Public Health Nutrition: 12(8), 1029 doi:10.
1017/S1368980009990395
Editorial
Time for leadership development interventions in the public
health nutrition workforce
Much has been written about the importance of leader- Leadership development required
ship in driving change, achieving organisational objec-
tives and facilitating appropriate responses to public At a professional level there is a need for strategic
health or other challenges. We regularly hear commen- development initiatives that build leadership within the
tators and politicians argue that strong leadership is public health nutrition workforce. Leadership is not an
needed, particularly in tough times such as during con- innate characteristic, but a complex suite of competencies,
flicts, economic meltdowns or flu pandemics. What lea- personal attributes and vision that requires development
dership actually means, what competencies are required via education, exposure to work and issues, role modelling
to be a leader and what role the application of leader- and mentoring with existing leaders. The need for work-
ship plays in successfully responding to challenges, are force leadership development as a strategic intervention is
however unclear in this dialogue. These questions are accentuated when there is an under-developed workforce
relevant to the development of public health nutrition as infrastructure characterised by a limited number of mentors
a discipline and as a profession. and workforce disorganisation. This describes the public
health nutrition workforce in most parts of the world. The
What is leadership? importance of leadership development as a workforce
development intervention has been recognised by the
Leadership has a range of definitions, but at its simplest it food industry in Europe in the form of the European
is concerned with the ability to influence others to Nutrition Leadership Programme since the mid-1990s,
achieve goals. The process and attributes required to and has been replicated in various forms in other parts of
effectively influence others are central to an under- the world since then.
standing of leadership and its currency in the context of
developing public health nutrition as a discipline and its Time for strategic action
place in our daily practice. There is an established lit-
erature that describes the personal attributes of leaders(1), Spontaneous leadership development within the work-
including having a big picture vision that is effectively force is a slow and unresponsive process that necessitates
shared and decision making that is clear and decisive strategic intervention. It is time that the public health
based on assessment of available information. Leaders nutrition community mobilised to develop the next gen-
have a commitment to capacity building and empowering eration of leaders in our students and early career col-
others, are respectful and consultative but willing to make leagues, so that they can more effectively take on current
tough decisions when required. At the core of leadership and future public health nutrition challenges than we
is the attribute of credibility, usually earned by demon- have. The biggest test of our existing leadership (read
strated ethical and transparent approaches to practice. you and me) is how effectively we do this. This journal
Leaders take calculated risks when required, speak out welcomes debate about how this can be achieved; so
against the status quo and step forward to take respon- please, show some leadership, express an opinion via our
sibility and show initiative when needed. This type of letters section or submit a commentary, and have some
behaviour in practice requires good strategic thinking, influence.
interpersonal communication skills and emotional intel-
ligence. In reality we all show and need leadership skills Roger Hughes
to be effective in our daily practice, whether that be in Deputy Editor
academia, communities or organisations. We all work to
influence others to achieve our objectives, irrespective of
Reference
the level at which we operate in society. Leadership is not
confined to the top of the decision-making tree, but
1. Edmonstone J & Western J (2002) Leadership development
instead is often required at lower-down levels to ‘shake in health care: what do we know? J Manag Med 16,
the branches’. 34–47.
r The Author 2009
