ArticleHuman resources for health2022
Relevant HRH leadership during public health emergencies.
Article in Human resources for health, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 10 papers, 1 of them a synthesis that pooled it.
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Who cites it
10 citing papers in PubMed, 1 synthesis or guideline pooled it, 15 citations in OpenAlex.
- A management perspective on resilience in healthcare: a framework and avenues for future research.BMC health services research · 2023Pooled it
- Global, regional, and national impact of epidemic disasters on health workforce equality between 1990 and 2019: An ecological and modeling study.PLoS medicine · 2026Article
- Defining Competencies for Policymaking in Public Health: A Scoping Review on the State-of- The-Art.Public health reviews · 2026Review
- Exploring the influencing factors affecting the operational effectiveness of public health emergency response mechanism: a DEMATEL-ISM-MICMAC mixed methods study.BMC public health · 2025Article
- The invisible frontline: experiences of public health workers during the COVID-19 pandemic and health emergencies in Colombia.Frontiers in public health · 2025Article
- Implementation of the global laboratory leadership programme in Burkina Faso: lessons learned and processes toward sustainability.Frontiers in public health · 2025Article
- Comparison of medical students' considerations in choosing a specialty: 2020 vs. 2009/10.Human resources for health · 2024Article
- Human resource management (HRM) strategies of medical staff during the COVID-19 pandemic.Heliyon · 2023Review
- The roles and involvement of global health partners in the health workforce: an exploratory analysis.Human resources for health · 2023Review
- Leadership in HRH: remembering the future?Human resources for health · 2022Article
Corrections and comments
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Authors and funding
4 authors at 4 institutions in 5 countries.
Funding
No grant is acknowledged in the PubMed record.
Abstract
backgroundInadequate leadership capacity compounds the world's workforce lack of preparedness for outbreaks of all sizes, as illustrated by the COVID-19 pandemic. Traditional human resources for health (HRH) leadership has focused on determining the health workforce requirements, often failing to fully consider the unpredictability associated with issues such as public health emergencies (PHE). MAIN ARGUMENTS: The current COVID-19 pandemic demonstrates that policy-making and relevant leadership have to be effective under conditions of ethical uncertainty and with inconclusive evidence. The forces at work in health labor markets (HLM) entail leadership that bridges across sectors and all levels of the health systems. Developing and applying leadership competencies must then be understood from a systemic as well as an individual perspective. To address the challenges described and to achieve universal health coverage (UHC) by 2030, countries need to develop effective HRH leaderships relevant to the complexity of HLM in the most diverse contexts, including acute surge events during PHE. In complex and rapidly changing contexts, such as PHE, leadership needs to be attentive, nimble, adaptive, action oriented, transformative, accountable and provided throughout the system, i.e., authentic, distributed and participatory. This type of leadership is particularly important, as it can contribute to complex organizational changes as required in surge events associated with PHE, even in in the absence of formal management plans, roles, and structures. To deal with the uncertainty it needs agile tools that may allow prompt human resources impact assessments.
conclusionsThe complexity of PHE requires transformative, authentic, distributed and participatory leadership of HRH. The unpredictable aspects of the dynamics of the HLM during PHE require the need to rethink, adapt and operationalize appropriate tools, such as HRH impact assessment tools, to redirect workforce operations rapidly and with precision.
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