218559 Purposeful leadership development and network structure in the CDC National Networks for Tobacco Control and Prevention

Tuesday, November 9, 2010 : 3:45 PM - 4:00 PM

Bobbi J. Carothers, PhD , Center for Tobacco Policy Research, Washington University in St. Louis, Saint Louis, MO
Peg Allen, MPH , Center for Tobacco Policy Research, Washington University in St. Louis, St. Louis, MO
Eric Ndichu, MSW , Center for Tobacco Policy Research, Washington University in St. Louis, St. Louis, MO
Jenine K. Harris, PhD , George Warren Brown School of Social Work, Washington University in St. Louis, St. Louis, MO
Douglas A. Luke, PhD , Center for Tobacco Policy Research, Washington University in St. Louis, Saint Louis, MO
Anna Berkowitz, MPH , Office on Smoking and Health, Centers for Disease Control and Prevention, Atlanta, GA
The CDC National Networks for Tobacco Control and Prevention address tobacco-related disparities in six priority populations. One primary goal is to develop partnerships with organizations to increase the capacity and reach of tobacco control efforts. Networks took different approaches to developing these partnerships. One primary difference is leadership style demonstrated by each network. Specifically, the leadership style a network adopted affected its structure. Data from the 2008-2009 evaluation of CDC National Networks were analyzed to determine how network leadership strategies influenced inter-organizational structures. Six networks were evaluated; one for each priority population. Information regarding the networks' leadership styles was collected from annual progress reports and phone interviews with 11 network directors and 18 key partners. Information regarding network structure was collected through a web survey of 188 network partners asking about their collaboration patterns. Progress reports and interviews with the network leadership and key informants were qualitatively analyzed for content on leadership. Networks' structures were examined with social network analysis. Three networks established coordinating councils or purposely structured themselves to include leadership committees. Two of these networks demonstrated relatively decentralized structures, with a shared division of labor. Three other networks relied on a single visionary leader. These networks were more highly centralized, demonstrating heavy reliance on the lead agency. In conclusion, inter-organizational network structures respond to leadership strategies. If division of labor is desired, network organizers must proactively develop leadership structures beyond designation of a single lead agency. Leadership structures may have consequences for program sustainability.

Learning Areas:
Administration, management, leadership
Public health administration or related administration

Learning Objectives:
1. Explain the purpose of the National Networks. 2. Compare networks with shared versus unshared leadership strategies. 3. Discuss the importance of network structure to the sustainability of public health networks.

Keywords: Evaluation, Network Analysis

Presenting author's disclosure statement:

Qualified on the content I am responsible for because: I am qualified to present because I am the Project Coordinator for the evaluation of the CDC National Networks initiative. In cooperation with the other authors, I designed and implemented the evaluation, analyzed the data, and wrote the evaluation reports.
Any relevant financial relationships? No

I agree to comply with the American Public Health Association Conflict of Interest and Commercial Support Guidelines, and to disclose to the participants any off-label or experimental uses of a commercial product or service discussed in my presentation.