Great Basin Public Health Leadership Institute, Salt Lake City, Utah 84783, USA.
J Public Health Manag Pract. 2010 Mar-Apr;16(2):156-61. doi: 10.1097/PHH.0b013e3181c8cb63.
Leadership can be cultivated through the intentional actions of managers and others in public health organizations. This article provides a rationale for taking innovative and proactive steps to build leadership, discusses four general strategies for doing so, and presents seven practical, creative, and affordable actions that can have a positive influence on efforts to cultivate leadership qualities in the public health workforce. Each action is illustrated with an actual contemporary example from a local public health agency. The actions include providing formal or informal coaching/mentoring opportunities; assigning staff to lead new projects or collaborations, projects outside their disciplines, projects that cause growth in their information technology capacity, or orphan or struggling projects; facilitating a book club; and institutionalizing reflection. The best way to ensure that effective leadership is available when the organization needs it is to intentionally develop it through an ongoing process. Leadership growth can be supported during the ordinary course of business in a public health organization through thoughtful challenges, sharing ideas and experiences, and especially through the example set by managers and those in positions of authority.
领导力可以通过公共卫生组织中的管理人员和其他人的有意识的行动来培养。本文提供了采取创新和积极主动的步骤来建立领导力的理由，讨论了四种通用的策略，并提出了七种实际、有创意且负担得起的行动，这些行动可以对培养公共卫生劳动力的领导力素质的努力产生积极影响。每个行动都用来自当地公共卫生机构的一个实际当代例子来说明。这些行动包括提供正式或非正式的辅导/指导机会；将员工分配到领导新项目或合作项目中，或者分配到他们学科以外的项目、能提高他们信息技术能力的项目、或孤立或困难的项目中；促进读书俱乐部；以及使反思制度化。确保在组织需要时能够获得有效领导力的最佳方法是通过持续的过程有目的地发展领导力。在公共卫生组织的日常业务中，可以通过深思熟虑的挑战、分享想法和经验，特别是通过管理人员和权威人士树立的榜样，来支持领导力的发展。
