| Title: |
Leadership and Change Management in International Health |
| Keywords: |
Self-reflexion
Organisation
Management/leadership
|
| Country: |
Germany
|
| Institution: |
Germany - Heidelberg Institute of Global Health, University of Heidelberg
|
| Course coordinator: |
Dr. Norma Lange-Tagaza
|
| Date start: |
2021-03-15 |
| Date end: |
2021-03-26 |
| About duration and dates: |
2 weeks |
| Classification: |
advanced optional
|
| Mode of delivery: |
Face to face
|
| ECTS credit points: |
3 ECTS credits
|
SIT:
90 hours
65 direct contact hours (40 hours of lectures and 25 hours of facilitated group work) and 25 hours of self-directed learning. |
|
| Language: |
English
|
Description:
The overall objective of this module is to explore advanced topics in leadership as it pertains to change management in dynamic health care environments found in low and middle income countries.
Specifically, upon completion of this course, participants will be able to:
• Comprehend the leadership and management demands of complex health system
• Critically reflect on their personal values and vision and learn how these impact on their role as leaders
• Identify their own leadership style and understand how this can contribute to the development of their staff and to the achievement of organisational goals
• Understand the phenomenon of change, its internal and external drivers and learn strategies to deal with resistance and hindrances
• Appreciate the role of global health organisations in policy making, direction setting and standard setting
• Acquire competencies necessary to work effectively in complex situations such as negotiation, conflict management, networking and collaboration and cooperation, intercultural and interdisciplinary competencies
• Develop skills to transform health project groups into high performance teams
• Formulate an action plan within the cultural, political and socio-economic contexts of their organisations to alleviate health inequity in the community |
|
Assessment Procedures:
Course participants are expected to attend teaching sessions and actively participate in class discussions and group work.
Assessment of participants’ achievement of the learning objectives will be determined by the following formula:
• 30% for case study presentation (group work = group mark; presentation up to 30 min + 15 min discussion; every member of the group needs to present) case studies address either leadership skills or change management skills
• 70% for written action plan (individual work = individual mark; 2,000 words; content: using Kotter’s 8 steps, participants write a plan for a specific change in their own organizations, including and considering the role of leadership for successful implementation)
If students do not reach the passing mark of 60% (from the combined two individual grades), an opportunity is offered to redo the written action plan within one month after announcement of grade results. |
|
Content:
Overview:
• Importance of Leadership and Management in Health Sector
• Leadership and Management – Conceptual and Operational Similarities and Differences
• Leadership and Management Styles
• Leadership and Change Management Competencies
o Conflict Management
o Negotiation
o Leading and managing teams to higher performance
o Communication
o Self-mastery including emotional intelligence
o Cultural awareness
• Global Leadership in Health
o Policy Making and Direction and standard Setting
o Research
o Transparency and Governance
• Improving Organisational and Systems Performance through Change
o Fundamental Concepts of Organisation
o Driver of and Resistance to change
o Thinking beyond Organisational Borders to Systems Thinking
o The Phenomenon of Change
• Strategies for Introducing Change
o 8 Steps of Kotter
o Bridging Leadership in Change Process
• Re-entry plan for introducing change |
|
Methods:
The course is composed of individual teaching units that comprise 40 hours of interactive lecture time and 25 hours of facilitated group work. An additional 25 hours of self-directed learning is expected.
The course uses participatory exercises, role playing, and case studies from low and middle income countries to facilitate the students’ achievement of the learning objectives and demonstrate the applicability of the concepts and methods.
Each session has specific objectives and short key readings which are included in the course reader. Further readings are suggested, however, they are not mandatory for the course. |
|
Prerequisites:
Participants should be health professionals and/or managers with a minimum of 2 years experience in International Health, preferably in a leadership position. Evidence of proficiency in the English language is required (6.5 IELTS or equivalent TOEFL score). |
|
Attendance:
Max participants 25 including tropEd students |
|
|
Selection:
Only seat availability – first come, first serve |
|
Fees:
Course fee: € 1,500
Reduced fee for participants enrolled in the tropEd programme: € 1,000 |
|
|
Scholarships:
None available |
|
Major changes since initial accreditation:
In the past, the focus of the course was on developing organisational based leadership and change management skills. This will be maintained but it will now include leadership of complex systems, like the health system. The course will also put more value on the leadership journey of the participants in order to make them aware of their personal vision and commitment in removing health inequity. |
|
Student evaluation:
Positive
• Great lectures. Each topic is organized and critical with examples and group work. The atmosphere of class is active and flexible.
• Very important course, very important content, excellently chosen topics and literature.
• All parts were perfect; learning methods – role play, group work, film aids
Room for improvement
• In the future, the course should seek more to identify the expectation of the course participants.
• It would be nice to invite more people from the field
• Extend the course for more topics and excises and more self-study time. |
|
Lessons learned:
• Levelling of expectations of participants should be given more time
• More effort should be taken to get lecturers who are public health practitioners rather than public health academicians
• More time should be given for debriefing of group work, group exercises and case studies. |
|
tropEd accreditation:
Accredited in September 2005 in Lausanne, re-accredited in May 2011 and in April 2016. This accreditation is valid until April 2021. |
|
Remarks:
The first of the 2-week course highlights leadership skills. This includes self-reflection/analysis of students’ leadership capital (competencies). Further, leadership theories and their application in the framework of Bridging Leadership are covered.
The second course week concentrates on change management, the theory of change, competencies (apart from leadership), e.g., strategic planning, internal-external organizational analysis, change management strategies, particularly, Kotter’s 8 Steps of Introducing change. |
|
| Email Address: |
Grys@uni-heidelberg.de |
| Date Of Record Creation: |
2012-01-10 02:00:20 (W3C-DTF) |
| Date Of Record Release: |
2012-01-10 08:14:44 (W3C-DTF) |
| Date Record Checked: |
2018-06-10 (W3C-DTF) |
| Date Last Modified: |
2020-09-16 10:45:18 (W3C-DTF) |
