PU550 Public Health Leadership and Administration - Unit 1 Definition of Leadership and the Public Health System Flashcards
(112 cards)
1
Q
What report provided a clear description of public health leadership in the 20th century that highlighted the need for effective leadership and specificity training in public health practitioners?
A
The 1988 IOM’s report.
2
Q
What skills did the 1988 IOM report emphasis that public health leaders needed substantial technical competence?
A
- Dealing with public health issues
- Ability to manage complex organizations
- Strong communication skills
- An understanding of the political dimensions of the public health decision making process
3
Q
What was the IOM later renamed?
A
National Academy of Medicine
4
Q
Who set out to develop the competencies that individuals completing various public health degrees should possess?
A
The Association of Schools and Programs of Public Health (ASPPH)
5
Q
What are the three core functions of public health identified for agencies at all levels of government?
A
Assessment - involves systematically collecting, assembling,
analyzing, and making available information about the health of the community.
Policy Development - involves acting in the public interest to develop
comprehensive public health policies through decisions that are based on scientific knowledge.
Assurance - to constituents that they will be provided with the
necessary services—either from the agency itself or through another public or private entity—to
meet agreed-upon health goals. Guaranteeing high-priority personal and community health services to every member of the community.
6
Q
IOM provided the groundwork for the ten essential public health services. What are they?
A
- Monitor health status to identify and solve community health problems.
- Diagnose and investigate health problems and health hazards in the community.
- Inform, educate, and empower people about health issues.
- Mobilize community partnerships and action to identify and solve health problems.
- Develop policies and plans that support individual and community health efforts.
- Enforce laws and regulations that protect health and ensure safety.
- Link people to needed personal health services and assure the provision of health care when otherwise unavailable.
- Assure competent public and personal health care workforce. (Effective PH leadership)
- Evaluate effectiveness, accessibility, and quality of personal and population-based health services.
- Research for new insights and innovative solutions to health problems.
7
Q
What are the four overarching leadership areas that encompasses the Public Health Leadership Competency Framework?
A
- Core transformational leadership competencies
- Legal and political competencies
- Transorganizational competencies
- Team leadership and dynamics competencies
8
Q
What is an interactive process, not a one-way process, as leaders and followers affect one another?
It is not confined to the person who is formally designated as the leader of a group; in practice, anyone can be a leader.
A
Leadership
9
Q
[QUOTE]
Leadership is the art of getting someone else to do something that you want done because he wants to do it - Dwight D. Eisenhower
A
Why should you want to do what your leader wants you to do?
Defining leadership may be like defining beauty: It lies in the eyes of the beholder.
10
Q
Finish the sentence.
_____________ another individual group is based on the manner in which a leader engages with the other person; leadership does not exist if _____________ does not occur.
A
Influencing; influence.
11
Q
What plays a major role in the development of emergent leaders?
A
Communication behaviors
12
Q
What is an intentional process in that the person leading does so deliberately? Leaders want to lead.
A
Leadership
To state that an individual attempts to lead simply recognizes the fact that leaders are
not always successful in this process of influencing others.
13
Q
What is a process that occurs whenever an individual intentionally acts to influence another individual or group, regardless of the reason, in an effort to achieve a common goal, which may or may not contribute to the success of the organization?
A
Leadership
14
Q
T/F The common goal in leadership and the other people who are following may not contribute to the success of the organization.
A
True.
15
Q
What is a transaction between leaders and the people who follow them, not a trait or characteristic of the leader?
A
Leadership
16
Q
By defining leadership as a process rather than a collection of traits, what does this accomplish?
A
Approaching leadership this way, it focuses on the interactions between leaders and followers and it highlights practices that be learned from leaders’ behavior.
Thus, leadership can be available to everyone, not just people with desired characteristics.
17
Q
T/F Lack of success interferes with the process of leadership.
A
False.
18
Q
What do leaders use to engage with another individual or group?
A
Normally with a common purpose.
An individual attempting to influence others may do so for a wide variety of reasons that may or may not be considered appropriate; history is replete with examples both good and bad.
19
Q
What is assigned leadership?
A
In formal organizations, individuals become leaders due to their assigned positions and is very common in public health, most obviously among the directors of state, territorial, county, or city public health organizations.
20
Q
What is a prerequisite for leadership?
A
A common goal.
This is because leading involves one or more individuals having a mutual purpose and achieving something together.
21
Q
When does emergent leadership occur?
A
This occurs when people exercise leadership even though they have not been assigned to formal leadership roles.
Such a leader may emerge from a work group over time as other individuals in the group come to recognize and support the individual’s leadership.
22
Q
T/F All assigned leaders are leaders within the organization.
A
False. According to the definition of leadership, the MOST influential person in the organization would function in a leadership role.
23
Q
What do leaders use to produce change in their followers?
A
Power.
24
Q
Aside from communication behaviors, what is another key role player in the development of emergent leaders?
A
Personality
25
What are three traits that were associated with individuals who emerged as leaders in their personality?
- Dominance
- Intelligence
- General Self-Efficacy
They found that leaders who were rated high in all three areas (HHH) emerged as leaders more often than individuals who were low in all three (LLL).
26
Using social identity theory, why would emergent leaders arise from certain groups?
They would emerge based on the degree they match the identity of the group as a whole.
A prototype of a group member develops, and emergent leaders become attractive to the
group if they have a strong resemblance to the group prototype. As a result, the group allows those
individuals to exhibit influence.
27
What are the communication behaviors that help play a role in the development of emergent leaders?
- Verbal involvement
- Initiation of new ideas
- Firmness without rigidity
- Being informed
- Seeking the opinions of others
28
What are the five bases of power that exists between two individuals in the influence relationship (i.e., the person influencing and the person being influenced)?
These five bases of power are commonly used to increase the influence of leaders on behaviors, attitudes, and values of followers.
Referent power - based on the followers' identification with and liking for the leader. A TEACHER who is adored by students has referent power.
Expert power - based on the followers' perceptions of the leader's competence. A TOUR GUIDE who is knowledgeable about a foreign country has expert power.
Reward power - derived from one's capacity to provide rewards to others. A SUPERVISOR who gives rewards to employees who work hard is using reward power.
Legitimate power - associated with status or formal job authority. A JUDGE who administers sentences in the courtroom exhibits legitimate power.
Coercive power - derived from one's capacity to penalize or punish others. A COACH who sits players on the bench for being late to practice is using coercive power.
29
At the center of the definition of leadership, what is a key ingredient in the influence process aside from personality and communication behaviors?
Power.
When they are able to influence their follower's beliefs, attitudes, and courses of action, they are said to have power.
30
What might happen if there is more emphasis on management?
What might happen if there is more emphasis on leadership?
If the emphasis on managing is paramount, risk taking will be inhibited, and the bureaucracy created will lack a clear purpose.
If the emphasis on leadership is paramount, the order of the organization can be upset and unrealistic change produced.
Management may lead to coercion, whereas leadership is based on mutual influence within the leader–follower relationship.
31
Why are management and leadership not synonyms?
Because management means to act on someone while leadership involves influencing someone.
32
What bases of power make up the key aspect of position power in a organization?
Legitimate, reward, and coercive bases of power.
33
There is much discussion around how management and leadership compares and contrasts. What are some of these statements?
Some consider leadership simply to be one of the key managerial
roles.
Managers seek to develop order and predictability, whereas leaders, on the 33
other hand, create organizational change.
All in all, people agree that both need to be balanced.
34
T/F A manager does not have to be a leader, nor does a leader have to be a manager.
True.
35
The five bases of power are closely related to two key aspects of power in organizations. What are they?
Personal power - refers to being knowledgeable and liked; based on the perception of the followers and includes both REFERENT and EXPERT power.
Position power - refers to power conferred on an individual based on a particular rank or office within a formal organization. It corresponds with the bases of power of LEGITIMATE, REWARD, and COERCIVE.
36
What bases of power make up the key aspect of personal power in a organization?
Referent and expert.
37
What in its simplest form is the act of working with and through people in order to complete the work at hand in an effective and efficient manner?
Management
38
What are the five classic functions that management is based on to attain an organization's goals?
Planning, organizing, staffing, directing, and controlling.
39
T/F Public health practitioners must develop the qualities necessary for effective leadership but not managerial skills.
False. They need both.
Management cannot be replaced by leadership; thus, leadership should always be in addition to management.
40
What are the six key characteristics that lay the foundation for an individual to be a successful leader?
Not to be confused with personal qualities of heart, mindfulness, communication, courage, and character.
Communication, consistency, comprehension of the relationship between trust and understanding, the ability to be adaptive, emotional intelligence, and integrity.
41
High-performing organization require both management and leaders. Lets look over the main aspects of leaders and managers. Is this a leader or manager?
1. Create boundaries in order to provide better control.
2. Maintains a long-term view and provides direction to the organization, establishing a vision, strategy, and organizational values.
3. Engages in the functions of organizing, staffing, directing, and controlling, without which organizations cannot succeed.
4. Serve as coaches, facilitate interaction within the group, and provide support.
5. Deeply involved in the day-to-day functions of planning and budgeting, always keeping the bottom line in mind.
6. Focuses on position power, considering that _________ are often bosses.
7. Focus on people and strive to inspire and motivate their followers.
8. Align followers and work to reduce boundaries to the organization's
shared culture.
9. Instead of focusing on people, __________ focus more on objects, or the products of the organization.
1. Manager
2. Leader
3. Manager
4. Leader
5. Manager
6. Manager
7. Leader
8. Leader
9. Manager
42
Aside from communication behaviors, personality, and power, what type of personal qualities are associated with leadership?
How does manager personal qualities differ?
Heart (emotional connections)
Mindfulness (open mindedness)
Communication (listening)
Courage (Nonconformity)
Character (Insight to self)
Managers maintain emotional distance and value conformity. They seek to develop an expert mind and maintain insight into the organization. Managers maintain stability while creating a culture of efficiency.
Leaders aim to create change and develop a culture of integrity.
43
What key characteristic in the foundation of successful leadership helps establish and increase trust between leaders and their subordinates and superiors, which in turn builds increased understanding and trust for the future?
Consistency
44
Leadership is an art as well as a science.
Why does the art of leadership revolve around interpersonal relationships?
What happens when leadership is approached as an art?
Because of the constant networking and broad array of stakeholder relationships required of public health leaders.
The practice is then embedded in people, and decisions based primarily on the leader's perceptions of people.
45
What does the science of leadership encompass to a leader?
Technical skills such as budgeting, forecasting, and controlling costs, ability to apply analytic skills in decision making, and the development of expert systems and systems thinking.
46
What do managers and leaders both focus on?
The outcomes of their actions.
47
To effectively lead a public health organization, what must you maintain a strong working relationship and balance between?
The art and science of leadership.
48
What key characteristic in the foundation of successful leadership encompasses and expands upon all of the other key characteristics and strive to include this in all facets of life?
Integrity
49
What is of utmost importance to a leader and the art of leadership? (3)
Maintaining their image in interactions, keen understanding of timing (tempo of the public health organization), and intuition (skillful use of power).
50
Communication is important to leaders. Here is some facts.
The ability of leaders to communicate must surpass basic-level communication knowledge
and skills; it must also include an understanding of how, what, and when to communicate with
critical stakeholders, as well as how to project oneself in an authentic and genuine manner.
Leaders need to appropriately understand, interpret, and use nonverbal as well as symbolic and verbal communication skills.
A leader should strive for consistency in both actions and character.
N/A
51
What key characteristic in the foundation of successful leadership allows leaders to change leadership styles to specific situations, which allows for for success in the rapidly changing environment of public health practice?
The ability to be adaptive
52
What is the learning discipline that requires leaders to enhance their own learning as well as encourage the learning of their followers?
Personal mastery.
53
What are the requirements for a public health leader?
Obtain discipline-specific knowledge and core public health skills, which serve as the foundation for the leadership competencies that follow.
This lays the foundation for the leadership competencies that follow.
The development of management skills is essential for an efficient and effective organization.
The development of core individual leadership skills enables the leader to put team leadership into practice.
54
What key characteristic in the foundation of successful leadership consists of self-awareness, self-regulation, motivation, empathy, and social skills?
Studies have shown that a high degree of this is at least as important to successful leadership as technical skills and cognitive ability.
Emotional Intelligence
55
T/F Many practitioners at the local, state, and national levels have no formal public health education or training.
True.
56
What is a learning discipline public health leaders need to orient themselves around that pertains to the influence how people see the world, understanding the cultural context of their organizations, recognizing the importance of cultural norms and values in decision making, organizational actions, and problem solving?
Mental models
57
How do leaders show integrity?
By balancing the interests of the organization with the rights and feelings of the individuals involved, as well as by putting the needs of others above their own.
58
What is a learning discipline public health leaders need to orient themselves around in which a team rather than an individual is the fundamental learning unit?
This produces a synergistic process that will enable the public health organization to produce extraordinary results.
Team learning
59
What is a key practice in effective public health leadership that focuses on the system components required to meet the organization's short and long-term needs?
What is a central element in this key practice?
Systems thinking.
Recognizing the importance of becoming a public health learning organization; much different than the traditional nature of past organizations and requires redirection and rethinking.
60
To develop systems thinking, what are the five learning disciplines that a public health practitioner must orient themselves around?
Personal mastery, mental models, shared vision, team learning, and systems thinking.
61
What is a learning discipline public health leaders need to orient themselves around that encourages buy-in from constituents and stakeholders, as well as followers?
Shared vision.
62
What is the difference between traditional and systems thinking?
Traditional thinking is usually linear in nature, following a causal chain from point A to point B.
As patterns develop, leaders move toward systems thinking. As combinations of patterns emerge
and connections become established, systems thinking occurs.
Because every system has a purpose (mission) and every system is tied or related to other systems, all parts of a system must be present and properly arranged for the system to work.
However, parts can be replaced or adapted to a new level of functioning and this is when change occurs.
63
What occurs in a stepwise manner, that when this process is worked through by a leader or team, leverage and learning occur?
This provides a useful toolbox for public health leaders as they consider methods and means by which they will lead and move their organizations ahead.
Systems thinking analysis
64
What occurs because information is constantly received, guiding the system's operation (feedback)?
Change.
Systems can remain stable only if they make adjustments based on feedback.
65
What is the second step of systems thinking analysis?
Involves graphing trends and identifying key variables, thereby revealing patterns.
66
What is the first step of systems thinking analysis?
The telling of the story of events that are involved in the issue being analyzed.
67
What are the eight key types of archetypes that are patterns seen over and over again in specific environments?
Drifting goals
Escalation
Fixes that fail
Growth and underinvestment
Limits to success
Shifting the burden
Success to be successful
Tragedy of the commons
68
What is the third and final step of systems thinking analysis?
Understanding key system structures through the identification of core loops and archetypes.
Loops may reinforce, in which the leader would expect an intervention to have resulted in some impact, or balancing.
Two or more loops may produce an archetype, which is a pattern seen over and over in a specific environment.
As archetypes occur, they fall into eight key categories.
69
Define the "Escalation" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
70
Define the "Drifting Goals" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
71
Define the "Fixes that Fail" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
72
Define the "Growth & Underinvestment" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
73
Define the "Limits to Success" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
74
Define the "Shifting the Burden" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
75
Define the "Success to be Successful" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
76
Define the "Tragedy of the Commons" archetype, a pattern of behavior in a system.
These definitions include description, mental model, and key strategy.
From left to right:
Description
Mental Modal
Key Strategy
77
When a difficult situation arises, what is an appropriate response?
Develop a committee, team, or coalition to study the problem; develop a plan for dealing with the situation; implement the plan; and, finally, evaluate the result of the action(s) taken.
Policy development begins with the establishment of the team and continues as the team clarifies its values and the issues facing it.
The purpose of the team must be clearly identified through the development of a mission and a vision of the future it seeks; the mission and vision provide a vector (direction and force) for the team process.
Policy development addresses long-term goals and short- to mid-term objectives, and the assessment function is engaged as the goals and objectives are developed.
78
Explain the three core functions of public health.
Assessment - the effective public health leader establishes goals and objectives for the organization being led.
Policy Development - incorporates team building, a key aspect of public health leadership.
Assurance - involves action plans based on the goals and objectives.
79
Public health leadership intersects with three core functions of public health and the work of public health can be viewed in terms of what?
Planning and action.
Thinking systemically, as well as strategically, is an important aspect of public health leadership. Use of a systems approach to public health leadership and application of the three core functions of public health require innovative approaches.
80
How are action plans developed?
From goals and objectives that have been developed in the assessment and during policy development.
The assurance function begins as the action plans are implemented, and it continues through the team's evaluation of the entire process. As the process unfolds, the three core
functions of public health—assessment, policy development, and assurance—are fully engaged.
81
Why can syndemic issues be so difficult to address?
Many public health issues are multidimensional, and making a change in one area can result in a number of unintended consequences.
82
Why is change the norm and constant adaptation necessary in public health?
Public health has no status quo.
83
What is defined as a mutually beneficial and well-defined relationship between two or more individuals or organizations that is created to achieve results that would have not occurred if this parties had not worked together?
Collaboration and team building.
As public health leaders collaborate, they discover that people participate in group relationships in a series of stages that increase in intensity.
As the intensity increases, people's commitment and involvement also increase, and more resources
are dedicated to the collaboration.
84
What are the three stages of the creative process in developing an action plan?
Germination - during which the leader's
personal excitement in addressing the situation aids in the development of the action plan
Adaptation - during which the organization and its employees adapt to the leader's agenda
Process completion - in which the creative process comes to completion—though often at this point
the leader begins the process again in an iterative manner.
85
When implementing an action plan, what does it require?
Innovative approaches to meeting the goals and objective and resolving structural tension in order to move their organization forward.
86
What is first stage needed before collaboration begins?
Networking.
87
What must occur in order for change to happen?
Chaos. But chaos today results in future order, because it is based on culture, values
and belief systems, ethics, and even vision.
88
What is a perspective leaders can look to when dealing with system change that is an aggregation of two of more diseases in a population in which some biological interaction exacerbates the negative effects of the diseases?
What does applying this perspective to public health systems suggest?
Syndemics.
Syn (together) and epidemic.
This suggests that many public health issues or problems are interrelated and may exacerbate one another.
For example, substance abuse, violence, and AIDS—collectively referred to as the SAVA syndemic—disproportionately affect individuals living in poverty in US cities. To control a syndemic, public health practitioners must prevent or limit each disorder as well as the impetus that links the disorders together.
89
The phases of collaboration
Networking ---- Coordination ---- Information Exchange ----- Modification of activities ----- Sharing of resources ----- Collaboration
N/A
90
What is the second stage of collaboration after networking?
Coordination begins.
91
What are the 16 public health leadership principles that should be internalized by all public health practitioners and especially, public health leaders?
See image.
92
What lies at the heart of effective public health leadership where leaders often serve as role models and thus, when taking these responsibilities seriously can often lead to positive outcomes developing and spreading in groups and organizations they lead?
Such outcomes may include reduction in stress, lower staff turnover, improved attendance rates,
higher employee satisfaction and commitment, and a desire by followers to put in extra effort on the job.
Moral reasoning and ethical decision making.
Ethical leadership can also lead to increased trust and collaboration, higher performance and
productivity, and, ultimately, a positive public image.
93
What are the seven types of bad leaders?
Incompetent, rigid, intemperate, callous, corrupt, insular, and
evil—and notes that their leadership can be either ineffective, unethical, or both ineffective and
unethical.
94
95
What do ethical dilemmas faced by public health leaders often involve issues of?
Power, privilege, information, consistency, loyalty, or responsibility.
When leadership is toxic, they act out on the "shadow" side of their ethical position.
(1) power, (2) privilege, (3) mismanaged information, (4) inconsistency, (5) misplaced or broken loyalties, and (6) irresponsibility.
96
Explain why the 6 ethical dilemmas can create issues in effective public health leadership.
Power can be misused so the shadow side is determined how the power is used. Leaders must acknowledge their power as being reluctant to acknowledging this reality makes leaders more prone to leading from the shadow side.
Leaders most always possess greater privilege than followers and, like power, can be misused. This often increases with power and vice versa.
Information is power and leaders possess much of it so using it incorrectly can cause an ethical dilemma.
Confidentiality leads to determining how information is used or not used. Leaders must know when to disclose and when not to.
Consistency is needed especially with a diverse workforce. Does the leader treat all followers the same, even when they have a variety of backgrounds and skill sets? The perceptions of followers may be closer to reality than leaders care to admit.
Misplaced loyalties by
corporate leaders have come to be considered commonplace in recent years, but broken loyalties can result in even greater dilemmas. The issue is always with the leader. Who or what comes first? Does duty really come before self? To whom do I owe loyalty and for how long? How do I honor the trust of others? Leaders have a greater breadth of responsibility than followers do, which raises the risk of a shadow of irresponsibility. Unlike followers, who are responsible chiefly for their own actions, leaders bear the responsibility of others—the team, the group, the division, or even the entire
organization. Public health leaders can fail in their ethical responsibilities in a variety of ways, such
as by failing to prevent followers’ misdeeds, ignoring ethical problems, not holding themselves
accountable for ethical lapses, and failing to accept responsibility for their actions.
97
Questions for Chapter 1
Discuss the need for public health practitioners to be educated and trained leaders.
2. What are the leadership competencies for educating and training public health practitioners?
3. Describe leadership as it is defined in this text.
4. What is the difference between leadership traits and processes?
5. Outline the differences between management and leadership as concepts. How do they
interrelate?
6. Distinguish between networking, coordinating, cooperating, and collaborating. What is the
importance of networking to the public health practitioner?
7. Describe the relationship between networking, coordinating, cooperating, and collaborating.
Explain the importance of group relationships.
8. What are the differences between leadership and systems thinking skills?
9. Explain the shadows of leadership. How do they affect the ethical practice of public health
leadership?
10. For deeper thought: You are the state commissioner of public health, and you have discovered a
systematic effort by the Division of Vital Statistics to underreport the number of cases of
childhood disease in an effort to mask the low rate of immunizations. As an effective public
health leader, how would you deal with this ethical dilemma?
N/A
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