Occupational medicine (Oxford, England) · 2026
A competency framework for occupational health leadership.
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Yarker J, Bowerman C, Palmer N, Napier J, Peach C, Lalloo D, Green N, Ogunyemi L
Аннотация
BACKGROUND: While general leadership competencies exist across the healthcare sector, the specific leadership required for occupational health (OH) has been under-researched to date. Given the current opportunity and challenge for OH to impact productivity in the UK by tackling known issues with work and health, strong and distinctive OH leadership is required.
AIMS: To identify the competencies required for effective leadership in OH and propose a conceptual leadership framework tailored to OH practice.
METHODS: A two-stage process comprising interviews with OH leaders and a consultation exercise with experts was conducted. This built on existing leadership competency literature. Competencies were iteratively developed and refined, with changes documented at each stage.
RESULTS: Following input from over 30 OH leaders, the resulting competency framework includes four overarching areas, eight domains and 29 competencies that specify the behaviours, attitudes and skills required for OH leadership. These span the individual and systemic aspects of OH leadership: leading self, leading practice and people, leading the organization and leading the profession.
CONCLUSIONS: The framework highlights the unique knowledge, skills and behaviours needed for OH leadership to drive impactful service delivery in an organizational context. It provides a practical foundation for individual development, and workforce planning to strengthen leadership capability across the OH profession.
AIMS: To identify the competencies required for effective leadership in OH and propose a conceptual leadership framework tailored to OH practice.
METHODS: A two-stage process comprising interviews with OH leaders and a consultation exercise with experts was conducted. This built on existing leadership competency literature. Competencies were iteratively developed and refined, with changes documented at each stage.
RESULTS: Following input from over 30 OH leaders, the resulting competency framework includes four overarching areas, eight domains and 29 competencies that specify the behaviours, attitudes and skills required for OH leadership. These span the individual and systemic aspects of OH leadership: leading self, leading practice and people, leading the organization and leading the profession.
CONCLUSIONS: The framework highlights the unique knowledge, skills and behaviours needed for OH leadership to drive impactful service delivery in an organizational context. It provides a practical foundation for individual development, and workforce planning to strengthen leadership capability across the OH profession.