Leadership and Strategy

Leadership and Strategy Question 1 Response

In devising a leadership strategy to lead the initiative for combating

HIV/AIDS, the most critical leadership attributes are credibility,

communication and organization. Credibility must be present in any

initiative as far-reaching as an HIV/AIDS initiative, which literally

impacts every demographic segment of a nation, from both a preventative

educational and treatment perspective. Credibility is also essential for

the re-aligning of blood transfusion and the management of a nations' blood

supply. These two areas of focus, the processes by which blood

transfusions are managed and the management of a nations' blood supply

require a leader highly skilled in medical technologies, with high levels

of credibility in these fields if an entire nation is to be protected from

this epidemic. Second, communication is critical, because the leader of a

national HIV/AIDS campaign must stress both the urgency of preventative

educational and treatment measures, getting equal levels of funding and

intensity of focus from other governmental agencies. This aspect of

communication is what can transform a mediocre but effective leader into a

global evangelist against HIV/AIDS, attracting more global resources to

their specific nations' problems than has ever been possible before.

Communication and the ability to seek to first understand and then be

understood, in short the ability to create empathy, is absolutely essential

for a leader of a national effort to stop the spread of and hopefully

eradicate HIV/AIDS from a nation. The communication skills of this person

must be at the level of someone so passionate about the stopping the spread

of this disease and treating patients in their nation already infected that

they can quickly gain the cooperation of other departments, ministries and

nations by their ability to impart the urgency of stopping this epidemic

from a universal perspective. The third skill of organization, along with

credibility and communication, is absolutely essential in a leader taking

on an initiative to stop the spread of HIV/AIDS in their nation. The

organization of their department, division or ministry must be such that it

puts only two or three strategic objectives at the forefront of all

efforts. Yet the organization cannot be so rigid as not to be able to

respond to the needs of those it serves. Organizational expertise is also

critical for a leader of this initiative so they can accurately gauge the

level of resources needed for accomplishing one strategic objective

relative to another. Finally, organizational skills are what make the

combination of communication and credibility capable of delivering on their

promises.

In terms of the three leadership strategies, these need to be first, the

principle of personal vision, second the principle of interpersonal

leadership, and third, the principle of creative cooperation. Beginning

with the principle of personal vision, the best leaders are the most

passionate people you will ever meet. Personal vision is critical for the

leader of this initiative to provide a strong sense of direction in the

efforts to stop and eradicate HIV/AIDS from their nation. Second, the

principle of interpersonal leadership is also critical, as this strategy

will make the passionate leaders' personal vision easily shared with and

believed in by others. Third, the principle of creative cooperation is

also essential, in that the leader must be able to bring together many

different, quite dissimilar teams to accomplish the strategic objectives of

stopping the spread of AIDS/HIV in their nation. Taken together, the

personal vision provides the passion and the two other strategies make it

possible to share the vision passionately with other key members of the

initiatives' team and network.

Question 2 Response

Exploring the differences and interrelationships between monitoring and

evaluation as surveillance strategies center first on a specific scope or

area of activity which could be example the processes physicians use in

treating emergency room visitors with cuts and bruises, broken bones or

victims of auto accidents. Monitoring as a strategy of surveillance in the

instance of an emergency room and the many incoming patient conditions it

treats would lead to a distribution of patient visits by type of injury,

what their treatment was, what their record of treatment in the emergency

room was, if they were a native of the country or a visitor from another

nation, and the extent of follow-on treatment programs. The use of

monitoring can be very effective surveillance strategy to ascertain if

their existing hospital facilities can treat the type of accidents and

conditions that incoming emergency rooms areā€¦