Leading Organizational Change: Improved Leadership Behaviors Among Public Health Leaders After Receiving Multirater Feedback and Coaching.

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  • Additional Information
    • Source:
      Publisher: Sage Country of Publication: United States NLM ID: 101575677 Publication Model: Print-Electronic Cited Medium: Internet ISSN: 2165-0969 (Electronic) Linking ISSN: 21650799 NLM ISO Abbreviation: Workplace Health Saf
    • Publication Information:
      Publication: Jan. 2015- : Thousand Oaks, CA : Sage
      Original Publication: Thorofare, NJ : Slack, Inc.
    • Subject Terms:
      Feedback* ; Leadership* ; Organizational Innovation*; Public Health Administration/*standards; Humans ; Mentoring/methods ; Mentoring/standards ; Mentoring/statistics & numerical data ; Public Health Administration/methods ; Public Health Administration/statistics & numerical data
    • Abstract:
      Background: Leading Change is one of five Executive Core Qualifications (ECQs) used in developing leaders in the federal government. Leadership development programs that incorporate multirater feedback and executive coaching are valuable in developing competencies to lead change.
      Methods: We examined the extent by which coaching influenced Leading Change competencies and identified effective tools and resources used to enhance the leadership capacity of first- and midlevel leaders at Centers for Disease Control and Prevention's National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Diseases, and Tuberculosis Prevention. Data included qualitative data collected via semi-structured interviews that focused on leadership changes made by leaders in the Coaching and Leadership Initiative (CaLI), a leadership development program for Team Leads and Branch Chiefs.
      Findings: Ninety-six participants completed leadership coaching; 94 (98%) of whom completed one or more interviews. Of those 94 respondents, 74 (79%) reported improvements in their ability to lead change in 3 of 4 leading change competencies: creativity and innovation, flexibility, and resilience. All respondents indicated tools and resources that were effective in leading change: 49 (52%) participated in instructor-led activities during their CaLI experience; 33 (35%) experiential activities; 94 (100%) developmental relationships, assessment, and feedback; and 25 (27%) self-development.
      Conclusions/application to Practice: First- and midlevel leaders in a public health agency benefitted from using leadership coaching in developing competencies to lead organizational change. Leadership development programs might benefit from examining Leading Change competencies and including instructor-led and experiential activities as an additional component of a comprehensive leadership development program.
    • References:
      PLoS One. 2016 Jul 14;11(7):e0159137. (PMID: 27416061)
      J Public Health Manag Pract. 2021 Jan/Feb;27(1):46-54. (PMID: 31688734)
    • Grant Information:
      CC999999 United States ImCDC Intramural CDC HHS
    • Contributed Indexing:
      Keywords: coaching; evaluation; leadership development; leading change; training
    • Publication Date:
      Date Created: 20210422 Date Completed: 20211006 Latest Revision: 20220902
    • Publication Date:
      20231215
    • Accession Number:
      PMC8506892
    • Accession Number:
      10.1177/21650799211001728
    • Accession Number:
      33882733