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Leading and Managing Critical Competencies for Health System Strengthening
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People-centered health systems cannot be strengthened without good management and leadership. This publication shows how you, as a manager of a health program or health services, can apply proven practices for managing and leading to address the challenges you face. Leadership and management skills are needed at all levels of the health system. This chapter throws light on the topic by focusing on behaviors that managers and providers can use in any setting, whether in a community health post or the national Ministry of Health.


Health Systems in Action: An eHandbook for Leaders and Managers

The eHandbook emphasizes the central, critical element of every health system: people. It shows how to build leadership and management skills for yourself and your organization. It also covers management of the specific systems essential to an overall health system – governance, human resources, finances, supply chain management, health information and association monitoring and evaluation, and health service delivery. This tool can also be accessed as individual topical chapters.


Exercising Leadership to Make Decentralization Work (The Manager)
Exercising Leadership Make Decentralization Work Image

This issue of The Manager shows how health managers, though faced with multiple challenges of decentralization, can redefine their roles and responsibilities to better support both the people they serve and the staff at management levels closest to the population. It shows how health managers can adopt leadership practices to carry out their new roles and ultimately make decentralization work.


Developing Managers Who Lead (The Manager)
Developing Managers Who Lead Image

This issue of The Manager shows how managing and leading can be practiced at the same time by managers at all levels. It discusses effective leadership values and practices that exist around the world. It explains how managers can, individually and together, undertake leadership development to become the kind of leaders who “when their work is done…people…all say: ‘We have done it ourselves.’ ” (Lao Tsu 1997, verse 17)


Creating a Work Climate That Motivates Staff and Improves Performance (The Manager)
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This issue of The Manager outlines the connections between work climate, employee motivation, and performance. It describes how managers can assess the climate in their work group and shows how they can use the results to make changes in leadership and management practices that will motivate their group to do the best work possible and improve results.


Achieving Results by Strengthening Health Systems
Achieving Results Strengthening Health Systems Image

This publication makes the case for putting people at the center of health systems strengthening. When you examine the management systems that make up the overall health system—leadership and governance, human resources, financial management, health information, supply management, and health service delivery—you will see that none of them can operate without skilled and motivated people.