Leadership for systems change: Researcher practices for enhancing research impact in the prevention of chronic disease

Melanie Pescud; Lucie Rychetnik; Steven Allender; Michelle J. Irving; Eloise Howse; Harry Rutter; Ray Ison; Therese Riley; Sharon Friel; Diane T. Finegood

doi:10.3389/fpubh.2022.1045001

Leadership for systems change: Researcher practices for enhancing research impact in the prevention of chronic disease

Melanie Pescud, Lucie Rychetnik, Steven Allender, Michelle J. Irving, Eloise Howse, Harry Rutter, Ray Ison, Therese Riley, Sharon Friel, Diane T. Finegood

Research output: Contribution to journal › Article › peer-review

2 Citations (SciVal)

Abstract

IntroductionStrengthening systems for chronic disease prevention is essential. Leadership for systems change is an important key to strengthening systems. Leadership in prevention research for supporting systems change remains a relatively abstract concept and there is limited empirical information about the leadership practices of prevention research teams when viewed through a complexity lens. In this paper we examine and describe some systems leadership practices for creating change through prevention research, as identified in a series of six case studies.MethodsA qualitative approach incorporating semi-structured interviews, participant observation, and document review was used to facilitate an in-depth investigation of the research topic.ResultsSeveral researcher practices for enhancing research impact in the prevention of chronic disease were distilled from the data pertaining to how they sought to create change. These included persuasive communication, compassion and deep listening, reflective practice, and embedding themselves within the systems they sought to change.DiscussionThe findings provide insights that may assist prevention researchers and other practitioners dedicated to creating change in chronic disease prevention.

Original language	English
Article number	1045001
Journal	Frontiers in Public Health
Volume	10
DOIs	https://doi.org/10.3389/fpubh.2022.1045001
Publication status	Published - 6 Dec 2022

Bibliographical note

Funding Information:
This study received funding from The Australian Prevention Partnership Center which was supported through the NHMRC partnership center grant scheme (Grant ID: GNT9100003) with the Australian Government Department of Health, ACT Health, Cancer Council Australia, NSW Ministry of Health, Wellbeing SA, Tasmanian Department of Health, and VicHealth. It is administered by the Sax Institute. The funder was not involved in the study design, collection, analysis, interpretation of data, the writing of this article, and the decision to submit it for publication.

Keywords

change
chronic disease
leadership
prevention research
research impact
system

ASJC Scopus subject areas

Public Health, Environmental and Occupational Health

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.3389/fpubh.2022.1045001Licence: CC BY

https://www.frontiersin.org/articles/10.3389/fpubh.2022.1045001Licence: CC BY

Cite this

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title = "Leadership for systems change: Researcher practices for enhancing research impact in the prevention of chronic disease",

abstract = "IntroductionStrengthening systems for chronic disease prevention is essential. Leadership for systems change is an important key to strengthening systems. Leadership in prevention research for supporting systems change remains a relatively abstract concept and there is limited empirical information about the leadership practices of prevention research teams when viewed through a complexity lens. In this paper we examine and describe some systems leadership practices for creating change through prevention research, as identified in a series of six case studies.MethodsA qualitative approach incorporating semi-structured interviews, participant observation, and document review was used to facilitate an in-depth investigation of the research topic.ResultsSeveral researcher practices for enhancing research impact in the prevention of chronic disease were distilled from the data pertaining to how they sought to create change. These included persuasive communication, compassion and deep listening, reflective practice, and embedding themselves within the systems they sought to change.DiscussionThe findings provide insights that may assist prevention researchers and other practitioners dedicated to creating change in chronic disease prevention.",

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note = "Funding Information: This study received funding from The Australian Prevention Partnership Center which was supported through the NHMRC partnership center grant scheme (Grant ID: GNT9100003) with the Australian Government Department of Health, ACT Health, Cancer Council Australia, NSW Ministry of Health, Wellbeing SA, Tasmanian Department of Health, and VicHealth. It is administered by the Sax Institute. The funder was not involved in the study design, collection, analysis, interpretation of data, the writing of this article, and the decision to submit it for publication. ",

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AU - Howse, Eloise

AU - Rutter, Harry

AU - Ison, Ray

AU - Riley, Therese

AU - Friel, Sharon

AU - Finegood, Diane T.

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PY - 2022/12/6

Y1 - 2022/12/6

N2 - IntroductionStrengthening systems for chronic disease prevention is essential. Leadership for systems change is an important key to strengthening systems. Leadership in prevention research for supporting systems change remains a relatively abstract concept and there is limited empirical information about the leadership practices of prevention research teams when viewed through a complexity lens. In this paper we examine and describe some systems leadership practices for creating change through prevention research, as identified in a series of six case studies.MethodsA qualitative approach incorporating semi-structured interviews, participant observation, and document review was used to facilitate an in-depth investigation of the research topic.ResultsSeveral researcher practices for enhancing research impact in the prevention of chronic disease were distilled from the data pertaining to how they sought to create change. These included persuasive communication, compassion and deep listening, reflective practice, and embedding themselves within the systems they sought to change.DiscussionThe findings provide insights that may assist prevention researchers and other practitioners dedicated to creating change in chronic disease prevention.

AB - IntroductionStrengthening systems for chronic disease prevention is essential. Leadership for systems change is an important key to strengthening systems. Leadership in prevention research for supporting systems change remains a relatively abstract concept and there is limited empirical information about the leadership practices of prevention research teams when viewed through a complexity lens. In this paper we examine and describe some systems leadership practices for creating change through prevention research, as identified in a series of six case studies.MethodsA qualitative approach incorporating semi-structured interviews, participant observation, and document review was used to facilitate an in-depth investigation of the research topic.ResultsSeveral researcher practices for enhancing research impact in the prevention of chronic disease were distilled from the data pertaining to how they sought to create change. These included persuasive communication, compassion and deep listening, reflective practice, and embedding themselves within the systems they sought to change.DiscussionThe findings provide insights that may assist prevention researchers and other practitioners dedicated to creating change in chronic disease prevention.

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Leadership for systems change: Researcher practices for enhancing research impact in the prevention of chronic disease

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

UN SDGs

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