Public Health Leaders Tell Their Stories is drawn from a two-part issu e from the Journal of Public Health Management and Practice in which p ublic health practitioners write about their experience as leaders. Th rough real life case histories, each of the authors explores the dynam ics, the conflict, the politics of actual events, and the strategy and process that won the desired outcome. This book will serve as a guide for public health leaders, executives, and managers in advancing thei r cause into the 21st century.
From medical expert Leana Wen, MD, Lifelines is an insider's account of public health and its crucial role—from opioid addiction to global pandemic—and an inspiring story of her journey from struggling immigrant to being one of Time’s 100 Most Influential People. “Public health saved your life today—you just don’t know it,” is a phrase that Dr. Leana Wen likes to use. You don’t know it because good public health is invisible. It becomes visible only in its absence, when it is underfunded and ignored, a bitter truth laid bare as never before by the devastation of COVID-19. Leana Wen—emergency physician, former Baltimore health commissioner, CNN medical analyst, and Washington Post contributing columnist—has lived on the front lines of public health, leading the fight against the opioid epidemic, outbreaks of infectious disease, maternal and infant mortality, and COVID-19 disinformation. Here, in gripping detail, Wen lays bare the lifesaving work of public health and its innovative approach to social ills, treating gun violence as a contagious disease, for example, and racism as a threat to health. Wen also tells her own uniquely American story: an immigrant from China, she and her family received food stamps and were at times homeless despite her parents working multiple jobs. That child went on to attend college at thirteen, become a Rhodes scholar, and turn to public health as the way to make a difference in the country that had offered her such possibilities. Ultimately, she insists, it is public health that ensures citizens are not robbed of decades of life, and that where children live does not determine whether they live.
During the last twenty years, the interest in public health leadership has continued to increase with the need to strengthen the infrastructure of public health, the events of September 11, 2001, the health reform movement, scientific breakthroughs, the increasing role for primary care programs in the public health agenda, and the increasing deficit at the federal, state, and local level. Since the publication of the first edition in 2003, Public Health Leadership: Putting Principles Into Practice has become a standard reference for future and practicing public health leaders. In five parts, it explores the basic theories and principles of leadership and then describes how they may be applied in the public health setting. Leadership skills and competencies, as well as methods for measuring and evaluating leaders are all thoroughly covered.This new third editioin is an exhaustive revision that now includes extensive coverage of the leadership skills and tools that are critical to managing public health emergencies. It also offers:* Updated exercises and case studies throughout* New chapter on Building Infrastructure, * New chapter on Accreditation, * New chapter on the Global Public Health Leader* New accompanying online Instructor's Manual with over 100 references on leadership, additional case studies, curriculum guide, toolkit, and additional exercises.
How do policy and politics influence the social conditions that generate health outcomes? Reduced life expectancy, worsening health outcomes, health inequity, and declining health care options—these are now realities for most Americans. However, in a country of more than 325 million people, addressing everyone's issues is challenging. How can we effect beneficial change for everyone so we all can thrive? What is the great equalizer? In this book, Daniel E. Dawes argues that political determinants of health create the social drivers—including poor environmental conditions, inadequate transportation, unsafe neighborhoods, and lack of healthy food options—that affect all other dynamics of health. By understanding these determinants, their origins, and their impact on the equitable distribution of opportunities and resources, we will be better equipped to develop and implement actionable solutions to close the health gap. Dawes draws on his firsthand experience helping to shape major federal policies, including the Affordable Care Act, to describe the history of efforts to address the political determinants that have resulted in health inequities. Taking us further upstream to the underlying source of the causes of inequities, Dawes examines the political decisions that lead to our social conditions, makes the social determinants of health more accessible, and provides a playbook for how we can address them effectively. A thought-provoking and evocative account that considers both the policies we think of as "health policy" and those that we don't, The Political Determinants of Health provides a novel, multidisciplinary framework for addressing the systemic barriers preventing the United States from becoming the healthiest nation in the world.
Manage your team from anywhere. Leading any team involves managing people, technical oversight, and project administration, but leaders of virtual teams perform these functions from afar. Leading Virtual Teams walks you through the basics of: Connecting your people to each other—and to the team’s mission Surmounting language, distance, and technology barriers Identifying and using the right communication channels Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business.
New Edition Available 12/28/2012 This thorough revision maintains the same basic structure of the first edition of Public Health Leadership. In five parts, it explores the basic theories and principles of leadership and then describes how they may be applied in the public health setting. Leadership skills and competencies, as well as methods for measuring and evaluating leaders are also thoroughly covered. The final chapter has been expanded to cover the future of public health and global leadership. Four new chapters have been added to the Second Edition: a chapter on the interface between management and leadership, a chapter on systems and complexity leadership concerns, and a chapter on employee development. The final new chapter will explore the transition from traditional leadership roles to the new roles required by a focus on bioterrorism and other disasters. New case studies, interviews, and exercises have also been added. The Second Edition also features new sidebar boxes with quotes from classic and contemporary writers on leadership.
This unique and engaging open access title provides a compelling and ground-breaking account of the patient safety movement in the United States, told from the perspective of one of its most prominent leaders, and arguably the movement’s founder, Lucian L. Leape, MD. Covering the growth of the field from the late 1980s to 2015, Dr. Leape details the developments, actors, organizations, research, and policy-making activities that marked the evolution and major advances of patient safety in this time span. In addition, and perhaps most importantly, this book not only comprehensively details how and why human and systems errors too often occur in the process of providing health care, it also promotes an in-depth understanding of the principles and practices of patient safety, including how they were influenced by today’s modern safety sciences and systems theory and design. Indeed, the book emphasizes how the growing awareness of systems-design thinking and the self-education and commitment to improving patient safety, by not only Dr. Leape but a wide range of other clinicians and health executives from both the private and public sectors, all converged to drive forward the patient safety movement in the US. Making Healthcare Safe is divided into four parts: I. In the Beginning describes the research and theory that defined patient safety and the early initiatives to enhance it. II. Institutional Responses tells the stories of the efforts of the major organizations that began to apply the new concepts and make patient safety a reality. Most of these stories have not been previously told, so this account becomes their histories as well. III. Getting to Work provides in-depth analyses of four key issues that cut across disciplinary lines impacting patient safety which required special attention. IV. Creating a Culture of Safety looks to the future, marshalling the best thinking about what it will take to achieve the safe care we all deserve. Captivatingly written with an “insider’s” tone and a major contribution to the clinical literature, this title will be of immense value to health care professionals, to students in a range of academic disciplines, to medical trainees, to health administrators, to policymakers and even to lay readers with an interest in patient safety and in the critical quest to create safe care.
An understanding of public health has never been more important! There has been a growing interest in public health, driven by concerns for social justice and sustainability, but it is currently in the headlines as never before. The failure of governments to get to grips with the Covid-19 pandemic has demonstrated widespread ignorance of the basics of a public health approach to threats to health and well-being. Relevant to all interested individuals but particularly students and professionals within nursing, medicine, social work and public health, this book encourages critical debate and reflection to develop a deep understanding of the complexities of public health issues. It offers 50 powerful stories and sayings around public health that could just change the world! Accompanied by searching questions for discussion and case studies that provide context and link each aphorism to a key event or theme, important messages around public health are extracted and explored.
In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.
