In this week’s article by Osterholm, the author presents a possibility of another pandemic. Using this Learning Resource as well as 2–4 additional resources you may find from the Walden Library, current events, etc., consider your leadership perspective during a pandemic influenza outbreak in the United States.
As you collaborate with your group, individually, select one of the following leadership roles that would respond during this outbreak:
- Director, FEMA
- Director, CDC
- Governor of an afflicted state
Based on the leadership role you selected for the assignment, include the following:
- A summary of the leadership challenges this leader would face in assuring the system changes necessary to be prepared for the next pandemic
- An explanation of how your leadership challenges as this leader relate to challenges of the other leaders listed above
- Incident Response Commander
- Response Leader, American Red Cross (or other non-governmental organization)
I chose the role of Response Leader, American Red Cross
Support your Case Study with specific references to all resources and current literature used in its preparation. You are to provide a reference list for all resources, including those in the Learning Resources for this course.
Then, using your leadership assignment for the case study, collaborate with your colleagues to create a Group Case Study Analysis that includes:
- An explanation of how the challenges identified in the individual case analyses collectively affect crisis response by the system and the individuals within it
- An explanation of how transformational and transactional leaders might influence outcomes within this case
- A summary of how poor leadership might affect the outcome of the case
References
Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.
Chapter 6, “Current Era in Leadership”
Danforth, E. J., Doying, A., Merceron, G., & Kennedy, L. (2010). Applying social science and public health methods to community-based pandemic planning. Journal of Business Continuity & Emergency Planning, 4(4), 375–390.
Note: You will access this article from the Walden Library databases.
Lindebaum, D., & Cartwright, S. (2010). A critical examination of the relationship between emotional intelligence and transformational leadership. Journal of Management Studies, 47(7), 1317–1342.
Note: You will access this article from the Walden Library databases.
Melvyn, R. W., Hamstra, N. W., Yperen, V., Wisse, B., & Sassenberg K. (2011). Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182–186.
Note: You will access this article from the Walden Library databases.
Osterholm, M.T. (2005). Preparing for the next pandemic. The New England Journal of Medicine, 352(18), 1839–1842.
Note: You will access this article from the Walden Library databases.
Silvia, C., & McGuire, M. (2010). Leading public sector networks: An empirical examination of integrative leadership behaviors. The Leadership Quarterly, 21(2), 264–277.
Note: You will access this article from the Walden Library databases.
Weberg, D. (2010). Transformational leadership and staff retention: An evidence review with implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246–258.
Note: You will access this article from the Walden Library databases.
References and in-text citation
