Running head: LEADERSHIP DISCUSSION MAKEUP ASSIGNMENT 1

Leadership Discussion Makeup Assignment

Shaun Williams

Leadership Development

October 6, 2017

Zachary Van Rossum

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Leadership Discussion Makeup Assignment

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.

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

leaders and stakeholders such as government authorities and policymakers, non-government

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
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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

military environment, adaptive leadership and the promotion of health/safety programs

consistently help save lives and prevent injury. But while I would be happy to claim that I have

the translatable skills to be a successful leader in public health, I am quickly learning of

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

me as well, in the military, I am accustomed to short deadlines to achieve a specific mission.

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.
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References

Heifetz, R. A., Linsky, M., & Grashow, A. (2009). The Practice of Adaptive Leadership (Rev

ed.). Cambridge, MA: Harvard Business Press.

Koh, H. K., & Jacobson, M. (2009). Fostering Public Health Leadership. Journal of Public

Health, 31(2), 199-201.