One of the key reasons for weak public health systems is poor leadership.
It is urgent to up-skill aspirant leaders if countries want to achieve universal health coverage.
Here are some tips on how to do this in a way that is sensitive to the needs of workplaces:
Doherty J, Gilson L. 2015. Workplace-based learning for health systems leaders. London: RESYST Consortium.
Here is the link for a briefing document I produced recently on the topic of clinical leadership:
Doherty J. 2014. Leadership from ‘below:’ clinical staff and public hospitals in South Africa. Briefing note No. 4. Municipal Services Project. Available at: http://www.municipalservicesproject.org/publication/leadership-below-clinical-staff-and-public-hospitals-south-africa
Here is the poster I presented last week at the Third Global Symposium on Health Systems Research, International Convention Centre, Cape Town, 1-3 October: Jane Doherty
It summarises findings from a study on developing clinical leadership as a strategy for hospital transformation in district hospitals.
In earlier posts I’ve referred to two relatively lengthy reports on clinical leadership – one a literature review and the other reporting findings from interviews with clinical leaders in South African district hospitals.
The main findings from these reports are now summarised in a policy note that is applicable to practitioners from other sectors.
Here is a report based on interviews with clinical staff at South African district hospitals about their leadership roles:
2014_Improving public hospitals through clinical leadership
The study was conducted for the Municipal Services Project which is located at the School of Government, University of the Western Cape, Republic of South Africa, and funded by the International Development Research Centre of Canada.
Here is a review of international and South African literature on the concept of clinical leadership in hospitals: Strengthening clinical leadership in hospitals: a review of international and South African literature
The review was conducted for the Municipal Services Project which is located at the School of Government, University of the Western Cape, Republic of South Africa, and funded by the International Development Research Centre of Canada.
A colleague drew my attention to this blog post by Becky Malby, Director of the Centre for Innovation in Health Management at Leeds University in the UK: The potential of UK/South Africa collaboration in health leadership and management.
In the blog she reflects on her recent visit to South Africa and suggests some priorities for health system transformation which I find refreshing.
Her suggestions speak to the issue of how to restore order to a highly complex and sometimes floundering health system: should (and can) order be imposed from above or are more local, dynamic solutions required?