LEADERSHIP FOR

PUBLIC HEALTH
 Tim pengajar
 Sukri Palutturi, SKM, M.Kes., MSc.PH
(Penanggung jawab)
 Prof. Dr. Amran Razak, SE, M.Sc.
 Prof. Dr. Indar, SH, MPH
 Drs. M. Alwy Arifin, M.Kes.
 Metode perkuliahan
 Ceramah
 Diskusi
 Penugasan
 Individu
 Kelompok

 Menyelenggarakan seminar
 Penilaian
 Kehadiran : 10%
 Tugas : 20%
 Individu
 Kelompok

 Mid test : 30%

 Final test : 30%
 Lain-lain : 10%
Sub Pokok Bahasan
 Pengertian leadership
 Prinsip-prinsip kepemimpinan
kesehatan masyarakat
 Model konsep kepemimpinan
kesehatan masyarakat
 Pertanyaan-pertanyaan diskusi
 LEADERSHIP
 Creativity in action
 Ability to see the present in terms of the
future while maintaining respect for the
past.
 Ability to work with others and to follow
when someone else is the better leader

Rowitz (2006), Public health leadership

 LEADERSHIP (MILLER, 1996)
 L = Listening (mendengarkan)
 E = Empowering viewpoint (memberdayakan)
 A = Ambition (ambisi)
 D = Desire (hasrat)
 E = Example (contoh)
 R = Respect (menghormati)
 S = Self-esteem (percaya diri)
 H = Heart (hati)
 I = Initiative (inisiatif)
 P = Patience (kesabaran)
LEADERSHIP (James A.F. Stonner & Henry Mintzberg)
 Penggerakan pelaksanaan (actuating)
 Pengarahan (directing)
 Memerintah (command)
 Kemampuan koordinasi (coordinating)
 Pengawasan dan pengendalian (controlling)
 Berkomunikasi (communicating)
 Menuntun, membimbing (leading)
 Pengambilan keputusan (decision making)
 Narasumber (resourcing).
LEADERSHIP-George R. Terry
 Pemimpin efektif: bermotivasi tinggi & menetapkan
standar2 prestasi tinggi.
 Ingin mengetahui banyak hal, bersifat energik dan
merasa ditantang o/ problem yang sulit dipecahkan
 Kegiatan mempengaruhi orang lain untuk bekerja
keras dengan penuh kemampuan-tujuan kelompok
 Hubungan dimana 1 orang yakin pemimpin
mempengaruhi pihak lain untuk bekerja sama
secara sukarela dalam mengerjakan tugas-tugas
 Kepemimpinan adalah hubungan yang tercipta
dari adanya pengaruh yang dimiliki oleh
seseorang terhadap orang lain sehingga orang
lain tersebut secara sukarela mau dan bersedia
bekerjasma untuk mencapai tujuan yang
diinginkan.(Terry, 1993)
 Kepemimpinan adalah kemampuan seseorang
mempengaruhi prilaku orang lain untuk berpikir
dan berprilaku dalam rangka perumusan dan
pencapaian tujuan organisasi didalam situasi
tertentu.
 LEADERSHIP (Dubin)

Kepemimpinan adalah aktivitas para pemegang

kekuasaan dan membuat keputusan
LEADERSHIP (Ralp M. Stogdill)

Kepemimpinan adalah proses

mempengaruhi kegiatan kelompok orang
yang terorganisir dalam suatu usaha
mereka menetapkan tujuan dan mencapai
tujuan.
LEADERSHIP (Harold Koontz & Cyril O’Donnell)
 Kepemimpinan adalah mempengaruhi
orang lain agar ikut serta dalam
mencapai tujuan umum.

 Kepemimpinan adalah seni membujuk

bawahan untuk menyelesaikan pekerjaan
mereka dengan semangat keyakinan.
LEADERSHIP (R.D. Agarwala)

 Kepemimpinan adalah seni mempengaruhi

orang lain untuk mengarahkan ke mana
mereka, kemampuan dan usaha untuk
mencapai tujuan pimpinan.
LEADERSHIP (Ordway Tead)

 Kepemimpinan adalah aktivitas

mempengaruhi orang-orang agar mau
bekerjasama untuk mencapai beberapa
tujuan yang mereka inginkan.
LEADERSHIP (Franklin G. Moore)

 Kepemimpinan adalah kemampuan membuat

orang-orang bertindak sesuai dengan
keinginan pemimpin.
 PH LEADERSHIP PRINCIPLES

Principle 1:
 the public health infrastructure must be
strengthened by utilizing the core functions
of public health and its essential services
as a guide to the changes that should
occur.
 Public health infrastructure1
Competencies for PH workers
Training in essential PH services
Continuing education and training
Use of Standard Occupational
Classification System
Onsite access to data
Access to PH information and
surveillance data
 Public health infrastructure2
Tracking healthy people 2010 objectives
for select population
Data collection for healthy people 2010
objectives
Use of decoding in health data system
Performance standards for essential PH
services
Health improvement plans
Access to laboratory services
 Public health infrastructure3
Access to comprehensive epidemiology services
Model status related to essential PH services
Data on PH expenditures
Collaboration and cooperation in prevention
research efforts
Summary measures of population health and the
PH infrastructure

Source: Reprinted from Healthy People 2010 Objectives, Draft for Public
Comment, Public Health Infrastructure 14-1, 1998, US Department of
Health and Human Services, Office of PH and Science in Novick (2008).
Public Health Administration.
Core Public Health Functions

Data collection, epidemiology

and research

Policy, health planning

Inspection, licensing, health

education, environment,
personal health and resources
development
PH LEADERSHIP PRINCIPLES

Principle 2:
 The goal of public health is to improve the
health of each person in the community
PH LEADERSHIP PRINCIPLES

Principle 3:
 Community coalitions
need to be built to
address the community’s
public health needs. The
mission of public health is
to work with all groups in
a community to improve
the health of all members
of public.
COALITION PRINCIPLES
 Need leaders to guide the
process

 Require trust among their

members

 Must be positions of power

in a coalition

 Have credibility (both inside

and outside the community).
PH LEADERSHIP PRINCIPLES

Principle 4:
 Local and state public
health leaders must
work together to protect
the health of all citizens
regardless of gender,
race, ethnicity, or
socioeconomic status.
PH LEADERSHIP PRINCIPLES

Principle 5:
 Rational health
planning requires
collaboration between
public health agency
leaders, the local board
of health and other local
and county boards.
PH LEADERSHIP PRINCIPLES

Principle 6:
 Novice public health leaders must learn
leadership techniques and practices from
experienced public health leaders.
PH LEADERSHIP PRINCIPLES

Principle 7:
 One issue of import is whether leaders are
born or made
PH LEADERSHIP PRINCIPLES

Principle 8:
 Leaders must be committed not only to lifelong
learning but their own personal growth.
 Research on children has shown that children
with high-self esteem are more willing to take
risks and to assume leadership roles than
children with low self-esteem
 Seven R’s of self-esteem
 Respect
 Responsibility and resources
 Risk taking
 Rewards and recognition
 Relationships
 Role-modeling (consistent with values)
 Renewal
PH LEADERSHIP PRINCIPLES

Principle 10
 Public health
leaders should
think globally but
act locally.
PH LEADERSHIP PRINCIPLES

Principle 11:
 Public health leaders need to be good
managers
 PH LEADERSHIP PRINCIPLES

Principle 12:
 Public health leaders need to walk and
walk
 Sell the vision and inspire others to accept
it and try to realize it.
Major types of leadership activities
 A leader has to relate to the managers and
other workers in the organizations
 The leader has to relate to the
environment or community outside the
organization
 The leader has to influence all phases of
the operation of the organization
 The leader has to anticipate future events.
 A comparison of the characteristics and
responsibilities of practitioners, managers & leaders
Practitioners Managers Leaders
Implements Administers Innovates
Follows A copy An original
Synthesizes Maintains Develops
Focuses on Focuses on Focuses on
programs and systems & people
services structures Inspires trust
Relies on Relies on control
compliance and
behavior change
 A comparison of the characteristics and
responsibilities of practitioners, managers & leaders
Practitioners Managers Leaders
Has a narrow view Has a short-range Has a long-range
Asks who and view view
where Asks how and Asks what and
Their eye is on the when why
client and the Their eye is Their eye is on the
community always on the horizon
Separates bottom line Originates
programs from Imitates Challenges the
services Accepts the status status quo
Protects the status quo
quo
 A comparison of the characteristics and
responsibilities of practitioners, managers & leaders
Practitioners Managers Leaders
Is in the infantry Is the classic good Is his or her own
Is a conflicted soldier person
pessimist Is a pessimist Is an optimist
Is a reflective Is a linear thinker Is a systems
thinker Does things right thinker
Follows the Does the right
agency agenda things
PH LEADERSHIP PRINCIPLES

Principle 13:
 Public health leaders need to be proactive
and not reactive
 PH LEADERSHIP PRINCIPLES

Principle 14:
 Each level of the public health system has
a need for leaders
 A leader does not need to have an official
position to be a leader, and non positional
power is likely to become more and more
important.
 PH LEADERSHIP PRINCIPLES

Principle 15:
 Public health leaders practice must
understand what a community is
 What is the community?
 It is more than place
 It consists of people living together who
participate in common practices.
 Depend upon each other
 Make decision together
 Identify themselves as part of something larger
than the sum of their individual relationships
 Commit themselves for the long term to their
own, one another’s and the group’s well-being
PH LEADERSHIP PRINCIPLES

Principle 16:
 Public health leaders must practice what
they preach.
 Conceptual model of public health leadership
Leadership
principles

Leadership Leadership Public health Core Leadership

style practices system function tools

Personal Team Agency Community Professional

 TUGAS MINGGUAN
Apa definisi kepemimpinan menurut ANDA
Apa perbedaan antara business leaders
and public health leaders?
Bagaimana kolaborasi berhubungan
dengan leadership?
Apa tujuan utama dari public health?
Apa arti dari public health leaders should
think globally act locally?
Apa leadership berbeda dengan
manajemen?