Assignment: becoming an agent of social change in public health

Assignment: becoming an agent of social change in public health

becoming an agent of social change in public health – As a future leader in the field of public health, you may face many chronic health threats to various systems. As you work to combat these threats and ensure community wellness, you are likely to become an agent of social change. This objective may be more challenging, although more critical, to achieve in matters such as in public health emergencies and outbreaks. For leaders, outbreaks, epidemics, and pandemics elicit critical and timely attention to situations in public health.

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In this week’s article by Osterholm, the author presents a possibility of another pandemic. Using this Learning Resource as well as 2–4 additional resources you may find from the Walden Library, current events, etc., consider your leadership perspective during a pandemic influenza outbreak in the United States.

As you collaborate with your group, individually, select one of the following leadership roles that would respond during this outbreak:

• Director, FEMA
• Director, CDC
• Governor of an afflicted state
• Incident Response Commander
• Response Leader, American Red Cross (or other non-governmental organization)

After selecting your leadership role, use a systems approach to work with your group to establish immediate response in preventing another pandemic.

The becoming an agent of social change in public health Assignment–Part 1:

Individual Case Analysis (1–2 pages)

Based on the leadership role you selected for the assignment, include the following:

• A summary of the leadership challenges this leader would face in assuring the system changes necessary to be prepared for the next pandemic
• An explanation of how your leadership challenges as this leader relate to challenges of the other leaders listed above

Assignment: becoming an agent of social change in public health

becoming an agent of social change in public health Required Readings

Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.

• Chapter 6, “Current Era in Leadership”

Danforth, E. J., Doying, A., Merceron, G., & Kennedy, L. (2010). Applying social science and public health methods to community-based pandemic planning. Journal of Business Continuity & Emergency Planning, 4(4), 375–390.
Note: You will access this article from the Walden Library databases.

Lindebaum, D., & Cartwright, S. (2010). A critical examination of the relationship between emotional intelligence and transformational leadership. Journal of Management Studies, 47(7), 1317–1342.
Note: You will access this article from the Walden Library databases.

Melvyn, R. W., Hamstra, N. W., Yperen, V., Wisse, B., & Sassenberg K. (2011). Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182–186.
Note: You will access this article from the Walden Library databases.

Osterholm, M.T. (2005). Preparing for the next pandemic. The New England Journal of Medicine, 352(18), 1839–1842.
Note: You will access this article from the Walden Library databases.

Silvia, C., & McGuire, M. (2010). Leading public sector networks: An empirical examination of integrative leadership behaviors. The Leadership Quarterly, 21(2), 264–277.
Note: You will access this article from the Walden Library databases.

Weberg, D. (2010). Transformational leadership and staff retention: An evidence review with implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246–258.
Note: You will access this article from the Walden Library databases.