Concepts of leadership pdf

The leader's values, personalities and methods for achieving goals can all impact the overall leadership within that group. Just like the unique characteristics of a group leader can determine the outcome of team leadership, so can the qualities of each individual team member. Not only do individual followers factor into team leadership, but the way they interact with one another can also affect what kinds of leadership techniques and concepts work best.

Each person may respond to different leadership techniques, so it's important for the leader and the followers to get to know one another to determine the best course of action for strong leadership. The environment, timeline and goals associated with a team also impact leadership. Trying to show leadership in a highly urgent situation is different than showing leadership in a relaxed environment with plenty of room for correcting mistakes.

Here are some of the situational factors that can influence leadership:. The way a leader communicates with the followers and the way the followers communicate with one another is another important part of leadership. Each team has its own conventions for communication, including non-verbal cues, one-on-one check-ins and group meetings. Communication involves modeling successful behavior, rewarding excellence, tracking progress and encouraging inter-team collaboration.

Several principles of successful leadership apply regardless of the different factors at play. Leadership principles are basic behaviors that people in a leadership role should follow to get the most out of their team. These best practices are an important part of establishing a successful relationship between leaders and followers, allowing the leader to develop their environment:. Self-reflect to understand your own strengths that you can bring to a project. Seek out opportunities for personal and professional growth to model ambition for your team.

Understand the technical aspects of your team's work to provide subject matter expertise. Accept accountability for both your actions and the outcomes of your team.

Carefully consider all possible outcomes before making a decision and follow through with your choices. Model ideal behavior to lead your team by example and uphold high standards of success. Spend time getting to know your team so you can understand the function of each role and how to motivate each individual. Advocate for the needs of your team members to make sure they have the necessary resources to thrive. Establish clear channels of communication and regularly check in with your group.

Invest in your team's development and empower them to grow their responsibilities and take control of their work. When giving instruction, use checks for understanding to make sure your team knows what they need to do.

Monitor the quality of your team's output and provide closer supervision for challenging tasks. Read more: 11 Effective Leadership Principles. Many leadership models theorize about the best way to lead others. Each leadership model has its own ideas about what makes a leader most effective in various situations. Leadership models can be specific to a particular type of workplace, industry or team goal. Here are some of the most common categories of leadership models that people use to guide their leadership decisions:.

The authoritarian leadership model involves the leader having absolute control and power over their team. Authoritarian or autocratic leaders use direct instruction and constant supervision to help their team accomplish goals.

Authoritarian leadership is based on the idea that one qualified person can delegate specific tasks to accomplish a goal in a completely consistent way. Most groups with authoritarian leaders have limited opportunities for feedback from followers. Organizations and teams that use the authoritarian leadership model often need to have specific, meticulous outcomes.

Having a single person who makes all judgments theoretically allows for perfect consistency, a clear chain of command and the ability to quickly and effectively implement changes. Authoritarian leadership has its drawbacks because of its one-sided nature. It can be challenging to support team morale when the followers do not have an opportunity to contribute their own ideas, and leaders may miss out on insight from the people doing each individual job.

The laissez-faire leadership model is based on the idea that delegating tasks to individuals and allowing them to use their own methods is the best way to accomplish goals. Laissez-faire leadership is on the opposite end of the spectrum from authoritative leadership.

Laissez-faire leaders are hands-off and mostly work to confirm the quality of individual parts, then turn them into a cohesive project. Laissez-faire leaders are accountable for the actions of each team member without being directly involved in their work.

Laissez-faire leadership is ideal in situations where employees are highly skilled, motivated and dedicated to their work. Each follower has their own autonomy in the workplace and uses their experience to make the best decisions for their tasks.

Many leaders use the laissez-faire style for teams with well-defined roles and limited interaction between each team member. If the individual employees aren't internally motivated or lack the skills to do their job on their own, laissez-faire leadership can lead to serious oversights or mistakes. Some groups become disjointed and uncoordinated under the laissez-faire style due to the lack of group interaction and support from management. Democratic leadership, also known as "participative leadership," occurs when the leader seeks out input from their team when determining workflows and making decisions.

One of the key traits of the democratic leadership model is a completely open line of communication where followers feel comfortable speaking up about their experience and sharing ideas about how to best accomplish their work. Democratic leadership involves honest discussion and equal contributions from everyone.

The leader of the group still has the final authority and can give feedback and guidance to help individual followers excel. They then will hone their actions and words to suit the situation. Charismatic leaders use a wide range of methods to manage their image and, if they are not naturally charismatic, may practice assiduously at developing their skills.

They may engender trust through visible self-sacrifice and taking personal risks in the name of their beliefs. They will show great confidence in their followers. They are persuasive and make very effective use of body language as well as verbal language. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals.

The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. In this style of leadership the leader supplies complete concern for his followers or workers.

In return he receives the complete trust and loyalty of his people. Workers under this style of leader are expected to become totally committed to what the leader believes and will not strive off and work indepedently. The relationship between these co-workers and leader are extremely solid.

The workers are expected to stay with a company for a longer period of time because of the loyalty and trust. Not only do they treat each other like family inside the work force, but outside too.

These workers are able to go to each other with any problems they have regarding something because they believe in what they say is going to truly help them. One of the downsides to a paternalistic leader is that the leader could start to play favorites in decisions. This leader would include the workers to follow and start to exclude the ones who were less loyal. This leader is an instrument employees use to reach the goal rather than a commanding voice that moves to change.

This leadership style, in a manner similar to democratic leadership, tends to achieve the results in a slower timeframe than other styles, although employee engagement is higher.

Visionary leadership is said to have positive effects on follower outcomes, resulting in high trust in the leader, high commitment to the leader, high levels of performance among followers, and high overall organizational performance. Leaders need a vision, but great leadership turns that vision into reality.

In leadership, the needs of authority, feeling sensitive to the led, and intellectual is necessary. As the chief decision makers and the people in charge of providing general guidelines for implementation of the strategies, top executives influence their organization in a variety of ways : 1.

The vision and mission affect the culture of an organization by determining the basic assumption, what is important, what needs to be attended to first, and what is considered less valuable.

Similarly, the choice of strategy a considered to be the almost-exlusive domain of top management Gupta, In addition to the vision, mission, culture, and strategy, the decision to adopt a new structure, adjust an existing one, or make any changes in the formal interrelationship among employees of an organization rest primarily with top management Miller and Droge, ; Nahavandi, ; Yasai-Ardekani,, Mickey Drexler of the Gap and J.

Crew does not e-mail and does not write memos. He likes to use a public addres system to communicate face to face. His employees learned to check their voice mail on a regular basis and be ready for his questions at any time Munk, A leader who consistntly communicates only through formal reporting channels sets up a different structure than one who crosses hierarchical lines and encourages other to do so, as well. Allocation of resources and control over the reward system In addition to direct decisions, one of the most powerful effects of top managers on their organization is through the allocation of resources and the control they have over the reward system Kerr and Slocum, ; Schein, A top executive is the final decision maker on allocation of resources to departements or individuals.

If leaders want to encourage continued innovation and creativity. Such allocations reinforce certain goals and actions, support a particular organizational culture and strategy, and create structures that facilitate desired outcomes and discourage undesirable ones Kets de Vries and Miller, ; Miller, For example, top managers can shape the culture of their organization by rewarding conformity to unique norms and standards of behavior at the expense of diversity of behaviors and opinions Nahavandi and Malekzadeh, A comparable process is likely to take place on an individual employee level.

Employees whose actions fit the vision, mission, and culture of the organization are more likely to be rewarded. These processes create domino effects that further lead an organization to reflect the style and preferences of its leader. Here we shall attempt a normative definition and explain how its many components help us grasp a complex subject. Effective leaders carry the dreams of others to the finish line. Effective leaders have shaped nations, corporations, education systems, and the lives of millions of people.

From ancient times to the present, observers remain perplexed about the actual essence of effective leadership and how to teach it. While researchers report multiple studies about leadership effectiveness, they find that myth and historical accounts of historical figures influence the definitions and characteristics of effective leaders.

Warren Bennis and Burt Nanus found definitions of leadership in the literature, and others challenge the lingering belief that personal physical, gender, and personality traits determine successful leadership.

Physical size is a factor in athletics and other endeavors that require strength and agility, but weight, height, race, gender, and personality traits are not dominant factors in determining effective leadership.

Indeed, Stogdill , Bass , and Bass and Stogdill catalogued and interpreted almost five thousand studies of the concept and found great variance in its definition. People seem to accept a default position that leadership is simply what leaders do and that leaders are simply people in positions of power over others. An alternative to this position will be offered later. James MacGregor Burns calls these changes toward more human organizations transformational leadership that helps employees find fulfillment in the workplace.

Leadership studies have been divided into five themes: 1 leadership as personal quality: a remnant of the great man theories of the s, when personality traits and other human capabilities that gave individuals advantage over others dominated the literature on leadership.

Since situations are fluid, leadership strategies must be adaptive to successfully complete a team project on time and with high quality 4 leadership as relational: stresses that leadership and followership are inextricably linked. A growing area of inquiry on social justice as a moral quality focuses on supporting the theories of leadership that will guide leaders to shape schools and communities toward greater equity and justice through educational programs.

John Hoyle recently added a sixth theme 6 leadership as a force of love and spirituality: goes a step beyond moral quality and servant leadership. John Hoyle and Michael Fullan suggest that school administrators apply love as the key to high performance and problem solutions. The concept of spiritual leadership in educational administration is new.

Effective leaders have a sense of spiritual awareness beyond mere religious doctrine to help gain a sense of profound connection to human issues and problems beyond themselves. Spiritual leaders sense a power greater than mere human knowledge and experience. Although this definition most comfortably applies to the interpersonal, small-group, and network levels found within typical work environments, in almost all political arenas and in some huge organizations, leadership effectiveness will be defined differently.

Stakeholders are people who have an interest in an outcome. In large organizations, the various objectives being served reflect the importance of serving diverse stakeholders. What appears obvious at first - that the objective of business is to increase the bottom line, or that the objective of a political party is to elect candidates - becomes rather complex and muddled when seen in the midst of either surviving in the marketplace or campaigning for office.

In the case of political parties, we can readily understand the various constituencies and interests that must be convinced. Leadership effectiveness at the top of an organization is no longer seen as simply increasing the bottom line or satisfying any one priority because there are equally important, if competing, interests to be served.

Similarly, at other levels in the organization, leadership effectiveness is subject to a diversity of objectives. Work flow and interdepartmental decision making processes, the pursuit of mutual efficiency targets and the development of external relationships with key stakeholders e. The distinction keeps our discussion focused when using these concepts. This mobilization may also involve some real managerial constraints.

For example, organizations must be not only effective in implementing their strategy, but also efficient. Leadership effectiveness is fundamentally the practice of the following principles: 1. Build a collective vision, mission, and set of values that help people focus on their contributions and bring out their best.

Establish a fearless communication environment that encourages accurate and honest feedback and self-disclosure. Make information readily available. Establish trust, respect, and peer-based behavior as the norm. Be inclusive and patient, show concern for each person.

Demonstrate resourcefulness and the willingness to learn. Create an environment that stimulates extraordinary performance. An example of leadership effectiveness using these principles was described by journalist Fara Warner in Fast Company magazine. Only ninety thousand cars were sold that year.

His action provided momentum for desired change in a consultative fashion involving all the dealers wanting to participate. How do we know we are effective leaders? We have many ways to ascertain performance. We cannot always easily know that our followers are satisfied and that objectives are being met.

Regular, observable feedback is more likely at the small-group level than at the institutional level. Where it is not observable, feedback from colleagues, subordinates followers , and other stakeholders can be obtained through degree feedback instruments.

The concept of degree feedback is to offer individuals the opportunity to solicit meaningful performance feedback from those whom they attempt to influence and those who are related to their achieving organizational goals at all levels. One of the ironies of determining leadership effectiveness in this way is that it points out one of the differences between organizationally based leadership and leadership achieved, say, through the political process in the case of public office or through direct competition for other official or informal positions of power.

The individual, until removed by superiors, retains his or her powers conferred by the organization. Rather, they are appointed by their superiors to lead their subordinates as followers. In the political world, after Election Day constituents - through correspondence, lobbyists, issue oriented campaigns, and the media - let public officials know where they stand.

Polls undertaken by an officeholder enable the officeholder to gather performance feedback similar to using degree instruments in the business world. For Fred Fiedler , a leading researcher in the field of leadership effectiveness, key goals are high employee satisfaction and low stress accompanied by high performance 4.

At the most basic level, a leader is someone who leads other. But what makes someone a leader? What is it about being a leader that some people understand and use to their advantage? What can you do to be a leader? They judge leaders by what they have. Leadership is not power and dominance. Glennbeck: A leader is someone who leads a group of people in an organization. The Leader's Vision A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved.

It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention and they attack it with a single-minded determinatio 2.

Lots of people see things that should be done, things that should be fixed, great step forward that could be taken. What makes leaders different is that they act. They take the steps to achieve their vision. Is it a passion for the idea, an inner sense of drive, or some sense of commitment? The true leader perseveres and moves forward 3. Some people are born with these characteristics.

Others develop them as they improve as leaders. These are not magic bullets. They are things you can do and be if you want to be a leader. Traits Of A Leader There are as many traits of a leader as there ae lists of what makes a leader.

Here are the fundamental traits of a leader from my perspective: 1 Has integrity. People have to believe that you are pursuing your dream because it's the right thing to do, not just because you are ego driven. Understands the differences that make people unique and is able to use those individual skills to achieve the goal. A leader encourages and rewards people and makes you want to do it and do it right.

A leader is not a negative person and doesn't waste time and effort tellng everyone what they're doing wrong. Leadership Skills Beyond the personal traits of a leader, there are specific skills someone must master if they want to be a leader. A leader's communication must move people to work toward the goal the leader has chosen. Each of us has different "buttons". A leader knows how to push the right buttons on everyone to make them really want to do their best to achieve the leader's goal.

Bottom Line Leaders dream dreams. They refuse to let anyone or anything get in the way of achieving those dreams. They are realistic, but unrelenting. They are polite, but insistent. The constantly and consistently drive forward toward their goal. A good leader must have more than skill to leading. Innovative and Confident Leaders must be able to do the job, but ability alone is not enough. True leadership requires a willingness to be bold, to consider unusual approaches to problems, to do more than just follow tried-and-true methods.

They are willing to stand up for their ideas and debate them with others. This kind of intellectual competition is characteristic of a good leader. Respectful of Others Maintaining the balance of competing with the respect it may be difficult for young employees who think the way forward is to outshine their colleagues.

But both workers and supervisors as leaders must respect each other. Ethical Ethics are a code of rules about how we act toward others. They deal with right and wrong. It is extremely important that you act ethically in all aspects of your life—at home, school, and at work. As a leader, you set the tone for your entire organization.

Your followers will constantly be observing your words and actions, so it is key that you act ethically in every instance. Other leaders in business and industry recommend the golden rule: Treat others as you would like to be treated. Many factors that made someone be a leader even a good leader. Leader inspires others with ability, but a good leader inspires them apart with the ability to also confidently motivate.

A community perspective requires a system thinking and complexity orientation. Community refers not only to the local community in which a person works but also to the larger global community that can affect the health of the public over time. Whatever helath crises occur in other parts of the world will have an effect on what will eventually affect the health of the public in our local communities. It also includes a commitment to social justice, but public health leaders must not let this commitment undermine their ability to pursue a well-designed public health agenda.

In addition, public health leader need to act within the governing paradigms of public health, but this does not mean they cannot alter the paradigms. Leaders propose new paradigms when old ones lose their effectiveness. The major governing paradigm today relates to the core functions and essential services of public health.

Following is a list of 16 such principles. The future of public health will be determined by the way in which core functions are carried out and essential services are provided. Public health leaders must evaluate the health status of the population, evaluate the capacity of the community to address its health priorities, and implement preventive measures to reduce the effect of or even avoid public health crises.

Leaders must not rely on the current assurance models service interventions but need to implement new assurance models built on integrated and collaborative system of service and program delivery. Leaders must also help to restructure the policies and law that govern health and public health.

Leaders must be policy makers who have a view of the future grounded in the realities of the present and built on the experiences of the past. Public health leaders believe deeply that health promotion and disease prevention are possible.

In fact, a focus on prevention is intrinsic to public health. In this regard, public health contrast with the medical care system, which places an emphasis on treatment and rehabilitation. Every citizen needs to learn about the benefits of public health and how quality of life can be greatly improved if certain rules are followed and if people take personal responsibility for their own health needs. Education will be the prevailing program model rather than medical care.

A visionary leader sees the total health system existing in the community and helps to ensure that the system is integrated and comprehensive, provides the services that are necessary, and does not contain duplicate services and programs, which are a waste of valuable resources. Public health is both a community responsibility and a population-based activity.

This means that the mission of public health is work with all groups in a community to improve the health of all members of the public.

Community needs to take responsibility for its future. It may be too dependent on those who work in human services. Public helath leaders can play a critical role in helping the community move from a value system based on dependency to one based on shared responsibility.

Public health leaders in the human services field are thus the true servant leaders. Public health leaders firmly believe in the principle that all people are created equal.

They also have a responsibility to develop health promotion programs for women as well as men. Cultural and ethnic groups often have difficulty in accessing health programs because of color, language, or socioeconomic status. Public health leaders have important taks to perform in protecting the rights of the unserved and underserved.

We live in culturally diverse society. Our diversity is a strength as well as a weakness. Public health leaders must deal with their personal prejudices each day and consciously move beyond them to create a public health system that respect the needs of every citizen. The relationship between the administrator of the local health department and the chair of the board of health needs to be a close one and based on a philosophy of equality and trust. The chair and the other members of the board of health do more than approve the health department budget and select the health administrator.

The board members are resident of the community. Shared leadership and a shared vision are critical here. The exchange of information is an important part of the relationship, because relevant information is essential for the making of good public health decisions. Mentoring is a critical part of leadersip. Mentoring is beneficial to leaders throughout their careers.

Furthermore, leaders who have been mentored have a responsibility to pass on the gift of learning they received. The most defensible position is that leaders are both born and made — that some people are natural leaders with the talents necessary for successful leadership but nonetheless need to develop their leadership abilities. In fact, public health leaders must continuously work to develop their leadership skills.

Leaders never stop learning. Tehey are like detectives who pick up clue after clue in order to find the solution to a mystery. Leaders seek solution to challenges, but the attainment of new knowledge is just as important for finding these types of solutions. Not only that, but each solution leads to new challenges and the need for additional learning. It is necessary to respect and trust your employees.

Responsibility and Resources. Encouraging creativity among employees and delegating responsibility for task are essential. Risk Taking. Only through risk taking can innovation occur. Rewards and Recognition. People need to be recognized for their accomplishments. The quality and quantity of personal relationship have an effect on self-esteem. The work practices of an organization should be consistent with its values.

It is critical to maintain a strong belief in lifelong learning. The assumption underlying this principle is that physical, psychological, emotional, economic, and social health are all elements of the health of a community. Although public health professionals practice their craft primarily at the community level, they should not ignore the rest of the world. Public health leaders need to be vigilant in looking for potential health problems.

Public health leader thus have several overlapping communities to which they owe allegiance, and they must understand how to coordinate their multiple allegiances. They must not only define a vision but sell the vision and inspire others to accept it and try to realize it.

In his book on visionary leadership, Nanus pointed out that there are four major types of leadership activity. First, a leader has to relate to the managers and other workers in the organization. The leader should be the guide to and motivator of action in the organization. Second, the leader has to relate to the environment or community outside the organization. Finally, the leader has to anticipate future events and move the organization forward in a manner that takes these events into account.

If it is clear that managed care organizations will provide medical care for all members of a community need to get the public health department out of the direct service business and into population-based health promotion and disesase prevention.

Up to the present, they have mostly tended to respond to public health crises as they occurred rather than focus on preventing crises.

A reactive stance will probably always be aprt of the strategy aof any state or local health department. Public health agencies and professionals need to develop action plans to address the health needs of the citizens in their service area. Assessment activities will help to evaluate the health status of the community and give guidance for action. Action planning is more than planning for a crisis, which is an anticipatory activity that assumes a problem is on the horizon.

Action planning is essentially preventive. Its goal is to create programs to prevents the occurrence of problems rather than create programs to deal with problems after they occur.

In fact, a leader does not need to have an official position to be a leader, and nonpositional power is likely to become more and more important. However, a defined leadership position does not hurt. Public health leaders have traditionally had a strong belief in community. Their focus, after all, is on improving the health of the communities they live and work in.

Public health leaders also believe they can strengthen their communities by working with community leaders to bring about change. If they are to be effective in bringing about change, they need to study and learn how their communities functions. In particular, they need to know how to empower the members of their communities and get them to take their share of the responsibility for improving their own health.

If they are promoting family values, they must live lives that are consistent with these values. Leader often become prisoners of their official position and are unable to find a workable balance between their professional commitment and their private lives. Indeed, achieving a balance between work and home is becoming more difficult. Decisions regarding the balance between work and home must be built into the culture of the places where we are employed.

So the balance is making the right choice. They also see it in terms of a leadership paradigm and a management paradigm. Sometimes leaders will substantially revise a paradigm or replace it with another. This is called a paradigm shift. A paradigm shift, which usually takes a long time to be completed, creates a new set of rules, procedures, and perspectives. The functions of assessment, policy development, and assurance are tied to the phases of public health practice.

Assessment involves the identification of health problems, policy development involves the identification of possible solutions, and assurance involves the implementation of the supposed solutions usually in the form of programs and servives. Public health leaders have major responsibilities associated with each core function. Leaders then decide on the best strategies for improving health and engage in action planning, which is oriented toward developing tacticts for meeting the responsibilities of public health through the practice of the public health core functions.

Public health leaders also need to monitor public health activities to ensure they are effective. The first, which concerns the health need of community, involves establishing a systematic needs assessment process that is coordinated by the local health department and its leadership team and directed toward gathering data on the health status and health needs of the community.

The second practice involves the investigation of health hazards in the community, especially timely epidemiological research to identify the magnitude of the health problems, their duration and location, health trends, and populations at risk. The third practice is the analysis of identified etiologic and contributing factors that place certain segments of the population at risk for adverse health outcomes. Public health leaders need to understand how to analyzed data and how to use dat for decision making.

The first the fourth practice of ten organizational practices involves the following activities : acting as an advocate for public health, building community constituencies, and identifying resources in community. These activity are important because they help generate supportive and collaborative relationships with public and private agencies as well as with potential community partners and thereby create organizational mechanisms for the effective planning, implementation, and management of public health programs and services.

These activities are also essential for developing action plans in cooperation with community partners. The fifth practice is the setting of priorities. Criteria used in ranking health problems include the size and seriousness of the problems, the acceptability of the problems, the economic feasibility of solving them, and the effectiveness of the interventions developed to address them. Priority setting is not a completely objective process. Public health leaders, in determining health priorities for the community, use value clarification skills, visioning skills, and partnership skills.

The sixth practice is the development of plans and policies to address the prioritized health needs of the community.

This practice requires the participation of the community stakeholders and representatives from other related agencies. Public health leaders will guide the development of goals and objectives and help translate them into action steps.

The seventh involves managing resources and developing an organizational infrastructure to carry out the public health agenda. Critical leadership and management skills are necessary for the acquisition, allocation, and control of human, physical, cultural, and fiscal resources. Managing resources also encompasses maximizing the operational functioning of the local health system through the coordination of community agencies efforts and the avoidance of the duplication of services.

Public health leaders will search for new resources and alter their organizations to better reflect changing health priorities in the community. The eighth organizational practice involves action plan implementation, which often involves the creation of services and programs. Plan implementation demans creativity and sound leadership, because legislative mandates must be interpreted and statutory responsibilitie must be translated into program.

Public health leaders stress innovation in program development, delegate programmatic responsibility to other, and take an oversight role in monitoring program performance. The ninth practice involves the evaluation of program activities. Second, there is the issue of effectiveness.

Third, there is the question of revision. Leaders will need to support program evaluation, evaluate the data collected, and support performance monitoring.

The last assurance practice involves the provision of public health information to the community. Public health agencies have a responsibility to educate the resindents of the community on ways to improve personal.

They need to develop health education initiatives in order to increase health knowledge, change attitudes about unhealthy behaviors, and foster healthy habits. To meet their educational responsibility, public health leaders need to learn health communication skills, translate research intervention results into practice, and create linkages to academic institutions in order to develop health education strategies.

They also need to use social marketing and health communication strategies to reach community residents and to use mentoring and training to educate the public health workforce. The goal is to get the entire public to view public health issues a important. People must be made to realize that public health hazards put everyone at risk, not just the poor. Asses the health needs of the community. Lead the community assessment prosess. Investigate the occurrence of health effects and health Collect and utilize information to enhance the investigation.

Integrate data with decision making. Analyze the determinants of identified health needs. Advocate for public health, build constituencies, and Build coalitions, empower others, engage in public health Policy development identify resources in the community.

Set priorities among health needs. Clarify values, create a vision, tie visions to mission, use partners to set priorities.

Develop plans and policies to address priority health Organize goals and objectives, translate goals into action. Manage resources and develop organizational structure. Implement programs. Stress innovation, delegate programmatic responsibility to Assurance others, oversee programs.

Support program evaluation, evaluate data collected, monitor 9. Evaluate program and provide quality assurance. Inform and educate the public. Use mentoring and training to educate workforce, use social marketing and health communication to educate public. Source: Adapted from W. Emerging infectious diseases 2. Injury and violence 3. Environmental Health 4. Infant mortality 5. Population growth 6. Antibiotic resistance 7. Immune suppression 8. Chronic disease and aging 9.

Behavioral health Diabetes Cardiovascular Disorders Emerging threats Deterioration of communities Genetics testing Tobacco Of health issues in the future is not surprising increased attention to changes in the concept of public health, however there are always changes and always been a fact of life. To set the changes of health care and public health professionals should be involved in the development level and politics. For it is necessary to develop a vision for public health.