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

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.