The role of leadership in HRH development in challenging public health settings

doi:10.1186/1478-4491-6-23

Human Resources for Health

Volume 6

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Kiarie WN

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This article is part of a series on Leadership and management in public health, edited by Dr Manuel M. Dayrit, Director of the Department of Human Resources for Health, WHO.

Commentary

The role of leadership in HRH development in challenging public health settings

Judith Schiffbauer¹^* , Julie Barrett O'Brien¹^* , Barbara K Timmons¹^* and William N Kiarie²^*

¹Management Sciences for Health, Cambridge, MA, USA

²Crystal Hill Consulting, Nairobi, Kenya

author email corresponding author email* Contributed equally

Human Resources for Health 2008, 6:23doi:10.1186/1478-4491-6-23


Published:	4 November 2008

Abstract

As part of the special feature on leadership and human resources (HR), Management Sciences for Health profiles three leaders who have made a significance difference in the HR situation in their countries. By taking a comprehensive approach and working in partnership with stakeholders, these leaders demonstrate that strengthening health workforce planning, management, and training can have a positive effect on the performance of the health sector.

Three profiles are presented, from Afghanistan, South Africa, and Southern Sudan, revealing common approaches and leadership traits while demonstrating the specificity of local contexts.