Organizational leadership perspectives in implementation of the One Health approach: A case of the Zoonotic Disease Unit and core One Health implementers in Kenya

Abstract

Aim: This study examined organizational leadership as a cross-sectoral collaboration factor in the implementation of the One Health (OH) approach using Kenya's Zoonotic Disease Unit and its core OH implementers as an example. Materials and Method: The study used a mixed methods research design. A semi-structured questionnaire was administered to 71 respondents, and key informants were interviewed using an interview guide. All the seven key informants and 53 (74%) of the respondents participated in the study. Data were checked for consistency, coded, entered into the Statistical Package for the Social Sciences, and analyzed using descriptive and correlational statistics. Interview data were transcribed and analyzed thematically. Results: From the analysis, 41/53 (77.2%) of the respondents were senior personnel, 51/53 (85%) of them had worked for 5 years and above in their organizations, and 38/53 (71.7%) had at least a Master's degree. The study established that although most leaders in the organizations had embraced the OH approach, they were not actively involved in its implementation due to constraints such as inadequate funding. There were moderate and statistically significant positive correlations between participation in leadership roles in implementing the OH approach and the level of awareness (Rs (51)=0.54, p < 0.001) as well as level of sensitization (Rs (51)=0.52, p < 0.001). Majority (86%) of respondents acknowledged that top government leaders were not well sensitized about the OH approach. Conclusion: Organizational leadership plays an important role in the implementation of the OH approach. However, sensitization of leaders about the OH approach needs to be enhanced and expanded.