A Multiple-Case Study Examining Public Health Leadership and Innovation to Address the COVID-19 Pandemic

Abstract

The COVID-19 pandemic was an unprecedented health crisis with a plethora of environmental, political, and societal events and issues that added to its complexity. Traditional emergency preparedness methods of addressing a crisis were insufficient, challenging public health leaders. Although there is substantial evidence of innovation as a response to crisis in the general leadership literature, there is limited research on the adoption of innovative practices by public health leaders and when there is a significant disruption to public health care systems. The purpose of this multiple-case study was to examine how public health leaders adopted innovation in response to a significant public health crisis. Specifically, this research focused on how public health leaders from state governments adopted innovation to address the COVID-19 pandemic. Additionally, this study explored the formal and informal networks that public health leaders facilitated for the generation and adoption of innovative solutions. Four theories provided the theoretical framework for this study: punctuated equilibrium, complexity leadership, innovation, and the socio-ecological model. Public health leaders from three state governments were interviewed and fifteen key stakeholders who worked with them to implement innovative solutions. Additionally, publicly available documents related to innovative initiatives led by these public health leaders were reviewed. Findings from this study suggest that public health leaders adapted to the disruption by staying focused on the mission, fostering communication for information-gathering, and maintaining trust and engagement with stakeholders. Tensions had to be managed by listening, communicating, and collaborating, requiring high emotional resilience. Paradigm shifts were made out of necessity to adapt to the environmental disturbance. Innovations were adopted through a blend of top-down, bottom-up, and adaptive collaborative efforts, embracing a decentralized approach to decision-making. Sometimes, it was necessary to augment existing evidence-based strategies, recognizing the social and cultural contexts to address the root causes of inefficiencies. Public health leaders leveraged formal and informal networks, capitalizing on pre-existing relationships and building new partnerships to create a unified response. The findings of this study contribute valuable insights on leadership for innovation and how public health leaders can be prepared for innovation during a significant crisis.