{"id":12732,"date":"2024-09-18T15:34:00","date_gmt":"2024-09-18T15:34:00","guid":{"rendered":"http:\/\/nccdh.local\/resource\/leadership-development-to-advance-health-equity-an-equity-centered-leadership-framework-2\/"},"modified":"2025-11-06T17:15:06","modified_gmt":"2025-11-06T17:15:06","slug":"leadership-development-to-advance-health-equity-an-equity-centered-leadership-framework-2","status":"publish","type":"resource","link":"https:\/\/nccdh-dev.media-doc.ca\/fr\/resources\/entry\/leadership-development-to-advance-health-equity-an-equity-centered-leadership-framework-2\/","title":{"rendered":"Leadership development to advance health equity: An equity-centered leadership framework"},"content":{"rendered":"<p><em>Cette ressource est disponible en anglais seulement.<\/em><\/p>\n<h3>Justification d&rsquo;un cadre de leadership ax&eacute; sur l&rsquo;&eacute;quit&eacute;<\/h3>\n<p>Comme on le sait maintenant, la pand&eacute;mie de COVID-19 a exacerb&eacute; les iniquit&eacute;s de longue date, en faisant ressortir la n&eacute;cessit&eacute; d&rsquo;approches du leadership qui font progresser l&rsquo;&eacute;quit&eacute; en sant&eacute;.<\/p>\n<p>Par cons&eacute;quent, les auteures pr&eacute;sentent un cadre de leadership ax&eacute; sur l&rsquo;&eacute;quit&eacute; &eacute;labor&eacute; sous forme de curriculum pour un programme de leadership de trois&nbsp;ans, intitul&eacute; <em>Clinical Scholars<\/em>, au<span style=\"color:blue\"> <\/span><a href=\"https:\/\/clinicalscholarsnli.org\/\" target=\"_blank\">National Leadership Institute<\/a>&nbsp;(AN), aux &Eacute;tats-Unis.<\/p>\n<p>&Eacute;tant donn&eacute; l&rsquo;inefficacit&eacute; des programmes traditionnels de perfectionnement en leadership pour pr&eacute;parer les dirigeants &agrave; intervenir en faveur de l&rsquo;&eacute;quit&eacute; en sant&eacute;, le cadre d&eacute;finit les comp&eacute;tences essentielles en &eacute;quit&eacute; et en leadership indispensables aux cadres sup&eacute;rieurs pour prendre la t&ecirc;te de la progression de l&rsquo;&eacute;quit&eacute; en sant&eacute;.<\/p>\n<p>Les auteures reconnaissent &eacute;galement que de nombreux programmes de leadership sont ancr&eacute;s dans des fa&ccedil;ons de diriger masculines et eurocentriques, aux visions du monde &eacute;troites. Elles soulignent la n&eacute;cessit&eacute; de d&eacute;passer ces formes de leadership et ces points de vue qui sont incapables d&rsquo;&eacute;liminer les profondes sources d&rsquo;iniquit&eacute;s syst&eacute;miques, comme le racisme.<\/p>\n<h3>Comp&eacute;tences en &eacute;quit&eacute; et en leadership<\/h3>\n<p>Ce cadre d&eacute;finit les comp&eacute;tences en &eacute;quit&eacute; et en leadership selon quatre&nbsp;niveaux&nbsp;: personnel, interpersonnel, organisationnel et communautaire et syst&eacute;mique.<\/p>\n<p>Exemples de comp&eacute;tences&nbsp;:<\/p>\n<ul>\n<li>prise de conscience et capacit&eacute; de cr&eacute;er des espaces o&ugrave; chacun peut se faire entendre;<\/li>\n<li>valorisation des diff&eacute;rences individuelles;<\/li>\n<li>pratique de la direction tenant compte de la diversit&eacute; des personnes;<\/li>\n<li>partage du pouvoir;<\/li>\n<li>partenariat avec les communaut&eacute;s pour transformer les iniquit&eacute;s structurelles;<\/li>\n<li>justice sociale.<\/li>\n<\/ul>\n<p>Des d&eacute;finitions et des exemples d&rsquo;activit&eacute;s d&rsquo;apprentissage sont fournis pour chaque comp&eacute;tence.<\/p>\n<p>&Agrave; titre d&rsquo;exemple de la profondeur et de la port&eacute;e du changement que les auteures revendiquent pour les programmes de perfectionnement du leadership et pour les m&eacute;thodes employ&eacute;es par les cadres de la sant&eacute; publique et de soins de sant&eacute;, elles d&eacute;crivent ainsi la comp&eacute;tence en justice sociale&nbsp;: &laquo;&nbsp;l&rsquo;acquisition des connaissances, des comp&eacute;tences et de l&rsquo;attitude n&eacute;cessaires pour cr&eacute;er des milieux favorables &agrave; la participation &eacute;quitable et &agrave; l&rsquo;autod&eacute;termination de tous les groupes, tout en cherchant &agrave; aborder et &agrave; reconna&icirc;tre les questions d&rsquo;oppression, de privil&egrave;ge et de pouvoir&nbsp;&raquo; [traduction] (p.&nbsp;1750).<\/p>\n<p>&nbsp;<\/p>\n<h3>Utilisez cette ressource pour<\/h3>\n<ul>\n<li>faciliter la discussion sur les comp&eacute;tences en leadership sp&eacute;cifiques pour faire progresser l&rsquo;&eacute;quit&eacute; en sant&eacute;;<\/li>\n<li>perfectionner et appliquer le leadership aux comp&eacute;tences en &eacute;quit&eacute; en sant&eacute; dans le cadre de la pratique de la sant&eacute; publique;<\/li>\n<li>concevoir, mettre en &oelig;uvre et &eacute;valuer un leadership aux fins du programme de perfectionnement en &eacute;quit&eacute; en sant&eacute;.<\/li>\n<\/ul>\n<h3>&nbsp;<\/h3>\n<h3>Concordance avec le travail du CCNDS<\/h3>\n<p>Comprendre comment diriger au mieux pour favoriser l&rsquo;&eacute;quit&eacute; en sant&eacute; concorde parfaitement avec d&rsquo;autres travaux du CCNDS.<\/p>\n<p>La n&eacute;cessit&eacute; pour la sant&eacute; publique de diriger l&rsquo;intervention en &eacute;quit&eacute; en sant&eacute; et de d&eacute;finir les comp&eacute;tences sous-jacentes est ressortie des <a href=\"https:\/\/nccdh-dev.media-doc.ca\/fr\/nos-activites\/analyses-du-contexte-realisees-par-le-ccnds\/\">trois&nbsp;analyses du contexte r&eacute;alis&eacute;es par le CCNDS<\/a> en 2010, 2014 et 2018.<\/p>\n<p>Le CCNDS a &eacute;labor&eacute; plusieurs ressources sur le leadership, dont celles-ci&nbsp;:<\/p>\n<p><a href=\"http:\/\/nccdh-dev.media-doc.ca\/fr\/resources\/entry\/leadership-app-inquiry\"><em>En sant&eacute; publique, quels facteurs facilitent l&rsquo;exercice d&rsquo;un leadership efficace en mati&egrave;re d&rsquo;&eacute;quit&eacute; en sant&eacute;? Interrogation appr&eacute;ciative<\/em><\/a><em> <\/em>(2013)<\/p>\n<p><a href=\"http:\/\/nccdh-dev.media-doc.ca\/fr\/resources\/entry\/public-health-leadership-for-action-on-health-equity-a-literature-review\"><em>Leadership de la sant&eacute; publique pour favoriser l&rsquo;&eacute;quit&eacute; en sant&eacute;&nbsp;: une revue de la litt&eacute;rature<\/em><\/a> (2018)<\/p>\n<p>Le <a href=\"http:\/\/nccdh-dev.media-doc.ca\/fr\/our-work\/organizational-capacity-project\/\">projet sur la capacit&eacute; organisationnelle<\/a> du CCNDS a &eacute;tabli en 2019-2020 que le leadership est un &eacute;l&eacute;ment essentiel du renforcement de la capacit&eacute; organisationnelle pour am&eacute;liorer l&rsquo;&eacute;quit&eacute; en sant&eacute;.<\/p>\n<div>\n<div><a href=\"http:\/\/nccdh-dev.media-doc.ca\/fr\/resources\/type\/category\/leadership-capacity-building\"><strong>Voir les ressources connexes sur le leadership et le renforcement des capacit&eacute;s pour favoriser l&rsquo;&eacute;quit&eacute; en sant&eacute;<\/strong><\/a><strong> <\/strong><\/div>\n<div>\n<hr \/>\n<h3>R&eacute;f&eacute;rence :<\/h3>\n<p>Corbie, G., Brandert, K., Fernandez, C. S. P., Noble, C.&nbsp;C. (2022). Leadership development to advance health equity: An equity-centered leadership framework. <em>Academic Medicine, 97<\/em>(12), 1746&ndash;1752. <a href=\"http:\/\/doi.org\/10.1097\/acm.0000000000004851\">https:\/\/doi.org\/10.1097\/acm.0000000000004851<\/a>&nbsp;<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Cet article pr\u00e9sente un cadre de leadership pour l\u2019\u00e9quit\u00e9 en sant\u00e9 qui est ax\u00e9 sur les concepts d\u2019\u00e9quit\u00e9, de diversit\u00e9 et d\u2019inclusion. Les auteures ont \u00e9labor\u00e9 ce cadre int\u00e9gr\u00e9 pour pallier les limites des programmes traditionnels de perfectionnement en leadership afin de mieux pr\u00e9parer les dirigeants \u00e0 entraver les causes profondes des iniquit\u00e9s.<\/p>\n","protected":false},"featured_media":12733,"template":"","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center 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