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目的了解影响地方多部门领导开展艾滋病防治工作的相关因素,探索适合中国国情的防治艾滋病领导力建设的可行性模式。方法采用定性研究的方法,对2省15县市地方领导共47人,分为卫生和非卫生部门两组进行个人深入访谈及专题小组讨论。结果影响地方领导开展艾滋病防治工作的相关因素包括外部和内部两方面。外部影响因素分为部门共同及特殊影响因素两类,如主要领导的重视程度、政策的可操作性和实效性等;内部影响因素两组的共性是,因缺乏明确的针对个人和部门的考核评估机制而导致的自我激励机制的缺乏等,2个省情况基本一致。防治艾滋病领导力建设的培训,应针对不同性质的领导在培训内容、方法和时间上区别对待,突出艾滋病与执政的关系。防治艾滋病领导力建设的模式,除通过目前培训的短期行为外,还需配合实施和评估等长期综合措施。结论地方领导开展艾滋病防治工作在不同程度上受到内外多种因素的影响和制约。防治艾滋病领导力建设的培训可采用“目的分层”的策略。领导力建设的模式应建立培训-实施-评估的长效机制。
Objective To understand the relevant factors that affect local leaders in multi-sectoral work on HIV / AIDS prevention and treatment, and to explore a feasible mode of combating HIV / AIDS leadership that suits China’s national conditions. Methods A qualitative study was conducted on 47 local leaders in 15 cities and counties in 2 provinces and divided into two groups: health and non-health sectors for in-depth interviews and panel discussions. Results The related factors affecting local leaders in AIDS prevention and control work include external and internal aspects. External factors are divided into two types of departmental common and special factors, such as the importance attached by the main leaders, the operability and effectiveness of the policies, etc. Internal factors The commonalities between the two groups are the lack of a clear assessment of individuals and departments Assessment mechanism and the lack of self-motivation mechanism, the two provinces basically the same situation. The training on AIDS prevention and control for HIV / AIDS should be treated differently by leaders of different qualities in terms of training contents, methods and time, so as to highlight the relationship between AIDS and governance. In addition to the short-term behaviors currently under training, the long-term comprehensive measures for implementing and evaluating AIDS prevention and control should also be implemented. Conclusion Local leaders in AIDS prevention and control to varying degrees by a variety of internal and external factors and constraints. The training of AIDS prevention and control construction can adopt the strategy of “stratification of purpose”. The model of leadership development should establish a long-term mechanism for training - implementation - assessment.