HIGHLIGHTS
SUMMARY
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. The authors examine and describe some systems leadership practices for creating change through prevention research, as identified in a series of six case studies. Keyword system, leadership, change, prevention research, chronic disease, research impact Frontiers in Public Health frontiersin.org 10.3389/fpubh.2022.1045001 Systems leadership in prevention research for supporting systems change remains a relatively abstract and opaque concept . . .
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