Developing Collaborative Maternal and Child Health Leaders: A Descriptive Study of the National Maternal and Child Healt
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FROM THE FIELD
Developing Collaborative Maternal and Child Health Leaders: A Descriptive Study of the National Maternal and Child Health Workforce Development Center Alina Nadira Clarke1,3 · Dorothy Cilenti1,2
© Springer Science+Business Media, LLC 2017
Abstract Purpose An assessment of the National Maternal and Child Health Workforce Development Center (the Center) was conducted to describe (1) effects of the Center’s training on the use of collaborative leadership practices by MCH leaders, and (2) perceived barriers to collaboration for MCH leaders. The Center provides services to strengthen MCH professionals’ skills in three core areas: Change Management/Adaptive Leadership, Evidence-Based Decision Making, and Systems Integration. Description This descriptive qualitative study compares eight interview responses from a sample of the Center’s participants and findings from a document review of the training curriculum against an existing framework of collaborative leadership themes. Assessment Systems thinking tools and related training were highly referenced, and the interviewees often related process-based leadership practices with their applied learning health transformation projects. Perceived barriers to sustaining collaborative work included: (1) a tendency for state agencies to have siloed priorities, (2) difficulty achieving a consensus to move a project forward without individual partners disengaging, (3) strained organizational partnerships when the individual representative leaves that partnering organization, and (4) difficulty in sustaining project-based * Alina Nadira Clarke [email protected] 1
The National MCH Workforce Development Center, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, USA
2
Department of Maternal and Child Health, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, USA
3
Department of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, USA
partnerships past the short term. Conclusion The findings in this study suggest that investments in leadership development training for MCH professionals, such as the Center, can provide opportunities for participants to utilize collaborative leadership practices. Keywords Leadership · Workforce development · Collaborative leadership · Collaboration · National MCH Workforce Development Center
Significance Leadership development programs for MCH professionals can strengthen infrastructure, programming, and outcomes by providing leaders with key tools in training and enhancing their skillset. In the current environment of health transformation, effective collaboration with partnering organizations can help MCH leaders streamline services to address systemic challenges for MCH populations. Assessing the effects of the Center’s workforce development training describes the use of collaborative leadership practices by MCH leaders and highlights barriers t
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