Popalis Madyson, Leider Jonathon P, Mason Avia, Najjar Maya, Robins Moriah, Castrucci Brian
PH WINS, de Beaumont Foundation, Bethesda, MD, United States.
School of Public Health, University of Minnesota, Minneapolis, MN, United States.
Front Public Health. 2025 Jun 17;13:1610400. doi: 10.3389/fpubh.2025.1610400. eCollection 2025.
Strong leadership is essential for government public health agencies to thrive, as it shapes critical factors like organizational culture, workforce engagement, and job satisfaction. Supervisors serve as key pathways to building and sustaining an effective public health workforce. To strengthen public health leadership, it is important to understand the training and support supervisors currently receive and how this influences the experiences of non-supervisory staff.
This analysis uses data from PH WINS 2024, a national survey of the state and local public health workforce. Respondents report on demographics, workforce characteristics, and workplace environment. Supervisors reported on agency-provided leadership training and support, while non-supervisors rated their satisfaction with supervisors. A multilevel logistic regression examined how agency and program level supervisor training and support related to non-supervisor satisfaction, adjusting for setting and respondent demographics.
A total of 56,595 employees responded to the survey, with 28% identifying as supervisors. Many supervisors reported gaps in leadership development: 46% did receive initial leadership training, 41% did not receive initial organizational training, 27% do not receive ongoing leadership training, and 31% do not receive ongoing support as a supervisor. The multi-level logit model showed that supervisor satisfaction was more likely at agencies with higher levels of supervisor reported initial training (AOR 1.18, = 0.003) and ongoing training (AOR 1.12, = 0.036). Ongoing support showed the strongest association with supervisor satisfaction (AORs 1.14-1.38, all < 0.005) in agencies where at least half of supervisors reported receiving support.
Key findings from this study indicate that non-supervisory staff report higher satisfaction with their supervisors in agencies where a greater proportion of supervisors received leadership training and have ongoing support. Developing leadership is a practical and powerful way to strengthen the government public health workforce. Prioritizing supervisor training and support as a foundational workforce strategy is key for improving workplace satisfaction. Strengthening public health leadership begins with creating consistent, well-resourced systems for preparing and supporting supervisors.
强有力的领导对于政府公共卫生机构的蓬勃发展至关重要，因为它塑造了诸如组织文化、员工敬业度和工作满意度等关键因素。主管是建立和维持一支有效的公共卫生工作队伍的关键途径。为了加强公共卫生领导力，了解主管目前接受的培训和支持以及这如何影响非主管人员的工作体验非常重要。
本分析使用了来自PH WINS 2024的数据，这是一项对州和地方公共卫生工作人员的全国性调查。受访者报告了人口统计学、劳动力特征和工作场所环境。主管报告了机构提供的领导力培训和支持，而非主管人员对他们对主管的满意度进行了评分。多层次逻辑回归分析了机构和项目层面的主管培训和支持与非主管人员满意度之间的关系，并对调查背景和受访者人口统计学进行了调整。
共有56,595名员工回复了调查，其中28%的人表示自己是主管。许多主管报告了领导力发展方面的差距：46%的人接受了初始领导力培训，41%的人没有接受初始组织培训，27%的人没有接受持续领导力培训，31%的人作为主管没有得到持续支持。多层次逻辑模型显示，在主管报告初始培训水平较高（优势比1.18，P = 0.003）和持续培训水平较高（优势比1.12，P = 0.036）的机构中，主管满意度更高。在至少一半主管报告得到支持的机构中，持续支持与主管满意度的关联最为显著（优势比1.14 - 1.38，所有P < 0.005）。
本研究的主要发现表明，在有更大比例的主管接受领导力培训并获得持续支持的机构中，非主管人员对其主管的满意度更高。培养领导力是加强政府公共卫生工作队伍的一种切实可行且强有力的方式。将主管培训和支持作为一项基础性的劳动力战略加以优先考虑，是提高工作场所满意度的关键。加强公共卫生领导力始于创建一致的、资源充足的系统，以培养和支持主管人员。
