A thorough awareness of organizational resources is a key attribute of macro-leaders. With this insight, they may guide the design and implementation of the organization's vision, as well as formulate strategies to achieve the organization's objectives, thereby steering the organization in the intended strategic direction (Geller, 2016, p. 65).
Macro-leaders understand their organizations' resources and are accountable for strategic direction by giving the guidance required to build and implement the organization's vision and strategy to achieve organizational objectives (Geller, 2016, p. 65). Coalitions are defined as continuing alliances between a distinct group of people or establishments from a varied background united at a common goal of addressing particular issues existing in local communities by raising awareness on the topic (Haithcox-Dennis, Deweese, & Goodman, 2013, p. 111; Roussos, & Fawcett, 2000, p. 369). Generally, coalitions arise due to effort of various individuals or collaborators with a common aim of tackling various health, social, and ecological concerns of the communities.
Coalitions are long-term collaborative partnerships among individuals and organizations from diverse sectors focused on raising awareness on a specific issue in local communities (Haithcox-Dennis, Deweese, & Goodman, 2013, p. 111; Roussos, & Fawcett, 2000, p. 369). They are initiated by different partners or individuals to address a variety of health issues, social issues, and ecological issues within communities.
SLD-2-BLT-1
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Coalitions may comprise public, private and not-for-profit establishments of the community. Members of a coalition can be from diverse backgrounds and include local citizens, healthcare agents, local government staffs, nonprofit organizations, and business executives (Haithcox-Dennis et al., 2013, p. 111; Roussos, & Fawcett, 2000, p. 370).
Coalitions can consist of public, private, and nonprofit organizations within the community. Stakeholders can include community members, healthcare providers, local government officials, nonprofit agencies, and business leaders, (Haithcox-Dennis et al., 2013, p. 111; Roussos, & Fawcett, 2000, p. 370).
SLD-2-BLT-3
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Organization of a coalition aimed at addressing the needs of the community to develop, execute, and sustain a strategic plan to combat an infectious disease epidemic can be warranted by the following reasons:
The reasons for developing a multisector collaboration to meet the community needs for developing, implementing, and sustaining an action plan to resist a sudden outbreak of an infectious illness include:
SLD-3-BLT-1
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Collaboration between stakeholders from diverse background and expertise allows formulation of novel strategies in a coalition by pooling of resources (Joss, & Keleher, 2011, p. 8). A coalition between six countries will lead to a multicultural group of members, who can complement each other in developing innovative and strategic solutions.
Utilizing the skills and knowledge of all involved stakeholders to generate innovative ideas and strategies for implementation (Joss, & Keleher, 2011, p. 8). The makeup of coalitions from six counties will include a diverse group of stakeholders with various backgrounds that can generate creative ideas and promote strategic thinking.
SLD-3-BLT-6
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Macro-leaders are aware of their own aims, intentions, goals, and concerns, and exhibit successful control of their own selves (Diltis, 1996). They allow flexibility in behavior under changing circumstances, while maintaining their underlying core principles (Diltis, 1996).
A macro-leader demonstrates self-mastery by being self-aware of their own their motives, purposes, intentions, and priorities (Diltis, 1996). A macro-leader maintains their core value while allowing behavioral flexibility as circumstances change (Diltis, 1996).
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Macro-leaders are proficient in their dealing with relationships; they are considerate to the opinions of others and empower others to achieve autonomy by engaging in recognizing the limitations and goals of the organization (Diltis, 1996). Macro-leaders foster relationships based on trust, ensuring that the employees share the organization’s vision and mission from their own willingness to do so (Geller, 2016, p. 69).
A macro-leader demonstrates mastery of relationships when they are able to consider the views of others and get others to practice autonomy by identifying the problems and objectives within the organization (Diltis, 1996). A macro-leader builds trusting relationships so that employees are willing to embrace the vision and mission of the organization (Geller, 2016, p. 69).
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Macro- leaders employ apply tents of strategic and systemic thinking to achieve excellent communication skills (Diltis, 1996).
A macro-leader demonstrates mastery of communication by utilizing strategic thinking and systemic thinking skills (Diltis, 1996).
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With strategic thinking, macro-leaders formulate and implement innovative strategies to develop the vision and attain the objectives of the organization by delivering the necessary guidance (Geller, 2016, p. 65).
A macro-leader utilizes strategic thinking to create a strategy and apply innovation by providing the guidance necessary to create and implement the organization’s vision and strategies to achieve organizational objectives (Geller, 2016, p. 65).
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By using strategies of systemic thinking, macro-leaders overcome obstacles by recognizing and understanding the problems they encounter, and developing novel solutions aimed at sustainability (Diltis, 1996).
A macro-leader utilizes systems thinking to identify problems, gain insight, and overcome barriers to generate innovative ideas for sustainability (Diltis, 1996).
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Impediment to smooth communication to bridge the socio-cultural division that exists between various stakeholders is a major limitation of a coalition (Hearld et al., 2015, p. 121). This gap in communication can constrain the coalition from achieving its goal of raising awareness of the issue uniting them (Hearld et al., 2015, p.121). In the absence of communication among the stakeholders, a coalition will only exhaust resources and fail to fulfill its aim.
One disadvantage to using a coalition is individual communication issues and the lack of communication to bridge the social and cultural gap among diverse stakeholders (Hearld et al., 2015, p. 121). Lack of communication hinders cooperation among collaborators and inhibits efforts to raise awareness in the community and among stakeholders (Hearld et al., 2015, p.121). If communication does not occur among collaborations, nothing will be accomplished and resources will be exhausted.
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Macro-leaders are capable of overcoming communication barriers by implementing various communication strategies and behaviors (Hearld et al., 2015, p. 128). Utilization of diverse communication methods will enable improved interactions between the participating members, enabling productive collaborations (Hearld et al., 2015, p. 128).
A macro-leader can overcome the barrier of communication by adapting diverse communication skills and behaviors (Hearld et al., 2015, p. 128). Therefore, using a wide range of communication strategies will lead to the reduction in social and cultural gaps between the communicator and the receiver and develop common language to efficiently work together (Hearld et al., 2015, p. 128).
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An alternate strategy to improve communication can be implemented by appointing multiple stakeholders to engage in smaller groups in the coalition (Hearld et al., 2015, p. 130). By distributing members of the organizations across different smaller committees (example a Steering Committee) information can be widely dispensed and shared with wider audience, improving awareness and collaboration between the participants (Hearld et al., 2015, p. 130; Work Group for Community Health and Development, 2016).
Another opportunity to overcome communication barriers and increase awareness among stakeholders is to appoint multiple members of organizations to participate in smaller committees within the coalition (Hearld et al., 2015, p. 130). Involving multiple members from the same organization in different committees, such as a Steering Committee, dispenses the information that is shared and can enhance awareness within the members organization (Hearld et al., 2015, p. 130; Work Group for Community Health and Development, 2016).
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From the very beginning, the coalition should choose a strong leader to represent it (Work Group for Community Health and Development, 2016). Such a leader will ensure that the coalition stays focused on the goal and moves ahead. A strong leader should be capable of engaging in systemic thinking in order to recognize and solve problems that they face (Haithcox-Dennis et al, 2013, p. 112; Hearld et al., 2015, p. 126; Roussos & Fawcett, 2000, p. 385).
A strong leader should be chosen to represent the coalition from the beginning (Work Group for Community Health and Development, 2016). A strong leader will keep the coalition focused on task and moving forward. A strong leader must be able to engage in systemic thinking to identify and overcome barriers to change (Haithcox-Dennis et al, 2013, p. 112; Hearld et al., 2015, p. 126; Roussos & Fawcett, 2000, p. 385).
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Improved cooperation, participation and development of innovative solution-driven ideas can be encouraged by participation of stakeholder from diverse cultural, geographic, age and gender backgrounds (Haithcox-Dennis et al, 2013, p. 112; Hearld et al., 2015, p. 121; Roussos & Fawcett, 2000, p.392). The variety offered by such a coalition provides collaborative opportunities to its members to the complement each other’s knowledge, and gain understanding of diverse backgrounds (Work Group for Community Health and Development, 2016).
Diversity of culture, geographic, age, and gender between stakeholders from multiple community sectors with different levels of involvement may encourage cooperation, motivate participation, and encourage creative thinking and problem-solving (Haithcox-Dennis et al, 2013, p. 112; Hearld et al., 2015, p. 121; Roussos & Fawcett, 2000, p.392). Diversity within the coalition can offer opportunity for shared knowledge and encourage learning of different backgrounds (Work Group for Community Health and Development, 2016).
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To provide the coalition with a sense of purpose and direction, it is necessary to establish a mutually agreed upon set of goals and objectives between stakeholders. VMOSA can be used as a strategic planning tool to delineate the vision of the coalition and action plans to implement the change (Work Group for Community Health and Development, 2016). The implementation of the VMOSA process can enable the coalition to reach an agreement about the short-term aims to be achieved, while remaining on track of attaining the long-term mission of the coalition (Work Group for Community Health and Development, 2016).
Establishing goals and objectives that all stakeholders can agree upon will give the coalition a sense of direction. Using VMOSA is a strategic planning process to help define a vision and develop ways to enact change (Work Group for Community Health and Development, 2016). By utilizing the VMOSA process as a group it allows the coalition to come to a consensus about the short-term goals while staying true to the long-term vision (Work Group for Community Health and Development, 2016).
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To improve participation and foster autonomy, various members of the organizations should be appointed to smaller teams with specific tasks within the coalition (Hearld et al., 2015, p. 130). Such committees, such as a Steering Committee, should hold more frequent meetings than the combined coalition, and communicate relevant information and developments to its memvers for regular reviews (Work Group for Community Health and Development, 2016). This stimulates increased awareness within the smaller committees as well as the coalition, and reduced the resource loss due to redundant use of the taskforce.
Appointing multiple members of organizations to participate on smaller committees within the coalition to accomplish a specific task can increase participation and encourage autonomy (Hearld et al., 2015, p. 130). Committees, such as a Steering Committee, should meet more often than the larger group and report back any information for the group to review (Work Group for Community Health and Development, 2016). This increases awareness and decreases the chance of overusing resources from completing the same task by different members.
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It is important to give credit for achievements, irrespective of how big or small they are. Stakeholders and volunteers working in a coalition are motivated by regular recognition of milestones of the organization, accomplishments of a member or a committee, and attainment of particular goals (Work Group for Community Health and Development, 2016).
Give credit for accomplishments no matter how small or large. Recognizing organizational milestones, member or committee accomplishments, and goal attainment provide stakeholders and volunteers with motivation (Work Group for Community Health and Development, 2016).
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Insecurity leads to the development of turf issues, leading the person to believe that someone else is violating their boundaries or “turf”, for example, individual responsibilities or equipment (Work Group for Community Health and Development, 2016). This may cause the aggrieved person to feel insulted and trigger in them an urge to defend their status in the coalition (Work Group for Community Health and Development, 2016). Participating organizations may be reluctant to share task, resource or finances within the coalition (Work Group for Community Health and Development, 2016). A successful leader should be able to navigate these issues by steering effective communications between concerned parties to sustain collaboration and improve general awareness of various issues for the advantage of the entire coalition.
When a person feels insecure turf issues arise and they believe that another member is overstepping their boundaries or "turf”, such as responsibilities or use of equipment (Work Group for Community Health and Development, 2016). The person believes they have been violated or disrespected and need to defend their position in the coalition (Work Group for Community Health and Development, 2016). Organizations can be hesitant in sharing their work, resources, or funding (Work Group for Community Health and Development, 2016). A transformational leader should be able to effectively communicate to conflicting parties that working together will bring awareness to common issues and will benefit everyone involved.
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A vital step in initiating a successful coalition may involve convincing several diverse organizations that the collaboration will lead to their individual gains as well as help in addressing their common concerns.
Part of the work in starting a coalition may be to convince a number of organizations that working together will in fact both benefit all of them and better address their common issues.
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Successful transformational leadership will lead to the development of trust among the participants, endorse concerns affecting everyone, and help the people or the organizations involved to be united on a common goal and collaborate within the coalition (Work Group for Community Health and Development, 2016).
Utilizing transformational leadership will help to build mutual trust among members, validate everyone’s concerns, and assist organizations or individuals to find common ground and work together (Work Group for Community Health and Development, 2016).
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