Presence of Leadership and Management in Global Health Programs: Compendium of Case Studies


Leadership and management are at the core of achieving global health results. Particularly in the current climate of stagnating funding, it is increasingly critical that global health programs become efficient, effective, adaptable, and sustainable.  Global health is now a global priority. The past decade has seen unprecedented growth in resources for various disease-based initiatives (such as the United States President’s Emergency plan for AIDS Relief, or The Global Fund to Fight AIDS, Tuberculosis and Malaria). Resource commitments to improve the world’s health have more than quadrupled over the past twenty years(Ravishankar, et al., 2009). Despite more resources, it has been difficult for many organizations to scale-up and achieve their desired health impacts. A key limitation along the path towards universal attainment of the Millennium Development Goals and other global targets is not just resource availability but also a growing need to strengthen other determinants of global health programming success (Filerman, 2003) (Friedman, Katz, Williams, Chee, & Lion, 2010) (Egger, Travis, Dovlo, & Hawken, 2005). While there is a strong assertion that good leadership and management are important determinants of program success, the evidence base for this principle is sparse. The purpose of this project is to review the current evidence of the impact of good leadership and management on improving health, and to contribute to the evidence base through a case study series.  The overall goal is to identify best practices in global health leadership and management that can increase the efficiency and impact of ongoing global health programming. If leadership and management make the difference suggested by this case series, then additional investments in building such capacity could reap great improvements in global health outcomes.

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