Leadership in Global Health A Strategic Blueprint for Scalable Change

Introduction   Scale as a Leadership Problem  Part I: Foundations of Scale   1. The Architecture of Scale  2. Leadership as System-Level Enabler  3. Aligning Systems for Sustainable Scale  Part II: Leadership Under Constraint  4. Aligning Without Control: Eradicating Smallpox  5. Sustaining Scale Under Implementation Strain: Malaria Bed Nets  6. Adapting Under Constraint: Epidemic Meningitis Elimination  7. Orchestrating Decentralized Scale: Ethiopia’s Health Extension Program  8. Leadership in Governing Speed and Legitimacy During COVID-19   Part III: Governing for Durable Scale  9. Aligning Stakeholders and Governing Coalitions  10. Financing and Resource Mobilization for Scale  11. Innovation, Adaptation, and Continuous Learning  Part IV: The Discipline of Leadership  12. Judgment at Scale: The Discipline of Decision Under Constraint  13. Leading Without Command: Governing Distributed Power  14. Designing the Leadership Ecosystem for Scale

Biography

Obidimma Ezezika is a global health scholar and faculty member at Western University in Canada, where he directs the Global Health & Innovation Lab. His work examines how leadership, institutions, and policy shape the ability of health innovations to scale and achieve population-level impact. He works with governments and global health institutions across Africa and beyond and has been recognized among Africa’s leading scientific voices for contributions to global health research.

“Scale is the holy grail of impact. Obidimma Ezezika demystifies it in this thoughtful book. Too often we assume that evidence alone leads to scale; but as Ezezika memorably puts it, innovations don't scale themselves.”
— Peter Singer, Professor Emeritus, University of Toronto; former CEO, Grand Challenges Canada; former Special Advisor to the Director-General, World Health Organization.

“This book will be essential reading for policymakers, implementation scientists, and practitioners who understand that the gap between evidence and impact is, at its core, a leadership gap.”
— Richard Munang, Head of the Global Programme on Crimes that Affect the Environment, United Nations Office on Drugs and Crime (UNODC), Adjunct Research Professor, Department of Epidemiology and Biostatistics, Western University

“Grounded in comparative case analysis and systems thinking, it offers scholars, policymakers, and practitioners a disciplined framework for understanding the decisions that determine whether health innovations transform systems at scale or remain pilot projects.”
— Kevin McKague, Canada Research Chair in Social Enterprise and Inclusive Markets and author of Making Markets More Inclusive