ArticleInternational journal of health policy and management2015
Balancing Management and Leadership in Complex Health Systems Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health".
Article in International journal of health policy and management, 2015. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 18 papers.
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Who cites it
18 citing papers in PubMed.
- Initiating systemic capacity development for leadership from the bottom-up: a realist evaluation of a leadership innovation in a South African health district.Health policy and planning · 2025Article
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- Hybrid Clinician-Managers: Exploration of opportunities and challenges in a hospital setting.Journal of the colleges of medicine of South Africa · 2025Article
- Health information management systems and practices in conflict-affected settings: the case of northwest Syria.Globalization and health · 2024Article
- Article
- Bottom-up innovation for health management capacity development: a qualitative case study in a South African health district.BMC public health · 2021Article
- The effect of leadership on public service motivation: a multiple embedded case study in Morocco.BMJ open · 2020Review
- Unravelling the role of leadership in motivation of health workers in a Moroccan public hospital: a realist evaluation.BMJ open · 2020Article
- How Does District Health Management Emerge Within a Complex Health System? Insights for Capacity Strengthening in Ghana.Frontiers in public health · 2020Article
- Leading from all levels: building supply chain leadership capacity in Equateur Province, Democratic Republic of Congo.BMJ global health · 2019Review
- Road map for leadership and management in public health: a case study on noncommunicable diseases program managers' training in Rwanda.International journal of health promotion and education · 2018Article
- Understanding key drivers of performance in the provision of maternal health services in eastern cape, South Africa: a systems analysis using group model building.BMC health services research · 2018Article
- Performance management in times of change: experiences of implementing a performance assessment system in a district in South Africa.International journal for equity in health · 2018Article
- Leadership and the functioning of maternal health services in two rural district hospitals in South Africa.Health policy and planning · 2018Article
- Accountability mechanisms and the value of relationships: experiences of front-line managers at subnational level in Kenya and South Africa.BMJ global health · 2018Article
- eLearning for health system leadership and management capacity building: a protocol for a systematic review.BMJ open · 2017Article
- A cascade model of mentorship for frontline health workers in rural health facilities in Eastern Uganda: processes, achievements and lessons.Global health action · 2017Article
- Analysing a Chinese Regional Integrated Healthcare Organisation Reform Failure using a Complex Adaptive System Approach.International journal of integrated care · 2017Article
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Abstract
Health systems, particularly those in low- and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning.
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