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Inclusive Leadership in Global Health (IHSM-EU-HEM-E3.4)

Department
  • Master's Program International Health & Social Management
Course unit code
  • IHSM-EU-HEM-E3.4
Level of course unit
  • Master
Year of study
  • Fall 2024
Semester when the course unit is delivered
  • 3
Number of ECTS credits allocated
  • 5.0
Name of lecturer(s)
  • Dr. Told Michaela
  • Wong An Qi Angela, BSc MA
Learning outcomes of the course unit
  • - Students understand the importance and the different dimensions of inclusive leadership and are able to critically reflect upon the leadership challenges in global health institutions.

    - Students are able to analyze global health institutions, identify leadership skills and competencies, and understand prerequisites for positive transformation in these institutions.

    - Students understand the importance of values, purpose, and culture, as well as gain awareness on some of the critical leadership challenges in global health institutions, including biases, vulnerabilities, perceptions and privileges.

    - Students are able to learn from global health leaders and critically reflect upon their leadership models.
Mode of delivery
  • -
Recommended optional program components
  • none
Course contents
  • This course focuses on inclusive leadership in global health institutions and is conceptualized along three axes that intersect: (1) input by the main lecturer and guest speakers, (2) group presentations by students, and (3) reflections in small groups and in plenary, as well as through the Sakai forum. Please note that this course will not address the inclusive leadership challenges in national health systems.
Recommended or required reading
  • (1) Korkmaz A.V., van Engen M.L., Knappert L., Schalk R. (2022) About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review. 100894. Online. https://bit.ly/3CM4V1K
    (2) Thompson H., Matkin G (2020) The evolution of inclusive leadership studies: a literature review. Journal of Leadership Education 19(3). https://www.researchgate.net/publication/346892806_The_Evolution_of_Inclusive_Leadership_Studies_A_literature_review
    (3) Kusurkar R.A. (2023) Inclusive Leadership in the health professions and health professions education. BMJ Leadership. 8:191 - 195.
    (4) Bourke, J. and Titus, A. (2020) The Key to Inclusive Leadership. Harvard Business Review. Online. https://hbr.org/2020/03/the-key-to-inclusive-leadership.
    (5) Paiuc, Dan (2021). Cultural intelligence as a core competence of inclusive leadership. Management dynamics in the knowledge economy. Online. http://zbw.eu/econis-archiv/bitstream/11159/6428/1/1775503542_0.pdf
    (6) Ackaradejruangsri P., Mumi A., Rattanapituk S., Pakhunwanich P. (2022) Exploring the Determinants of Young Inclusive Leadership in Thailand: Research Taxonomy and Theoretical Framework. Journal of the Knowledge Economy. Online. https://link.springer.com/content/pdf/10.1007/s13132-022-01017-7.pdf
    (7) Odugbose T, Oluwafadekemi A., Adeyemi C. (2024) Leadership in Global Health: Navigating Challenges and Opportunities for Impactful Outcomes in Africa and Sri Lanka. International Journal of Management & Entrepreneurship Research. 6(4): 1190-1199.
    (8) Fu, Q., Cherian, J., Ahmad, N., Scholz, M., Samad, S., Comite, U. (2022) An Inclusive Leadership Framework to Foster Employee Creativity in the Healthcare Sector: The Role of Psychological Safety and Polychronicity. Int. J. Environ. Res. Public Health. Online. https://bit.ly/3ebhMjF
    (9) Grailey K.E, Murray E., Reader T., Brett SJ (2021) The presence and potential impact of psychological safety in the health care settings: an evidence synthesis. BMC Health Services Research. 21:773. https://pmc.ncbi.nlm.nih.gov/articles/PMC8344175/#Sec24
    (10) Marcelin J,, Siraj DS, Victor R., Kotadia S., Maldonado Y.A. (2019) The Impact of Unconsciou Bias in Healthcare: How to Recognize and Mitigate It. Journal of Infectious Diseases. 220 (Supple 2). https://academic.oup.com/jid/article/220/Supplement_2/S62/5552356
    (11) Adamson M, Kelan E, Lewis P, Sliwa M, Rumens N (2021) Introduction: Critically interrogating inclusion in organisations. Organization. 28(2): 211-227. https://journals.sagepub.com/doi/epub/10.1177/1350508420973307
    (12) Javali G, Madhu BK (2024) Why Inclusive Leadership is Important in an Organisational setting? - A conceptual study. Online. https://d197for5662m48.cloudfront.net/documents/publicationstatus/197502/preprint_pdf/6938d9096ab3dc5fca6fa5b8706d06fe.pdf
    (13) Ashikali T., Groeneveld S., Kuipers, B. (2020) The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams. Review of Public Personnel Administration. 41(3). Online. https://journals.sagepub.com/doi/full/10.1177/0734371X19899722
    (14) Egitim S. (2022) Challenges in adapting to organizational culture: Internationalization through inclusive leadership and mutuality. Social Sciences and Humanities Open. Online. https://www.sciencedirect.com/science/article/pii/S2590291121001388
    (15) Arora S, Kaur Rao R. (2018) Integrating Leadership, Power, and Politics and its Impact on Organizations. IMPACT - International Journal of Research in Humanities, Arts and Literature. 6(4): 1 - 6. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3209788
    (16) Pai M (2020) Global Health Needs to be Global & Diverse. Forbes. Online. https://www.forbes.com/sites/madhukarpai/2020/03/08/global-health-needs-to-be-global--diverse/
    (17) Bradley EH. Diversity, Inclusive Leadership, and Health Outcomes. Int J Health Policy Manag. 2020 Jul 1;9(7):266-268. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7444435/pdf/ijhpm-9-266.pdf
    (18) Global Health 5050. Gaining Ground? 2024 Global Report. Online. https://globalhealth5050.org/2024-report/
    (19) Velasco M, Sansone C (2019). Resistance to Diversity and Inclusion Change Initiatives: Strategies for Transformational Leaders. Organization Development Journal. Online. https://beyondinclusiongroup.com/wp-content/uploads/2020/10/Resistance-in-Diversity-and-Inclusion-Change-Initiatives-OD-Journal.pdf
    (20) Chua A. (2024) 10 DEI Policies Your Organization Needs and How to Implement Them. Online. https://www.omnihr.co/blog/dei-policies
    (21) Ba M et al (2021) Diversity and solidarity in global health. The Lancet. 9: e391-392. https://www.thelancet.com/journals/langlo/article/PIIS2214-109X(21)00029-2/fulltext
    (22) Baker P, Leon N, Colvin CJ, Griffith DM (2023) Health policies must consider gender, including men. The Lancet. 11:e1847-1848. https://www.thelancet.com/action/showPdf?pii=S2214-109X%2823%2900428-X
    (23) Shawar YR, Shiffman J (2020) Political challenges to prioritizing gender in global health organisations. Journal of Global Health. 10(1). https://pmc.ncbi.nlm.nih.gov/articles/PMC7101082/pdf/jogh-10-010702.pdf An African Journal of Arts and Humanities, 3(7), 165-183. https://www.igwebuikeresearchinstitute.org/journal/3.7.10.pdf
    (24) Women in Global Health (2023) The State of Women and Leadership in Global Health. Online. https://womeningh.org/wp-content/uploads/2023/03/WGH-Policy-Report-2023-2-1.pdf
    (25) Sommerville C. (2022) Gendered Institutions. In. Morgan R et al (eds) Women and Global Health Leadership. Springer Nature: Switzerland.
Planned learning activities and teaching methods
  • The course comprises an interactive mix of lectures, discussions, role plays, individual and group work, and other participatory action methods.
Assessment methods and criteria
  • The assessment will be carried out through discussion forums along the course in Sakai's Forum. It is expected that students reflect upon the given literature through short essays/opinion pieces and respond to each other’s comments. More information is provided in the course book and a separate information sheet.
Language of instruction
  • English
Work placement(s)
  • none
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