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Relevant HRH leadership during public health emergencies

2022-12Outro Desconhecido
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dc.contributor.authorFerrinho, Paulo
dc.contributor.authorLehman, Uta
dc.contributor.authorKovacs, Eszter
dc.contributor.authorPoz, Mario Dal
dc.contributor.institutionGlobal Health and Tropical Medicine (GHTM)
dc.contributor.institutionInstituto de Higiene e Medicina Tropical (IHMT)
dc.contributor.institutionPopulation health, policies and services (PPS)
dc.contributor.institutionUniversidade NOVA de Lisboa
dc.contributor.pblWorld Health Organization | BioMed Central (BMC)
dc.date.accessioned2023-01-23T22:15:34Z
dc.date.available2023-01-23T22:15:34Z
dc.date.issued2022-12
dc.descriptionPublisher Copyright: © 2022, The Author(s).
dc.description.abstractBackground: Inadequate leadership capacity compounds the world's workforce lack of preparedness for outbreaks of all sizes, as illustrated by the COVID-19 pandemic. Traditional human resources for health (HRH) leadership has focused on determining the health workforce requirements, often failing to fully consider the unpredictability associated with issues such as public health emergencies (PHE). Main arguments: The current COVID-19 pandemic demonstrates that policy-making and relevant leadership have to be effective under conditions of ethical uncertainty and with inconclusive evidence. The forces at work in health labor markets (HLM) entail leadership that bridges across sectors and all levels of the health systems. Developing and applying leadership competencies must then be understood from a systemic as well as an individual perspective. To address the challenges described and to achieve universal health coverage (UHC) by 2030, countries need to develop effective HRH leaderships relevant to the complexity of HLM in the most diverse contexts, including acute surge events during PHE. In complex and rapidly changing contexts, such as PHE, leadership needs to be attentive, nimble, adaptive, action oriented, transformative, accountable and provided throughout the system, i.e., authentic, distributed and participatory. This type of leadership is particularly important, as it can contribute to complex organizational changes as required in surge events associated with PHE, even in in the absence of formal management plans, roles, and structures. To deal with the uncertainty it needs agile tools that may allow prompt human resources impact assessments. Conclusions: The complexity of PHE requires transformative, authentic, distributed and participatory leadership of HRH. The unpredictable aspects of the dynamics of the HLM during PHE require the need to rethink, adapt and operationalize appropriate tools, such as HRH impact assessment tools, to redirect workforce operations rapidly and with precision.en
dc.description.versionpublishersversion
dc.description.versionpublished
dc.format.extent4
dc.format.extent672854
dc.identifier.doi10.1186/s12960-022-00723-2
dc.identifier.issn1478-4491
dc.identifier.otherPURE: 49899212
dc.identifier.otherPURE UUID: 4aa401b8-6a1c-4145-8dec-c966072f0c15
dc.identifier.otherScopus: 85127045045
dc.identifier.otherPubMed: 35331240
dc.identifier.otherPubMedCentral: PMC8943484
dc.identifier.otherWOS: 000772806700001
dc.identifier.urihttp://hdl.handle.net/10362/148012
dc.identifier.urlhttps://www.scopus.com/pages/publications/85127045045
dc.language.isoeng
dc.peerreviewedyes
dc.subjectCOVID-19
dc.subjectHealth labor market dynamics
dc.subjectHuman resources for health
dc.subjectHuman resources impact assessment
dc.subjectLeadership
dc.subjectPandemic
dc.subjectPublic health emergencies
dc.subjectH Social Sciences
dc.subjectRA Public aspects of medicine
dc.subjectPublic Administration
dc.subjectPublic Health, Environmental and Occupational Health
dc.subjectSDG 3 - Good Health and Well-being
dc.subjectSDG 8 - Decent Work and Economic Growth
dc.titleRelevant HRH leadership during public health emergenciesen
dc.typeother
degois.publication.issue1
degois.publication.titleHuman resources for health
degois.publication.volume20
dspace.entity.typePublication
rcaap.rightsopenAccess

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