Research Centre on Global Health and Tropical Medicine, Instituto de Higiene e Medicina Tropical, Universidade Nova de Lisboa, Rua da Junqueira 100, 1349-008, Lisbon, Portugal.
School for Public Health, University of Western Cape, Cape Town, South Africa.
Hum Resour Health. 2022 Mar 24;20(1):28. doi: 10.1186/s12960-022-00723-2.
Inadequate leadership capacity compounds the world's workforce lack of preparedness for outbreaks of all sizes, as illustrated by the COVID-19 pandemic. Traditional human resources for health (HRH) leadership has focused on determining the health workforce requirements, often failing to fully consider the unpredictability associated with issues such as public health emergencies (PHE).
The current COVID-19 pandemic demonstrates that policy-making and relevant leadership have to be effective under conditions of ethical uncertainty and with inconclusive evidence. The forces at work in health labor markets (HLM) entail leadership that bridges across sectors and all levels of the health systems. Developing and applying leadership competencies must then be understood from a systemic as well as an individual perspective. To address the challenges described and to achieve universal health coverage (UHC) by 2030, countries need to develop effective HRH leaderships relevant to the complexity of HLM in the most diverse contexts, including acute surge events during PHE. In complex and rapidly changing contexts, such as PHE, leadership needs to be attentive, nimble, adaptive, action oriented, transformative, accountable and provided throughout the system, i.e., authentic, distributed and participatory. This type of leadership is particularly important, as it can contribute to complex organizational changes as required in surge events associated with PHE, even in in the absence of formal management plans, roles, and structures. To deal with the uncertainty it needs agile tools that may allow prompt human resources impact assessments.
The complexity of PHE requires transformative, authentic, distributed and participatory leadership of HRH. The unpredictable aspects of the dynamics of the HLM during PHE require the need to rethink, adapt and operationalize appropriate tools, such as HRH impact assessment tools, to redirect workforce operations rapidly and with precision.
正如 COVID-19 大流行所表明的那样，领导能力不足使全世界劳动力对各种规模的疫情爆发准备不足。传统的人力资源管理（HRH）领导力侧重于确定卫生人力需求，往往未能充分考虑与公共卫生突发事件（PHE）等问题相关的不可预测性。
当前的 COVID-19 大流行表明，政策制定和相关领导必须在道德不确定性和证据不明确的情况下有效。卫生劳动力市场（HLM）中的各种力量需要跨越部门和各级卫生系统的领导。因此，必须从系统和个人的角度来理解发展和应用领导力能力。为了应对所述挑战并实现到 2030 年普及全民健康覆盖（UHC）的目标，各国需要根据最复杂背景下 HLM 的复杂性制定相关的有效 HRH 领导力，包括在 PHE 期间发生急性激增事件。在复杂和快速变化的背景下，如 PHE，领导需要保持关注、灵活、适应、注重行动、具有变革性、负责任，并在整个系统中提供，即真实、分布式和参与式。这种领导类型尤为重要，因为它可以为与 PHE 相关的激增事件所需的复杂组织变革做出贡献，即使在没有正式管理计划、角色和结构的情况下也是如此。为了应对不确定性，需要灵活的工具，以便能够快速进行人力资源影响评估。
PHE 的复杂性要求对人力资源管理进行变革性、真实、分布式和参与式的领导。PHE 期间 HLM 的动态不可预测性要求重新思考、适应和实施适当的工具，例如人力资源影响评估工具，以便快速、准确地重新调整劳动力运营。
