Balancing management and leadership in complex health systems: Comment on “management matters: A leverage point for health systems strengthening in global health”

Aku Kwamie*

*Corresponding author for this work

Research output: Contribution to journalComment/Letter to the editorAcademic

11 Citations (Scopus)

Abstract

Health systems, particularly those in low-and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning.

Original languageEnglish
Article number11
Pages (from-to)849-851
Number of pages3
JournalInternational Journal of Health Policy and Management
Volume4
Issue number12
DOIs
Publication statusPublished - Dec 2015

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Health
Social Responsibility
Learning
Global Health

Keywords

  • Complexity
  • Health systems
  • Leadership
  • Management

Cite this

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abstract = "Health systems, particularly those in low-and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning.",
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Balancing management and leadership in complex health systems: Comment on “management matters: A leverage point for health systems strengthening in global health”. / Kwamie, Aku.

In: International Journal of Health Policy and Management, Vol. 4, No. 12, 11, 12.2015, p. 849-851.

Research output: Contribution to journalComment/Letter to the editorAcademic

TY - JOUR

T1 - Balancing management and leadership in complex health systems: Comment on “management matters: A leverage point for health systems strengthening in global health”

AU - Kwamie, Aku

PY - 2015/12

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N2 - Health systems, particularly those in low-and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning.

AB - Health systems, particularly those in low-and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning.

KW - Complexity

KW - Health systems

KW - Leadership

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DO - 10.15171/ijhpm.2015.152

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