Chronic disease epidemic
6. Emerging and re-emerging threats
7. Strained healthcare system
8. Stagnant revenues
9. Technology revolution
10. Devolution of federal responsibilities
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40. Traditional and crisis public health leaders
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41. New Leadership Pyramid
Core Public Health Skills
Discipline Specific Content
Management Skills
Core Leadership Skills Individual
Leadership in Practice Team
Leadership in Crisis
Best Practices
P
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C
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B
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42. Major Crisis Leadership Lessons (Mitroff)
1. Prepare and plan for the unthinkable
2. The purpose is to guide not predict
3. Every crisis is capable of being both cause and the effect of
any other crisis
4. Perform a systemic crisis audit
5. Crisis leaders not only recognize the validity of all types of
crisis, but they also see the interconnections between them
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43. People need to see themselves in the future. You
have to have enough power to feel you can alter it!
William Foege
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44. Thank you
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