AIM Leadership Development Conference
Course 1: Overview of Leadership
Sheraton New Orleans Hotel
April 23-24, 2015
This event was made possible through a Merck educational grant and with support from our partners at South Central Public Health Partnership and the Louisiana Public Health Institute. Thank YOU!
National Vision for Immunization Program Management Leaders (Presentation) (Learning Modules)
Speaker: Melinda Wharton, MD, MPH, Director, CDC/NCIRD Immunization Services Division
Content: The national leadership picture of how state, urban and territorial program managers’ roles can best reflect the goals and expectations of the Immunization Services Division.
Objective: Program managers will learn the national perspective of immunization program leadership.
Part I: Overview of Leadership – What Effective Leaders Do: Setting Direction and Creating Culture (Presentation) (Learning Modules)
Speaker: Peter Ginter, MBA, PhD, University of Alabama at Birmingham
Content: Participants will be introduced to leadership theories and leadership behaviors (task and roles) and provided with a practical framework for thinking about and improving leadership skills. The session will focus on the key elements of what effective leaders do – set direction and create culture and will provide insights, tools, and principles for these leadership activities.
Objectives: Participants will understand the nature, tasks, and roles of leadership and appreciate the differences between leadership and management and how they work together. Participants will be provided with building blocks for the development of a personal leadership philosophy that will be further developed and refined in Part II.
Part II: Overview of Leadership – Shaping Leadership Behaviors: Moving Toward a Personal Leadership Philosophy (Presentation)
Speaker: Andrew C. Rucks, MBA, PhD, School of Public Health, University of Alabama at Birmingham
Content: Participants will break into small groups to assess personal values that might be most effective in guiding leadership behaviors (the tasks and roles presented in Part I) in their environment. The results of the small group discussion will result in a value-based model to serve as a basis for developing a personal leadership philosophy. Finally, participants will understand the importance of and how to move from the value-based model to expressing and adopting their personal leadership philosophy.
Objective: Participants will be able to identify key elements of their individual leadership style and have a basis for developing his/her personal philosophy of leadership.
Leading a Multi-Generational Workforce (Presentation) (Handout) (Learning Modules)
Speaker: Diane Thielfoldt, The Learning Café
Content: This session is highly interactive and includes skill building and productivity. It is a results-oriented session designed to help managers get in the game and be productive. Participants will have opportunities for small and large group interaction, independent reflection and application to work.
Objectives: Participants will 1) understand the forces that shape generational preferences, attitudes and behaviors at work and 2) be able to identify the key motivators for each generation and learn to improve communication skills critical to bridging the generation gap.
Effective Leadership for Community Health Equity (Presentation) (Handout) (Learning Modules)
Speaker: Eric T. Baumgartner, MD, MPH, Director, Policy and Program Development Louisiana Public Health Institute
Content: This session is comprised of instructive presentation, facilitated audience participation and small group exercises. Small group exercises will address personal leadership reflection and journaling, creating the environment for building shared aspirational goals among persons, organizations and sectors. The session also includes methods to provide feedback that builds trust and engagement. The exercise focuses on discerning transactual vs adaptive leadership opportunities/challenges.
Objectives: The participant will have a better understanding of 1) the distinction between "management” and "leadership” as a foundation for further leadership development; 2) the importance of naming and planning for the underlying forces that create events, organizational performance and community-level trends, i.e., transactional vs. adaptive leadership; 3) insight into and a frame of competencies around personal, organizational and leadership.