Evidence map›Paper›PMID 33203397›Full record

ArticleBMC public health2020

Systems leadership in practice: thematic insights from three public health case studies.

Charlotte Bigland, David Evans, Richard Bolden, Maggie Rae

Abstract read
In one paragraph

Article in BMC public health, 2020. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 16 papers, 1 of them a synthesis that pooled it.

0numbers the graph read from it
0cells of the map it votes in
16citing papers in PubMed, 1 pooled it
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

16 citing papers in PubMed, 1 synthesis or guideline pooled it.

  1. Pooled it
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  4. 'It's about collaboration': a whole-systems approach to understanding and promoting movement in Suffolk.The international journal of behavioral nutrition and physical activity · 2025
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4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

4 authors.

Charlotte BiglandPublic Health England South West, 3rd Floor, 2 Rivergate, Bristol, BS1 6EH, UK. charlotte.bigland@phe.gov.uk.ORCID http://orcid.org/0000-0002-8260-2667
David EvansCentre for Public Health and Wellbeing, University of the West of England, Bristol, BS16 1QY, UK.
Richard BoldenBristol Leadership and Change Centre, Bristol Business School, University of the West of England, Bristol, BS16 1QY, UK.
Maggie RaeVisiting Professor Public Health Centre for Public Health and Wellbeing, University of the West of England, Bristol, BS16 1QY, UK.

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

background'Systems leadership' has emerged as a key concept in global public health alongside such related concepts as 'systems thinking' and 'whole systems approaches.' It is an approach that is well suited to issues that require collective action, where no single organisation can control the outcomes. While there is a growing literature on the theory of systems leadership in a number of fields, there remains a lack of published empirical studies of public health systems leadership for professionals to learn from. The aim of the current project was to conduct cases studies in UK public health to provide empirical evidence on the nature of effective systems leadership practice.

methodsThree system leadership case studies were identified in the key domains of public health: health protection, healthcare public health and health improvement. A total of 27 semi-structured interviews were conducted. Data were thematically analysed to identify the components of effective systems leadership in each case and its impact.

resultsThe thematic analysis identified themes around 'getting started,' 'maintaining momentum' and 'indicators of success' in systems leadership. In terms of getting started, the analysis showed that both a compelling 'call to action' and assembling an effective 'coalition of the willing' are important. To maintain momentum, the analysis identified themes relating to system structure, culture and the people involved. Regarding culture, the main themes that emerged were the importance of nurturing strong relationships, curiosity and a desire to understand the system, and promoting resilience. The analysis identified three components that could be used as indicators of success; these were a sense of enjoyment from the work, resource gains to the system and shifts in data indicators at the population level.

conclusionsThis study has provided insight into the nature of systems leadership in public health settings in the UK. It has identified factors that contribute to effective public health systems leadership and offers a thematic model in terms of establishing a systems leadership approach, maintaining momentum and identifying key success indicators.

Indexed as

LeadershipPublic HealthDelivery of Health CareGlobal HealthHumansHealthcare public healthHealth improvementHealth protectionLeadershipPublic healthSystems leadership

Identifiers

PMID33203397
PMCPMC7673088

What OpenQuestion holds

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LicenceCC BY
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Registered trials

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Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.