Ethics Guidance for Occupational Health Practice 9th Edition - Book - Page 22
2.13. However, there is a moral obligation to pass on knowledge to future
generations of occupational health professionals by contributing to curriculum
development, providing academic instruction, supervising practical training,
overseeing examinations, etc.
2.14. Occupational health professionals in positions of influence should encourage
their organisations to support specialist training in whatever way they can. For
those providing services, consideration should be given to the establishment of
training posts.
2.15. For those purchasing services, reflection should be given as to whether it is
socially responsible to contract with organisations that make no contribution to
the maintenance and renewal of professional expertise.
Leadership and management
2.16. Occupational health professionals may be required to adopt a leadership role
or a series of overlapping leadership roles. The difference between ‘leadership’
and ‘management’ is not always well understood. ‘Leadership’ involves vision,
strategy, inspiring and motivation whilst ‘management’ concerns the efficient
delivery of day-to-day operations, through processes and systems. Leaders
need not be managers and managers need not be leaders. The two roles are
mutually supporting and are often combined. Ethical behaviour is critical for
both.
2.17. Effective leaders require much more than occupational health skills. Leaders
must have personal qualities such as integrity, honesty and resilience that will
inspire others to follow the example that they set (role modelling). In
collaborative ventures leaders will seek input from stakeholders and will gather
an adequate quantity of information before drawing conclusions. In doing so,
they will inherently treat colleagues with respect. When consensus cannot be
achieved, a good leader must have the courage to be decisive. They must also
have the emotional intelligence to be able to negotiate and educate those that
they lead.
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