Development of a Strategic Leadership Model of the District Health Board in Saraburi Province
Keywords:
development model, strategic leadership, district health boardAbstract
The aim of this mixed-method research was to development of a strategic leadership model of the district health boards in Saraburi Province. The research was divided into three phases during June – September 2020. The samples consisted of the district health boards in Saraburi Province and the experts selected by purposive sampling technique. Questionnaires for semi-structured interview and focus group discussion was constructed and used as tools for data collection; and the data were analyzed by using descriptive statistics inferential statistics and content analysis. It was found that the development of a strategic leadership model of the District Health Boards in Saraburi Province consisted of 5 components; (1) Concepts: leaders could reflect on the achievement of goals and effective communication; (2) Principles: it included development of strategic skills, enhancing communication skills, and promote participation; (3) Goals: leaders had managerial strategic skills, with network participation, and gained satisfaction from the people; (4) Process: performed systematic analysis, development planning, strategic leadership skills development, monitoring and control of strategic plan, lesson reflection, and evaluation, and (5) Evaluation: promoted leader’s strategic skills, network participation, and the satisfaction of the people with the community development plan. The model was considered highly appropriate in promoting the district health boards in Saraburi Province to be strategic leaders (Mean=3.94, SD=0.81) and the model could be applied to the context of the society in the community in Saraburi Province (Mean=3.47, SD=0.85). Here are 3 factors that could positively and negatively affect the strategic leadership model, which include (1) the positive relationships among network organizations in the community, (2) linking information of sub-working groups at the district level, and (3) communication system to supporting command and reporting.
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