Developing systems leadership
PHE ePoster Library. Evans D. 09/12/19; 274386; 189
Prof. David Evans
Prof. David Evans
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Abstract Introduction
This aim of this project was to conduct a scoping study to develop systems leadership among registrars and new consultants. It was commissioned by PHE in response to an identified issue that registrars and new consultants do not feel themselves/are not thought to be sufficiently skilled in leadership across the system. MethodThe scoping study included a rapid literature review, consultation and engagement with 30 public health professionals, including 11 registrars, three consultants, three directors of public health, four PHE managers/board members, six FPH managers/board members/heads of school, and four other UK-based public health professionals, through interviews, a focus group and a co-design workshop.
The literature review synthesises a large body of evidence on the theory and practice on systems leadership, the changing context of public health and training and development for public health professionals in the UK. It identifies key principles of a systems perspective, including systems thinking, complexity and systems change. The evidence from stakeholder consultation and engagement identifies four main thematic areas – the nature and purpose of systems leadership, development needs/opportunities for registrars and consultants, the enabling environment, and the wider context of public health.
Building on insights from the literature review and stakeholder engagement a series of principles and concepts underpinning a systems approach to leadership development are presented. We conclude with a series of 18 recommendations, grouped into four thematic areas – curriculum development, specialty training programme, transition to new consultants, and wider system. External funding details We are grateful to PHE for funding this work.
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