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Visionary Leadership in Health

Delivering Superior Value

Jay Satia

Anant Kumar

Moi Lee Liow

This book presents a visionary leadership framework and its application toward delivering superior

value in health. It provides a road map on how to create shared vision, assess vision–reality gap,

identify paths to pursue, inspire, and empower stakeholders, and utilize results-based management

to deliver superior value.

By linking leadership and management in health rather than juxtaposing them, the book argues that the task of every

health professional requires a mix of leadership and management, although their relative emphasis may vary as per the

context and content of the health program. The book will equip health professionals to not only improve personal

performance but also enhance the value that their health programs will generate for their beneficiaries.

Part I Leadership: Delivering Superior Results in Health

1. Strengthened Leadership and Political Will for Better Healt

2. Leadership and Management: What Leaders Need to Do
3. Creating Shared Vision: Key to Leadership 
4. Analyzing Vision–Reality Gap 
5. Finding the Path and Formulating Strategies 
6. Inspiring and Empowering Stakeholders 
7. Doing it Right: Results-Based Management 
8. Delivering Superior Results: Applying the Visionary Leadership Framework 


Part II Leadership Competencies

9. Your Personal Leadership Journey: Focus on Self 
10. Public Health Leadership Attributes 
11. Team Building, Negotiation, Communication, and Conflict Management Skills for Leaders 
12. Collaboration and Partnership 


Annexure 1: Major Strands of Thoughts on Leadership 



Crisis Leadership: Selected References


The literature on crisis leadership has grown considerably due to the need for leadership response to the COVID pandemic. Here we present a bibliography of selected publications.


Key messages

  • A crisis presents many problems that need to be solved but it also presents several opportunities  which can be taken advantage of.

  • In the crisis, it is important for the leaders to have support from a team with multiple expertise and perspectives.

  • Leaders need to communicate with transparency and honesty while giving a message of hope.

  • Organizations or societies which have high degree of trust in their leaders and among their members are more likely to survive the crisis with minimal damage. Therefore, building/enhancing such trust is a continuing leadership task.




  1. Martin Reeves (2020). Broadening your perspective on crisis leadership. In Coronavirus: Leadership and Recovery: The Insights you need from Harvard Business Review. HBR Press.

  2. Chris Nichols, Shoma Chatterjee Hayden and Chris Trendler (2020). Four behaviors that help leader manage a crisis. Accessed on June 10 2022.

  3. Gian piero Petriglieri (2020). The psychology behind effective crisis leadership. Harvard Business Review April 22, 2020

  4. Klann Gene (2003). How to lead through crisis. Center for Creative Leadership.

  5. Crisis leadership and 6 essential components, accessed at November 15 2021

  6. Gemma D’Auria, Aaron De Smet. (2020). Leadership in a crisis: Responding to the corona virous outbreak and future challenges. Accessed on June 10 2022


On Youtube:

  1. Amy C. Edmondson. How to lead in crisis The way we work. A TED series October 26 2020.

  2. Leading through crisis: A virtual leadership summit with John C. Maxwell Day 1,2,3,4. March 22-26 2020.

  3. Craig Groeschell: Leading through crisis. Leadership podcast March 27 2020.

EY GDS Avtar study on women leadership

Prof. Jay Satia

Women and men are linked in a different way. Nevertheless, because the majority of senior managers are males, the eye on the management fashions adopted has been largely male-focused.


Now, in a first-of-its-kind research to grasp which management mannequin girls observe, ‘transformational management’, which incorporates behavioral traits reminiscent of agility and curiosity, has emerged because the dominant chief. The research, performed by EY World Supply Providers (GDS) and Avtar, was performed on feminine leaders of EY GDS in numerous geographies (India, Argentina, Poland, China, Philippines and the UK) to grasp the important thing influencers in management fashions. Of the 1,245 feminine leaders surveyed, 79% are from India.

The analysis goals to establish sustainable profession fashions for feminine professionals that can be utilized to pursue their management aspirations. The work brings a brand new perspective and steadiness to the qualities related to leaders. She says feminine leaders usually show increased ranges of strategic considering, empathy, influencing, agility, and team-building potential in comparison with different competencies.

Jaya Virwani, who heads the workplace for range and inclusion and ethics at EY GDS, mentioned there’s restricted analysis on girls in management, notably from an rising markets perspective. “The tone has modified as a result of extra girls are coming into the workforce. They affect coverage choices to draw extra girls to a balanced workforce. We have enabled profitable careers at EY GDS, serving to our girls thrive and succeed. However there’s additionally quite a bit these girls have finished to get there. “We needed to look at their journey and the practices which have helped them turn out to be position fashions for different girls to emulate,” Virwani mentioned.

“We aren’t saying {that a} explicit management mannequin will get you to some extent of success. Girls will nonetheless be capable of meet their profession aspirations in the event that they apply or exhibit the habits of any of those fashions that work for them. It’s clear from the research that the upper the management intent, the sooner you’ll attain the highest,” mentioned Virwani. EY GDS-Avtar’s ‘Girls’s management fashions’ analysis identifies 5 alternative ways girls current their management types (see graphic). These are 1) Warrior – versatile management mannequin, 2) Bootloader – clever management mannequin, 3) Powerhouse – transformational management mannequin, 4) Savant – purposeful management mannequin, and 5) Matriarch – empathetic management mannequin.

Saundarya Rajesh, founder and CEO of Avtar Group, mentioned, “Probably the most important level to notice right here will not be that these completely different management paths or practices exist, however that every one girls who show management (which might be any of the above or perhaps a mixture) do that merely in a typical means. They accomplish that as a result of they’ve self-awareness, inclusiveness, and management intentions. Whereas self-awareness is a results of a person’s personal emotional intelligence journey, inclusion is a results of what they expertise within the office via position fashions. The management orientation we imagine is most necessary is the results of each their upbringing as youngsters and their work at work. emerges from the results they take up.”

Rajesh mentioned feminine management appears to have a gender impression. “The socialization of ladies (predominantly as caregivers, builders of households and communities, and truthful distributors of sources) typically leads them to make use of these elements in management fashions,” Rajesh mentioned.
The research reveals how a larger focus is positioned on mid-career team-building abilities and mature-stage problem-solving abilities, together with different high management competencies which are constant all through profession levels. Apparently, girls who took a profession break—250 of these surveyed—confirmed extra management intent, maybe fueled by an urge to show themselves.
This research didn’t embrace males and subsequently there is no such thing as a comparable comparability. However Rajesh mentioned from the in depth literature evaluate undertaken, there are some pre-existing patterns with which the research in contrast its findings. “It must also be famous that there’s a basic distinction within the every day habits and expectations of women and men within the office that seeps into completely different facets of the office, together with management model. For instance, girls could also be extra more likely to have interaction in a relational strategy to work in comparison with males (Matthew, Buontempo, & Block, 2013),” Rajesh mentioned, referring to secondary analysis findings.

An typically ignored side of ladies’s management is that packages and insurance policies about girls can mirror the group’s tradition. “The provision and use of profession suppliers performs an important position in rising management fashions. And the effectiveness of profession suppliers is decided by organizational tradition. Whereas present analysis reveals the transformative management mannequin as essentially the most dominant mannequin amongst feminine leaders, we must always not overlook that no management mannequin (utilized in a analysis context) is extra necessary than one other. Most of the time, girls leaders exhibit a mixture of management competencies and in consequence leads to a convergence of management fashions whose internet result’s their management intent,” mentioned Rajesh.

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