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Shaun Williams
Leadership Development
October 6, 2017
The readings from the first session gave insight into leadership in public health, from the
characteristics of an ideal leader in public health to the demanding challenges that are
encountered. At the start of the article: Fostering Public Health Leadership, Howard Koh and
Marsha Jacobson describe the necessary framework of leadership insights, and tested and proven
teachings that must guide the new motivated and well-intentioned aspiring health leaders. This is
important because literature on leadership in public health is scarce, and while some may turn to
other sources of leadership guidance, the lessons may not completely align with the nature of
Public health problems are generally enormous, stem from many complex causes, and
play out on the public stage for all to see (Koh, H.K., Jacobson, M.). Although leaders in public
health are driven by their motivation and sense of mission, they must understand that the power
to resolve these large challenges is a collective effort that demands participation from other
organizations, religious leaders, etc. In fact, public health leaders must charge beyond the
immediate clouds of passion to mobilize such entities in a relentless effort to achieve a change in
health status for a targeted population. But what if there are failures or added obstacles?
There is no true roadmap for fixing every problem in public health. While there are many
lessons to be understood, societies and public health challenges are engaged in a dynamic
relationship that requires and adaptive approach to “boots on the ground” leadership. In chapter
two of their book: The Practice of Adaptive Leadership, Heifetz et al, describe adaptive
leadership as the practice of mobilizing people to tackle tough challenges and specifically focus
on the changes that enable the capacity to thrive. Additionally, they listed key points to define
LEADERSHIP DISCUSSION MAKEUP ASSIGNMENT 3
successful elements to adaptive leadership: It is both conservative and progressive (builds on the
past). Organizational adaptation occurs through experimentation. It relies on diversity, and new
adaptations can displace reregulate, and rearrange old patterns. Lastly, new adaptations take
time.
As one of the new “highly motivated and passionate” individuals hoping to become a
leader in public health, these readings were large doses of humbling reality. As a military leader,
proper planning and prevention have always been the foundation of my operational risk
management process, and the wellbeing of my crew was always my top priority. In the dynamic
consistently help save lives and prevent injury. But while I would be happy to claim that I have
significant differences. Funding, manpower, and other resources have always been available to
me in the military, but in public health, part of the challenge is finding organizations that are
willing to contribute resources to the mission. Disparities in timeline will be a major change for
However, in public health, the timeline seems to be largely influenced by the amount of
resources available, complexity of the issues, and most importantly, the capacity to thrive. With
these lessons, and through growth in all the public health disciplines I hope to bridge the gap
between my professional experience, military medicine, and public health, to one day join the
frontlines of public health; spearheading the changes in public health in an adaptive manner.
LEADERSHIP DISCUSSION MAKEUP ASSIGNMENT 4
References
Heifetz, R. A., Linsky, M., & Grashow, A. (2009). The Practice of Adaptive Leadership (Rev
Koh, H. K., & Jacobson, M. (2009). Fostering Public Health Leadership. Journal of Public