An evaluation of the National Public Health Leadership Institute--1991-2006: part II. Strengthening public health leadership networks, systems, and infrastructure.

CONTEXT: The year-long National Public Health Leadership Institute's (PHLI) goals are to develop the capacity of individual leaders and networks of leaders so that both can lead improvements in public health systems, infrastructure, and population health. OBJECTIVE: To evaluate PHLI's impact on networks, systems, and infrastructure. PARTICIPANTS: Senior leaders from government, health care, associations, and other organizations who graduated from PHLI between 1992 and 2006. INTERVENTION: Retreats; readings, conference calls, and webinars; personal assessments, feedback, and coaching; and action learning projects. METHODS: A cross-sectional survey sent in 2007 to all leaders from the program's first 15 cohorts. Between 1992 and 2006, PHLI graduated 806 leaders. Of the 646 graduates located, 393 (61%) responded, for an overall response rate of 49% (393/806). Telephone interviews of 35 key informants were also conducted. RESULTS: Graduates fostered changes in systems, policies, organizations, and programs and frequently described these changes as resulting from their work as or with networks. Many graduates formed an informal national network of "thought leaders" and volunteered with professional associations to help in creating methods for improving systems and infrastructure. At the state level, graduates worked as informal networks and with associations to restructure services, reorganize agencies, catalyze new laws, and develop programs. Locally, graduates developed coalitions, fostered new laws, and improved programs, among other changes. CONCLUSION: The Centers for Disease Control and Prevention's multiyear sponsorship of a national program fostered national networks among "thought leaders" who helped to lead the development and diffusion of numerous innovations. Public health leadership development program sponsors should foster collaborative leadership by engaging leaders in systems thinking, team leadership, dialogue, conflict resolution, and negotiation, recommend using networks for sustained personal and system development, and link leaders to networks and associations. Networks provide the collective creativity and broad support needed to enact system and infrastructure changes.

Linking learning methods to outcomes in public health leadership development.

PURPOSE: The purpose of this research is to present evaluation findings from the National Public Health Leadership Institute (PHLI) regarding how the curriculum's learning methods work singly and together to produce outcomes for learners and their organizations. DESIGN/METHODOLOGY/APPROACH: Six months after graduation from PHLI, four recent cohorts of PHLI graduates were asked to report overall reactions to PHLI by using an online survey. The survey consisted of quantitative questions about key leadership behaviors taught in the program and the usefulness of PHLI's five learning methods as well as qualitative questions about changes in understanding, skill, practices, and outcomes. FINDINGS: The evaluation survey yielded a 66 percent response rate (n=133). PHLI's learning methods are interrelated and lead to such outcomes as changed leadership understanding, knowledge and skill development, increased confidence, increased self-awareness, leadership practice changes, and organizational results. The learning project was strongly associated with development of collaborations, whereas assessment tools and coaching were most often associated with increased self-awareness. RESEARCH LIMITATIONS/IMPLICATIONS: These preliminary findings support the idea that particular learning methods are related to specific outcomes. However, graduates often integrate information and skills from multiple methods to achieve outcomes. Future research should investigate whether the associations identified in this evaluation are present in other leadership development programs. ORIGINALITY/VALUE: This is the first published evaluation that has attempted to link specific learning methods with outcomes for participants of a public health leadership development program.

Strengthening the public health workforce: three CDC programs that prepare managers and leaders for the challenges of the 21st century.

To address the need for management development in public health, the Centers for Disease Control and Prevention (CDC) established three independent workforce development initiatives aimed primarily at strengthening management and leadership capacity: the Sustainable Management Development Program, the Management Academy for Public Health, and the CDC Leadership and Management Institute. Though independently designed and implemented, the programs share similar guiding principles in their approach to management development: interactive (adult) learning, management tools that reinforce evidence-based decision making, individual feedback, continuous improvement of the learning process, posttraining support for networking and life-long learning, and teamwork. This article will discuss important lessons learned regarding best practices in management and leadership development.