BALANCING MANAGEMENT AND LEADERSHIP IN COMPLEX HEALTH SYSTEMS (COMMENTARY)

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KWAMIE AKU

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Journal Paper

Paper Information

Journal: AMIRKABIR Year:2015 | Volume:4 | Issue:12 Page(s): 849-851

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Information Journal Paper

Title

BALANCING MANAGEMENT AND LEADERSHIP IN COMPLEX HEALTH SYSTEMS (COMMENTARY)

Author(s)

KWAMIE AKU | Issue Writer Certificate

Keywords

MANAGEMENT

LEADERSHIP

COMPLEXITY

HEALTH SYSTEMS

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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APA: Copy

KWAMIE, AKU. (2015). BALANCING MANAGEMENT AND LEADERSHIP IN COMPLEX HEALTH SYSTEMS (COMMENTARY). AMIRKABIR, 4(12), 849-851. SID. https://sid.ir/paper/338223/en

Vancouver: Copy

KWAMIE AKU. BALANCING MANAGEMENT AND LEADERSHIP IN COMPLEX HEALTH SYSTEMS (COMMENTARY). AMIRKABIR[Internet]. 2015;4(12):849-851. Available from: https://sid.ir/paper/338223/en

IEEE: Copy

AKU KWAMIE, “BALANCING MANAGEMENT AND LEADERSHIP IN COMPLEX HEALTH SYSTEMS (COMMENTARY),” AMIRKABIR, vol. 4, no. 12, pp. 849–851, 2015, [Online]. Available: https://sid.ir/paper/338223/en

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