Key Area 4: Strategic leadership and collaborative working for health

This area of practice focuses on leading teams and individuals, building alliances, developing capacity and capability, working in partnership with other practitioners and agencies, and using the media effectively to improve health and well-being.

 

Learning experiences

By the end of phase 1 trainees will understand different styles of leadership and work effectively as part of a team, showing insight into their own behaviour within teams in different settings. They will display a professional commitment to ethical practice. They will understand the theory of management and change management and manage straight forward projects.

By the end of phase 2 trainees will be part of a multi-disciplinary team, working with and involving other stakeholders as appropriate. They will display critical self appraisal and reflective practice. They will be able to manage projects, manage change and handle uncertainty, the unexpected, challenge and conflict in an appropriate manner. They will have experience of working with the media.

By the end of phase 3 trainees will manage more complex change management situations, understanding and managing the conflict involved and negotiating solutions. They will show appropriate leadership styles in different settings, including multi-agency settings. They will use appropriate communication and advocacy skills in a variety of public health settings, listening and responding appropriately. They will be expected to demonstrate the appropriate management of people and financial resources.

Potential vehicles for the demonstration of this competence area include:

  • Working effectively as part of team
  • Chairing a multi-disciplinary meeting
  • Leading a public health project
  • Successfully completing a change management project
  • Identifying and engaging stakeholders in projects to improve the public's health
  • Working with the media

Potential settings for the demonstration of this competence area:

By the end of training trainees will be expected to have developed leadership skills in each of the three domains of public health and to have worked collaboratively with more than two of the following agencies/organisations:

  • local authorities,
  • regional departments of government and/or national government,
  • consumer groups
  • and clinicians.

The leadership contribution in each setting must be clearly demonstrated by tangible outcomes of delivery and /or demonstrable skill development. Competence is this area may also be demonstrated through work in international public health.

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Links to Knowledge and Skills Framework

  • C1: Communication, C2: Personal and People Development
  • C4: Service Improvement, C5: Quality, C6: Equality and Diversity
  • HWB 1: Promotion of Health and Wellbeing; Prevention of Adverse Effects on Health and Wellbeing
  • G5: Services and Project Management

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Knowledge Base

Understanding individuals, teams / groups and their development:

  • Motivation, creativity and innovation in individuals, and its relationship to group and team dynamics;
  • personal management skills;
  • theories and models of management,
  • leadership and delegation;
  • principles of negotiation and influencing;
  • principles, theories and methods of effective communication (written and oral) including mass communication;
  • The theoretical and practical aspects of power and authority, role and conflict.

Understanding organisations, their function and structure:

  • the internal and external organisational environments - evaluating internal resources and organisational capabilities;
  • identifying and managing internal and external stakeholder interests;
  • structuring and managing interorganisational (network) relationships, including intersectoral work, collaborative working practices and partnerships;
  • social networks and communities of interest;
  • assessing the impact of political, economic, socio-cultural, environmental and other external influences.

Management and change:

  • critical evaluation principles and frameworks for managing change;
  • issues underpinning design and implementation of performance management against goals and objectives.

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