The yin–yang of followership–leadership in public health

To examine an innovative leadership model for public health professionals and for public health systems.

Public health leadership practices are explored by offering new insight through novel reflection.

The yin–yang of followership–leadership provides a useful framework for public health. The concept of yin–yang originated in ancient Taoist philosophy, while the concept of followership–leadership developed in the context of modern business practices. Despite their disparate roots, an amalgamation of these ideas offers a valuable paradigm for effective public health leadership. Followership and leadership represent two complementary parts which interact dynamically to form an integrated whole. An interdependent balance of followership and leadership creates synergy from their coexistence. This model applies to balance in public health systems as well as balance within individual public health professionals.

The followership–leadership paradigm especially befits the multidisciplinary, collaborative nature of public health. Such an approach reflects the theoretical and experimental findings in the limited literature of public health leadership. By utilizing the yin–yang of the followership–leadership approach followers and leaders alike can potentially improve their effectiveness and efficiency in public health practice.