Application

• Introduction
One of the most admired and successful initiatives in public health in recent decades was Turning
Point, a broadly based program whose mission was “to transform and strengthen the public health system
in the United States by making it more community-based and collaborative”
(http://www.turningpointprogram.org/Pages/about.html). Through its network of public health partners
across the country, Turning Point sought to increase the public health system’s capacity and, to that
end, focused largely on enhancing the abilities of public health professionals to collaborate with
community and other partners.
This week you will focus on the ways in which leaders create and set the tone for collaboration and
partnerships. You will learn about various kinds of partnerships, about collaborative methods to
achieve community health goals, and about how leadership styles influence the type of partnerships you
form.
Objectives
Students will:
• Critique strategies for collaboration and partnership to achieve public health goals
• Apply strategies for motivating others for collaborative problem-solving and decision making
• Assess their own skills at collaborative leadership

Leadership Models Book List
The books in this list include some of the most influential models of leadership in recent years.
You will read and evaluate the book you selected. See
Burns, J., & MacGregor, J. (2004). Transforming leadership: A new pursuit of happiness. New York: Grove
Press.
Chrislip D. D., & Larson, C. E. (1994). Collaborative leadership: How citizens and civic leaders can
make a difference (1st ed.). San Francisco: Jossey-Bass Inc.
Collins, J. (2005). Good to great and the social sectors: A monograph to accompany good to great (1st
ed.). New York: Harper Collins. (Note: If you select this monograph, which is only 42 pages, you must
also read the author’s earlier book, which describes many of the principles referred to in the
monograph: Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t (1st
ed.). New York: Harper Collins.)
Cross, R. (2004). The hidden power of social networks: Understanding how work really gets done in
organizations. Boston: Harvard Business School Publishing Corporation.
Gardner, J. W. (1993). On leadership. New York: The Free Press.
Goldsmith, S., & Eggers, W. (2004). Governing by network: The new shape of the public sector.
Washington, DC: The Brookings Institution.
Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership: Learning to lead with emotional
intelligence. Boston: Harvard Business School Publishing.
Greenleaf, R. (2002). Servant leadership: A journey into the nature of legitimate power and greatness
(25th anniversary ed.). Mahwah, NJ: Paulist Press.
Gunderson, G. (2004). Boundary leaders: Leadership skills for people of faith. Minneapolis, MN:
Augsburg Fortress.
Heifetz, R. (1998). Leadership without easy answers (1st ed.). Boston: Harvard University Press.
Kouzes, J., & Posner, B. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass.
Linsky, M., & Heifetz, R. A. (2002). Leadership on the line: Staying alive through the dangers of
leading (1st ed.). Boston: Harvard Business School.
Rowitz, L. (2008). Public health leadership: Putting principles into practice (2nd ed.). Mississanga,
Ontario, Canada: Jones & Bartlett.