自下而上地启动领导力的系统能力发展:对南非卫生区领导力创新的现实主义评估。

IF 2.9 3区 医学 Q2 HEALTH CARE SCIENCES & SERVICES Health policy and planning Pub Date : 2025-01-11 DOI:10.1093/heapol/czae099
Marsha Orgill, Bruno Marchal, Bronwyn Harris, Lucy Gilson
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引用次数: 0

摘要

地区卫生系统需要领导力,这对有效提供服务和部门间卫生合作至关重要。然而,在卫生系统内部,领导能力的培养并没有被列为优先事项,培养能够发挥领导作用的管理人员所需的系统能力(即角色、结构和流程)也并不总是到位。本文旨在通过考虑相关的自下而上的创新,帮助理解如何建设这种能力。我们观察了 2013 年至 2015 年期间,这一创新("领导力委员会")在南非一个卫生区的新兴实施情况。从最初的培训领导者个人发展到领导能力发展(LCD)的系统能力建设。我们采用了现实主义评估作为主要的方法论,并进行了案例研究设计;我们首先通过对高级管理人员的一轮访谈,为内部驱动的 LCD 计划提出了一个计划理论。然后,我们利用 14 次深入访谈以及对会议和进程的实地记录,对计划理论进行了检验。我们的分析表明,建设液晶显示的系统能力需要有领导力的人将其作为战略重点;自下而上的液晶显示需要通过加强常规结构或创建新结构来实现机构承诺。利用现有资源的能力是系统能力的另一个关键因素。使自下而上的能力发展成为可能的机制包括隐性知识和经验知识、感性认识、系统思维以及负责领导 LCD 的人员之间的信任和积极性。如果领导力的优先次序仅仅是一项额外的任务,那么领导力的发展就会受到相关人员工作量增加的制约,而且如果没有额外的资源用于自下而上的创新,就很可能面临可持续性的挑战。
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Initiating systemic capacity development for leadership from the bottom-up: a realist evaluation of a leadership innovation in a South African health district.

The need for leadership within district health systems is critical for the effective delivery of services and for inter-sectoral collaboration for health. Leadership capacity development (LCD) has not, however, been prioritized within health systems, and the systemic capacity (i.e. roles, structures and processes) that is needed to develop managers who can lead is not always in place. This paper aims to contribute to understanding how to build such capacity, considering a relevant bottom-up innovation. We observed, in the period 2013-15, the emergent implementation of this innovation (a 'Leadership Commission') in a South African health district. What started out as an effort to train individual leaders evolved into the development of systemic capacity for LCD. We adopted realist evaluation as the main methodological approach, as well as case study design, and we first developed a programme theory of the internally driven LCD initiative, through a round of interviews with senior managers. We then tested the programme theory drawing on 14 in-depth interviews and field notes of meetings and processes. Our analysis suggests that building systemic capacity for LCD requires leadership to be expressed as a strategic priority by those with positional authority and that bottom-up LCD requires institutional commitment through strengthening routine structures or creating new ones. The ability to leverage existing resources is another key element of systemic capacity. The mechanisms that enable bottom-up capacity development include tacit and experiential knowledge, sensemaking, systems thinking and trust between, and motivation of, those tasked with leading LCD. Leadership development is constrained by increased workloads for those involved as the prioritization of leadership becomes simply an additional task, and sustainability challenges are likely in the absence of additional resources for bottom-up innovation.

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来源期刊
Health policy and planning
Health policy and planning 医学-卫生保健
CiteScore
6.00
自引率
3.10%
发文量
98
审稿时长
6 months
期刊介绍: Health Policy and Planning publishes health policy and systems research focusing on low- and middle-income countries. Our journal provides an international forum for publishing original and high-quality research that addresses questions pertinent to policy-makers, public health researchers and practitioners. Health Policy and Planning is published 10 times a year.
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