Developing systems leadership in public health: A scoping report

This document reports the outcomes of a scoping project commissioned by Public Health England (PHE) in order to outline possibilities for developing the systems leadership capacity of public health registrars and newly appointed consultants. It has been written for those involved in the design, delivery and accreditation of training and professional development for public health registrars and consultants across the UK in order to support the upscaling of systems leadership development opportunities within the sector.The project was undertaken by a multi-disciplinary team based at the University of the West of England, drawing on the expertise of the Bristol Leadership and Change Centre and the Centre for Public Health and Wellbeing as well as a number of independent consultants with backgrounds in leadership and organisation development and public health. The methodology involved consultation and engagement with a range of stakeholders with extensive experience of the public health landscape in the UK, including 10 registrars, 2 consultants, 3 directors of public health, 3 PHE managers/board members, 3 Faculty of Public Health (FPH) managers/board members, 4 heads of school/postgraduate deans, and 4 other UK-based public health professionals, through interviews, a focus group and a co-design workshop. Building on insights from the literature review and stakeholder consultation/engagement a series of principles and concepts underpinning a systems approach to leadership development are presented, along with six levels of learning, ranging from leading self to leading team/organisation, leading collaborations/partnerships, leading local systems and leading wider system/across systems. These principles are then used to outline an indicative development framework for public health professionals through the five years of the specialty training programme (as registrar) into the years following qualification (as consultant). Three distinct phases of learning/development are outlined, along with indicative content and learning outcomes. The report concludes with a series of 18 recommended actions, grouped into four thematic areas. It is hoped that this document provides a valuable resource for those involved in the development and accreditation of public health professionals and a timely call to action

Systems leadership: Pitfalls and possibilities

Systems leadership​ is heralded as a means for improving collaboration and alignment between those commissioning, providing and using public services. Despite the clamour, however, little attention has been paid to the challenges of such an approach or the potential for unintended consequences. A closer look at theory and practice reveals several reasons for taking a systems leadership approach, including effectiveness, efficiency, engagement and equity. There are tensions and inconsistencies between these aims, however, and in order to realise the benefits it is important to consider systems leadership as a collective and contextualised process, rather than as something done by individual leaders

Cultivating Systems Leadership in Cross-Sector Partnerships: Lessons from the Linked Learning Regional Hubs of Excellence

Investments in the social sector have become increasingly complex, with many foundations shifting from supports for single organizations toward more systemic strategies focused on improving outcomes for entire communities. As a result, the field has become awash in regional, or place-based, investments that rely on cross-sector partnerships and networks to drive change. These efforts require coordination among stakeholders across all levels of the practice and policy continuum – from direct service providers, to nonprofit intermediaries, funders, advocacy organizations, and policymakers.It is in this context, and in the spirit of continuous learning, that The James Irvine Foundation's Linked Learning Regional Hubs of Excellence investment serves as a systems change experiment, offering insights and critical lessons that can inform others undertaking similar work. The aim of this Issue Brief – authored by Equal Measure and Harder+Company – is to contribute to field dialogue and learning about the role of leadership in complex systems change strategies, particularly those focused on producing equitable impacts in college and career readiness.Equal Measure and Harder+Company serve as the evaluators of The James Irvine Foundation's Linked Learning Regional Hubs of Excellence. They work in partnership with Jobs for the Future, the intermediary and technical assistance provider for this initiative

Complex systems leadership in emergent community projects

The literature on community development rarely addresses the issue of emergent leadership. Community development is a non-linear process which may arise from the initiatives of people within the community, utilizing their social capital with relatively few economic or human capital resources. Yet to answer the question of how the community is mobilized for development, the issue of leadership must be addressed. An individual or a group must mobilize the community for this purpose. As Barker et al. (in Leadership and Social Movements, Manchester Unity Press, Manchester, 2001) argue, leadership is an essential element of change. In this paper, we explore the issue of emergent leadership in five community case studies. The theoretical lens of complexity theory is used to analyse the ways in which leadership emerges. Seven themes emerged, some of which were consistent with complexity theory. © Oxford University Press and Community Development Journal. 2010 All rights reserved

Endogenous systems leadership for education in crises: A framework for inclusive and equitable quality education in low- and middle-income countries

The working paper develops a framework for ‘endogenous systems leadership’ as a means of supporting the distribution of leadership across the local, middle and central tiers of complex education systems in low- and middle-income countries affected by crisis; in ways that respect the values, knowledge, practices and agency of actors in these contexts, which are characterised by the involvement of multiple international partners with a remit to support, and an obligation to respect and not override, local authority and decision-making. The framework identifies entry points for strengthening endogenous systems leadership of inclusive and equitable quality education for all

Pengaruh Sistem Informasi Akuntansi, Gaya Kepemimpinan Dan Kompleksitas Tugas Terhadap Kinerja Karyawan

This study aims to examine and analyze the effect of the accounting information systems, and the complexity ofthe task of leadership style on employee performance. The populationin this study is the employees who work in the field of retail technology company in the city of Surakarta. The number of respondents in this study were 56 respondents from 90 the number of questionnaires distributed. The methods used in this study is the purposive sampling. The method of data analysis use dismultiple linear regression analysis and processed using SPSS17. The results showed hat the accounting information systems, leadership styleandtask complexity and significant influence on employee performance..The coefficient of determination (R2) of 0.315 which shows that 31.5% of employee performance variables can be explained by the independent variables accounting information systems, leadership styles and the complexity of the task, while the remaining68.5% is explained by other variables

Network Ties and Transactive Memory Systems: Leadership as an Enabler

Purpose The purpose of this paper is to study the relationship between network ties (NT) and transactive memory systems (TMS), observed through three dimensions – specialization (TMSS), credibility (TMSCR), and coordination (TMSCO) – in the presence of leadership (LDR) as a moderating variable, in university research-and-development (R&D) groups. Design/methodology/approach The data are composed of 257 university R&D groups. To confirm the hypotheses, the authors use multiple linear regression analysis with a moderating effect. Findings The conclusions show that the relationships between NT and two of the three dimensions of TMS (TMSCR and TMSCO) are significant when LDR is included as a moderating variable. Although the effect of TMSS is positive, it is not significant. Including the interaction element enables better explanation of two of the dimensions of TMS in the sector analyzed. Thus, LDR is perfectly applicable to the university R&D environment. Research limitations/implications This research has several limitations that suggest further possibilities for empirical research. The limitations include the cross-sectional nature of the research and the judgment of a single manager as the basis of the perception analyzed for each group. Practical implications The authors provide several implications for R&D practitioners. The results of this study could be validated in other universities in other geographic areas, enabling better generalization and applicability of the results. The results described may serve as a guide for group leaders of university R&D. This research helps us to see the importance of LDR in forming internal research networks that help researchers to perform common projects in order to obtain better results in the group. Thus, the groups provided better results to society. Originality/value No studies have tested the moderating effect of LDR in university R&D empirically. The results provide information to fill this gap and demonstrate the applicability of LDR as a key element in the organization, improvement, and cohesion of R&D groups