Sample records for hindustan times leadership
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Employee perceptions of managers' leadership over time.
Palm, Kristina; Ullström, Susanne; Sandahl, Christer; Bergman, David
2015-01-01
This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers' leadership behaviour over time. An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. The majority of employees did discern changes in their managers' leadership over time, and, with very few exceptions, these changes were described as improvements. The knowledge that employees perceived changes in their managers' leadership supports investments in leadership development through courses, programmes or other initiatives. The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.
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Defining Leadership in a Changing Time.
Elwell, Sean M; Elikofer, Amanda N
2015-01-01
The purpose of this article is to discuss the difference between leadership and management. Leadership and management have been discussed for many years. Both are important to achieve success in health care, but what does that really mean? Strong leaders possess qualities that inspire others to follow them. This fosters team engagement, goal achievement, and ultimately drives outcomes. Managers plan, organize, and coordinate. It takes dedication, motivation, and passion to be more than a manager and be a good leader. There is not a single correct leadership style, but there are important characteristics that all leaders must demonstrate to get the desired results with the team. In a time when health care is rapidly changing, leadership is important at all levels of an organization.
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Norbash, Alexander
2017-06-01
To suggest a methodical approach for refining transitional management abilities, including empowerment of a growing leader, leading in an unfamiliar organization or leading in an organization that is changing. Management approaches based on the body of work dealing with leadership studies and transitions and dealing with leadership during times of transition and change management were consolidated and categorized. Transitional leaders can benefit from effective leadership training including defining and prospectively accruing necessary experiences and skills; strengthening information gathering skills; effectively self-assessing; valuing and implementing mentoring; formulating strategy; and communicating. A categorical approach to transitional leadership may be implemented through a systems-based and methodical approach to gaining the definable, and distinct sets of skills and abilities necessary for transitional leadership success. Copyright © 2017 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.
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Creative Leadership: A Challenge of Our Times
Stoll, Louise; Temperley, Julie
2009-01-01
In times of constant change, teachers need to be flexible, adaptable and creative. This article argues that promoting creativity of staff to enhance twenty-first century learning is a fundamental challenge for school leadership today. Drawing on the findings of a research and development project involving senior leadership teams and a local…
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A novel trauma leadership model reflective of changing times.
DʼHuyvetter, Cecile; Cogbill, Thomas H
2014-01-01
As a result of generational changes in the health care workforce, we sought to evaluate our current Trauma Medical Director Leadership model. We assessed the responsibilities, accountability, time requirements, cost, and provider satisfaction with the current leadership model. Three new providers who had recently completed fellowship training were hired, each with unique professional desires, skill sets, and experience. Our goal was to establish a comprehensive, cost-effective, accountable leadership model that enabled provider satisfaction and equalized leadership responsibilities. A 3-pronged team model was established with a Medical Director title and responsibilities rotating per the American College of Surgeons verification cycle to develop leadership skills and lessen hierarchical differences.
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Making Time for Instructional Leadership. Appendices
Goldring, Ellen; Grissom, Jason A.; Neumerski, Christine M.; Murphy, Joseph; Blissett, Richard; Porter, Andy
2015-01-01
This three-volume report describes the "SAM (School Administration Manager) process," an approach that about 700 schools around the nation are using to direct more of principals' time and effort to improve teaching and learning in classrooms. Research has shown that a principal's instructional leadership is second only to teaching among…
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Indian Academy of Sciences (India)
A Ramakalyan1 P Kavitha2 S Harini Vijayalakshmi3. Department of Instrumentation and Control Engineering, Regional Engineering College, Tiruchirapalli 620 015, India. Hindustan Computers Ltd. at Chennai. Texas A & M University. Resonance – Journal of Science Education. Current Issue : Vol. 23, Issue 4.
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International Nuclear Information System (INIS)
ElBaradei, M.
2007-01-01
The search for security remains the overriding concern for many peoples and nations. But the definition of what constitutes security, and the strategies for attaining it, vary greatly. For billions of people, the quest is to 'secure' basic needs: food, water, shelter and health care - in other words, freedom from want. For others, it is to 'secure' other fundamental human rights: freedom of expression, freedom from oppression, freedom from fear. Even among States, security has different definitions. For some, it is the achievement of economic or military parity or superiority, for others the projection of power and influence, and for still others the resolution of grievances and disputes. If we look at the quest to secure basic needs, we are struck by the persistent inequity in the global distribution of wealth. If we look at the quest for other fundamental human rights, the picture is also grim in many regions, with problems ranging from religious intolerance and the lack of political freedom to systematic oppression and torture. Perhaps the most severe critique of our global progress in this area is reflected in our uneven approach to the sanctity of human life. If we look at the security of nation-States, our record is also poor, particularly as reflected in regional conflicts that have been allowed to fester for decades. The effort to curtail nuclear threats is still a work in progress. Consider the events of just the past few years. The war in Iraq over suspicions that nuclear and other weapons programmes had been revived. North Korea's withdrawal from the NPT and subsequent test of a nuclear weapon. Libya's relinquishment of a fledgling nuclear weapons programme. The discovery of A. Q. Khan's illicit nuclear procurement and distribution network. The still ongoing investigation of Iran's clandestine nuclear programme. And not least, a surge in the sophistication of extremist networks - underscoring the potential for nuclear and radiological terrorism. Add to this the 27 000 nuclear warheads that still exist in the arsenals of nine countries, and the fact that some of these weapons are deployed on hair trigger alert - meaning that the leaders of these countries have only 15 to 30 minutes to decide on the authenticity of a nuclear attack and whether to launch a counterattack. But what is disconcerting is that some of these countries continue to repeat two inherently contradictory mantras: first, that it is important for them to continue to rely on nuclear weapons for their security; and second, that no one else should have them. 'Do as I say, not as I do'. There are nonetheless obvious steps that could be taken to address them. We must share the wealth of the planet more equitably - recognizing that poverty, too, is a weapon of mass destruction. We must invest in more advanced science and technology to meet development needs - seeking to do more than create more wealth for the wealthy. Investments in technology are invariably profit driven; more emphasis, therefore, should be placed on innovation to address problems of hunger and disease. And we must engage in the sustained diplomacy necessary to resolve longstanding conflicts. If we begin to alleviate problems of poverty and hunger, we will also be able to generate momentum for good governance. When basic human needs are met, the environment is created for citizens to turn their attention to achieving political and social freedoms. Democracy is an evolutionary process; however, it must begin from within, and it must be nurtured and supported, regardless of whether the particular leader is a political friend or foe, and regardless of the outcome of a given election. The international community must also deal with symptoms of insecurity at the State level, including nuclear and other weapons of mass destruction. On the nuclear front, we must enhance further the security of existing stocks of nuclear and radiological material, and tighten controls over sensitive nuclear operations that produce such material. The IAEA must receive the support it needs to carry out effective, independent verification of States' non-proliferation commitments. World leaders must be persuaded to acknowledge the inextricable linkage between non-proliferation and disarmament - and therefore the critical need for accelerated efforts towards a nuclear-weapons-free world. The proliferation challenges of recent years - and the near-total impasse in international efforts to strengthen the nuclear non-proliferation and arms control regime - have made it clear that the current system is not sustainable: it needs to be strengthened, and it needs to be universal. At the end of the day, we will only succeed if we have the foresight to develop an alternative system of collective security. A system in which no country could rely or would need to rely on nuclear weapons for its security
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Developing Leadership Skills and Resilience in Turbulent Times
DEFF Research Database (Denmark)
Holmberg, Robert; Larsson, Magnus; Bäckström, Martin
2016-01-01
Purpose:To evaluate a leadership program in a way that captured leadership self efficacy, political skills and resilience in the form of indicators of health and well being that would have relevance for leadership roles in turbulent organizations. Design/methodology/approach: The design was quasi...... and had better health compared to a year earlier. Research limitations/implications: Concepts like leadership self-efficacy, political skills and measures of health and well-being can be used to operationalize and measure broad and contextually relevant outcomes of leadership development. Practical...... implications: Evaluation of leadership development can benefit from including these more psychologically relevant and generic outcomes. Originality/value: The study illustrates how psychologically based concepts can help to elucidate key outcomes of leadership development that can be critical for meeting...
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Birkeland, Marianne Skogbrott; Nielsen, Morten Birkeland; Knardahl, Stein; Heir, Trond
2016-05-01
The impact of leadership practices on employee health may be especially evident after extreme events that have physical, psychological, or material consequences for the members of an organization. In this prospective study, we aimed to examine the association between leadership behavior and psychological distress in employees who had experienced a workplace terror attack. Ten and 22 months after the 2011 Oslo bombing attack targeting their workplace, ministerial employees (n = 2272) responded to a questionnaire assessing fair, empowering, supportive, and laissez-faire leadership, as well as psychological distress. Cross-sectional and time-lagged associations between the constructs were tested using structural equation modeling. Cross-sectionally, higher levels of supportive leadership were associated with lower levels of psychological distress. Longitudinally, negative relationships were found between psychological distress and subsequent ratings of fair and empowering leadership. Supportive leadership was associated with employees' psychological health after trauma, but seems not to have long-term effects on subsequent psychological distress. Rather, psychological distress may lead the employees to perceive their leaders as more negative across time.
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Adaptive Leadership in Times of Crisis
2011-12-01
authority to make decisions was more valuable than teams of highly trained risk managers . adaptive leadership , therefore, does not only appoint one...Coast Guard petty officer looks for survivors in wake of Hurricane Katrina DOD (NyxoLyno Cangemi) Nothing throws leadership into starker relief than...handle domestic problems, for example, has been declining for the past decade.1 add the challenge of manag - ing digital media and its rapid information
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Sethi, Priyanka
2009-01-01
The study investigated the Leadership behaviour of college students in relation to their Leisure time activities in college life. In this study, the researcher wants to see the contribution of leisure time activities in developing the qualities of leadership of college students. The main objective of the study was to find out the relationship…
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Making time for learning-oriented leadership in multidisciplinary hospital management groups.
Singer, Sara J; Hayes, Jennifer E; Gray, Garry C; Kiang, Mathew V
2015-01-01
Although the clinical requirements of health care delivery imply the need for interdisciplinary management teams to work together to promote frontline learning, such interdisciplinary, learning-oriented leadership is atypical. We designed this study to identify behaviors enabling groups of diverse managers to perform as learning-oriented leadership teams on behalf of quality and safety. We randomly selected 12 of 24 intact groups of hospital managers from one hospital to participate in a Safety Leadership Team Training program. We collected primary data from March 2008 to February 2010 including pre- and post-staff surveys, multiple interviews, observations, and archival data from management groups. We examined the level and trend in frontline perceptions of managers' learning-oriented leadership following the intervention and ability of management groups to achieve objectives on targeted improvement projects. Among the 12 intervention groups, we identified higher- and lower-performing intervention groups and behaviors that enabled higher performers to work together more successfully. Management groups that achieved more of their performance goals and whose staff perceived more and greater improvement in their learning-oriented leadership after participation in Safety Leadership Team Training invested in structures that created learning capacity and conscientiously practiced prescribed learning-oriented management and problem-solving behaviors. They made the time to do these things because they envisioned the benefits of learning, valued the opportunity to learn, and maintained an environment of mutual respect and psychological safety within their group. Learning in management groups requires vision of what learning can accomplish; will to explore, practice, and build learning capacity; and mutual respect that sustains a learning environment.
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School Leaders and Transformational Leadership Theory: Time to Part Ways?
Berkovich, Izhak
2016-01-01
Purpose: After decades in which transformational leadership theory has prevailed as the dominant paradigm in leadership scholarship, critical voices have started raising serious concerns about its falsifiability, suggesting that transformational leadership theory should be abandoned. Although transformational leadership is a key to conceptualizing…
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Stone-Johnson, Corrie
2014-01-01
Purpose: At a time when school leadership takes on great import, we must ask how leadership can move beyond a focus on individual- and school-level changes to collective leadership that relies on the strength of relationships between schools and the communities in which they reside to foster and sustain change. Such leadership is termed…
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Leadership for Challenging Times
American Association of State Colleges and Universities, 2009
2009-01-01
This essay focuses on the responsibility of AASCU universities and colleges to take deliberate, concerted actions to help sustain the nation's vitality and competitiveness in a global, multicultural and rapidly changing society. Guiding our work is the premise that presidential leadership is key to the success of any effort to make the nation's…
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Syrek, Christine J; Apostel, Ella; Antoni, Conny H
2013-07-01
The objective of this article is to investigate transformational leadership as a potential moderator of the negative relationship of time pressure to work-life balance and of the positive relationship between time pressure and exhaustion. Recent research regards time pressure as a challenge stressor; while being positively related to motivation and performance, time pressure also increases employee strain and decreases well-being. Building on the Job Demand-Resources model, we hypothesize that transformational leadership moderates the relationships between time pressure and both employees' exhaustion and work-life balance such that both relationships will be weaker when transformational leadership is higher. Of seven information technology organizations in Germany, 262 employees participated in the study. Established scales for time pressure, transformational leadership, work-life balance, and exhaustion were used, all showing good internal consistencies. The results support our assumptions. Specifically, we find that under high transformational leadership the impact of time pressure on exhaustion and work-life balance was less strong. The results of this study suggest that, particularly under high time pressure, transformational leadership is an important factor for both employees' work-life balance and exhaustion. PsycINFO Database Record (c) 2013 APA, all rights reserved.
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Su, Yu
2013-01-01
The No Child Left Behind Act of 2001 increases school accountability and requires educators to improve student academic outcomes using evidence-based practice. One factor that contributes to desirable school outcomes is principals' instructional leadership behaviors. Principals who allocate more time to instructional leadership behaviors are more…
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Kalish, Yuval; Luria, Gil
2016-10-01
Research into leadership emergence typically focuses on the attributes of the emergent leader. By considering also the attributes of perceivers and the passage of time, we develop a more complete theory of leadership emergence in short-lived groups. Using expectation states theory as an overarching theoretical framework, and integrating it with the surface- and deep-level diversity literature and with theories of self-serving biases, we examine the predictors of leadership emergence in short timeframes. We conduct a field study in a military assessment boot camp (a pilot study, n = 60; and a main study, n = 89). We use cross-sectional and longitudinal exponential random graph models to analyze data on participants' abilities and on their perceptions of who, in their respective groups, were "leaders." We find that the criteria by which people perceive leadership in others change over time, from easily noticeable attributes to covert leadership-relevant attributes, and that people also rely on leadership-relevant attributes that they possess at high levels to inform their perceptions of leadership in others. The integration of expectation states theory, attribute salience over time and theories of self-serving bias is needed for a full understanding of leadership emergence in groups, because perceivers' own abilities are instrumental in shaping their perceptions of emergent leadership over time. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).
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DEFF Research Database (Denmark)
Kjærgaard, Mikkel Baun; Blunck, Henrik; Wüstenberg, Markus
2013-01-01
that quantify how humans move, interact and group. In this paper we propose methods for detecting two common pedestrian movement patterns, namely individual following relations and group leadership. The proposed methods for identifying following patterns employ machine learning on features derived using...... similarity analysis on time lagged sequences of WiFi measurements containing either raw signal strength values or derived locations. To detect leadership we combine the individual following relations into directed graphs and detect leadership within groups by graph link analysis. Methods for detecting...... for following patterns and up to twenty percentage points for leadership patterns. Our method is, contrary to state of the art, also applicable in challenging indoor environments, e.g., multi-story buildings. This implies that even quite small samples allow us to detect information such as how events...
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Kirilina, Yulia
2017-01-01
Leadership performance has always been an important factor of company success and nowadays this topic gets much attention. The present study aimed at investigation of leadership style and peculiarities during crisis time with special focus on small size enterprises. Within framework of the study several definitions of leadership were considered and reviewed. Furthermore the most prevalent leadership theories (including trait, contingency, behavioral theories as well as transactional and t...
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2009 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Education
2010-06-11
right time, handling pre- education attitudes, and tracking performance gains and career advantages related to academics. Developing current, relevant...Army Leadership Technical Report 2010-2 2009 CENTER FOR ARMY LEADERSHIP ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL): ARMY EDUCATION ...Joshua Hatfield ICF International John P. Steele Center for Army Leadership June 2010 The Center for Army Leadership An
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Followers in the organizational leadership process: From attribution to shared leadership
Directory of Open Access Journals (Sweden)
Vesna Stojanovic Aleksic
2016-08-01
Full Text Available Despite the fact that most of the theories and models of leadership are solely focused on the leader as the central figure of the leadership process, there is a need to draw attention to the importance of the followers’ role in the organizational leadership process, which is the main subject of this paper. Newer approaches to leadership provide a framework for the study of a reciprocal influence in the leadership process, in which the behavior of the leader appears as both an independent and a dependent variable at the same time. The aim is to draw attention to the necessity of adjusting leadership styles to the characteristics of the followers and encourage the followers’ active role in leadership, as the basic precondition for the effectiveness of the entire leadership process. The paper reviews the evolution of the role of the followers in organizational leadership through various approaches and models of leadership, from the attribution of potential leadership qualities through the process of attribution, through the followers’ influence in the selection of the dominant leadership style, to the equal participation in the leadership process, reflected in the concepts of servant leadership and shared leadership.
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"Leadership" and the Social: Time, Space and the Epistemic
Eacott, Scott
2013-01-01
Purpose: "Leadership" is arguably the central concept of interest in contemporary scholarship on educational administration. Within this scholarly discourse, there is an explicit assumption that leadership is a "real" phenomenon that is not only important, but also necessary for educational institutions. However, few scholars…
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Reduction of admit wait times: the effect of a leadership-based program.
Patel, Pankaj B; Combs, Mary A; Vinson, David R
2014-03-01
Prolonged admit wait times in the emergency department (ED) for patients who require hospitalization lead to increased boarding time in the ED, a significant cause of ED congestion. This is associated with decreased quality of care, higher morbidity and mortality, decreased patient satisfaction, increased costs for care, ambulance diversion, higher numbers of patients who leave without being seen (LWBS), and delayed care with longer lengths of stay (LOS) for other ED patients. The objective was to assess the effect of a leadership-based program to expedite hospital admissions from the ED. This before-and-after observational study was undertaken from 2006 through 2011 at one community hospital ED. A team of ED and hospital leaders implemented a program to reduce admit wait times, using a computerized hospital-wide tracking system to monitor inpatient and ED bed status. The team collaboratively and consistently moved ED patients to their inpatient beds within an established goal of 60 minutes after an admission decision was reached. Top leadership actively intervened in real time by contacting staff whenever delays occurred to expedite immediate solutions to achieve the 60-minute goal. The primary outcome measures were the percentage of ED patients who were admitted to inpatient beds within 60 minutes from the time the beds were requested and ED boarding time. LOS, patient satisfaction, LWBS rate, and ambulance diversion hours were also measured. After ED census, hospital admission rates, and ED bed capacity were controlled for using a multivariable linear regression analysis, the admit wait time reduction program contributed to an increase in patients being admitted to the hospital within 60 minutes by 16 percentage points (95% confidence intervals [CI] = 10 to 22 points; p leadership-based program to reduce admit wait times and boarding times was associated with a significant increase in the percentage of patients admitted to the hospital within 60 minutes and a
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Leadership and leadership development within the profession of physiotherapy in Ireland.
McGowan, Emer; Stokes, Emma
2017-01-01
Health service reform, physiotherapy graduate unemployment, and the impending introduction of state regulation mean that physiotherapists in Ireland today are facing many challenges. Leadership is needed to ensure that the profession will be able to adapt to the demands and inevitable changes ahead. To investigate the perceptions of physiotherapists in Ireland of leadership and leadership characteristics, and to explore their participation in leadership development training. In this cross-sectional nationwide study, an Internet-based survey was administered via e-mail to members of the Irish Society of Chartered Physiotherapists (n = 2,787). There were 615 responses to the survey. A high proportion of respondents (74.0%) perceived themselves to be a leader. Factors associated with self-declaration as a leader were time since graduation, highest qualification attained, and leadership training. Leadership training was also associated with placing greater importance on achieving a leadership position. Some form of leadership training had been completed by 41.5% of respondents. Communication and professionalism were the most highly rated leadership characteristics in all three settings. Physiotherapists who have had leadership training were more likely to perceive themselves to be leaders. Leadership training may support physiotherapists to assume leadership roles both clinically and nonclinically.
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Leadership in academic and public libraries a time of change
Düren, Petra
2013-01-01
In a time when libraries have to face constant change, this book provides examples and advises on how to lead when change is needed (for example, when quality management is implemented or when libraries have to merge or to relocate). Engaging with how constant change affects leadership in libraries and how leaders in libraries act in times of change, this book is aimed at practitioners and students of Library and Information Science (LIS) alike, and is based on both theory and expert interviews from leaders in academic and public libraries that are in the midst, or are now coming out of a proc
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Leadership, leadership, wherefore art thou leadership?
Brooks, Charlie G
2004-06-01
Leadership is an elusive concept. Although no one best definition exists, some common characteristics, such as charisma and influence, tend to dominate most discussions on leadership qualities and traits. This article presents an overview of the findings of and pitfalls in research on leadership, in its varied and multifaceted contexts. It explores both personal and contextual attributes of leadership.
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Richter, Anne; von Thiele Schwarz, Ulrica; Lornudd, Caroline; Lundmark, Robert; Mosson, Rebecca; Hasson, Henna
2016-07-29
Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers' generic implementation leadership skills, which they can use for any implementation efforts in the future. The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers' implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In
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Cope, Vicki; Murray, Melanie
2017-06-21
Nurses are often asked to think about leadership, particularly in times of rapid change in healthcare, and where questions have been raised about whether leaders and managers have adequate insight into the requirements of care. This article discusses several leadership styles relevant to contemporary healthcare and nursing practice. Nurses who are aware of leadership styles may find this knowledge useful in maintaining a cohesive working environment. Leadership knowledge and skills can be improved through training, where, rather than having to undertake formal leadership roles without adequate preparation, nurses are able to learn, nurture, model and develop effective leadership behaviours, ultimately improving nursing staff retention and enhancing the delivery of safe and effective care.
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Steve Jobs And Modern Leadership
Sorin-George Toma; Paul Marinescu
2013-01-01
During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only...
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The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism.
Thrupp, Martin
2003-01-01
Critiques major topics or themes in school-leadership texts, such as problem-solving techniques; suggests alternative topics or themes for school administrators, such as ideas-based leadership. Draws implications for writers on school leadership. (Contains 59 references.) (PKP)
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ENTREPRENEURIAL LEADERSHIP: A THEORETICAL FRAMEWORK
Directory of Open Access Journals (Sweden)
Yusuf ESMER
2017-12-01
Full Text Available Today, having just leadership or entrepreneurship qualities by business managers is not enough for success of enterprises. Managers need to have both leadership and entrepreneurship qualities in order to be successful. At this point, the concept of entrepreneurial leadership emerges. Entrepreneurial leadership is a new and modern type of leadership that is a combination of leadership qualities and spirit of entrepreneurship. In addition, entrepreneurial leadership is creating new products, new processes and expansion opportunities in existing businesses, working in social institutions and dealing with ignored social issues, participating in social and political movements, contributing to the change of current services and policies implemented by civil society organizations and governments. In recent times, entrepreneurial leadership has become a new phenomenon in business management that needs to be discussed. In this regard, in this study, the importance of entrepreneurial leadership is emphasized by examining the concept of entrepreneurial leadership within a theoretical framework.
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Effects of a Leadership Development Program on Gifted and Non-Gifted Students' Leadership Skills
Ogurlu, Üzeyir; Serap, Emir
2014-01-01
Problem Statement: The presence of leaders who will lead societies to success is an important gain for a society. In the present time, leadership development has become a strategic requirement. Although there is a common agreement on the need for leadership education, there are few studies on the education process of leadership and the efficacy of…
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Fransen, Katrien; Delvaux, Ellen; Mesquita, Batja; Van Puyenbroeck, Stef
2018-01-01
The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly-formed teams (N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week p...
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Developing a Leadership Brand: The Heart of Effective School Leadership in Turbulent Times
Davis, Stephen H.; Leon, Ronald J.
2014-01-01
Faced with scarce resources and high expectations, school principals must increasingly rely upon the power of persuasion to promote ongoing school improvement. We maintain that the development of a vibrant and tangible leadership brand constructed upon a principal's core values and noble character can motivate stakeholders and stimulate school…
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Democracy Is Little "l" Leadership: For Every Day at Any Time
Bogotch, Ira
2011-01-01
This article directs to the Dialogues of Leadership Education section of "Scholar-Practitioner Quarterly," Volume 4, Issue 4, wherein the contributing authors examined the question of priorities of leadership education for a democratic society. In this article, the author extends that earlier dialogue, and draws into specific relief the language…
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Leadership for All: An Internal Medicine Residency Leadership Development Program.
Moore, Jared M; Wininger, David A; Martin, Bryan
2016-10-01
Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014-2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation.
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Youn, Houng Jin
2013-01-01
The purpose of this dissertation was to launch a leadership training program for shared leadership based on "super leadership." The constructs of the study were designed to study Bible leaders in shared leadership, leadership paradigm and types, transformational leadership, and, super leadership and shared leadership theory that are all…
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Leadership training, leadership strategies and organizational performance
DEFF Research Database (Denmark)
Ladegaard, Louise; Andersen, Lotte Bøgh; Bøllingtoft, Anne
Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We...... use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering...... this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop...
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1983-11-10
AKHBAR , AL AHRAM and EGYPTIAN GAZETTE and the MENA News Agency of Egupt and Radio Cairo on 12 and 13 October reported the KCNA statement under the...The Indian papers NATIONAL HERALD, PATRIOT, INDIAN EXPRESS, HINDUSTAN TIMES, JAN YUG, ECONOMIC TIMES and FINANCIAL TIMES reported the gist of the
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Longitudinal charge nurse leadership development and evaluation.
Krugman, Mary; Heggem, Laura; Kinney, Lisa Judd; Frueh, Margaret
2013-09-01
The study's aim was to examine longitudinal outcomes of a leadership program for permanent and relief charge nurse from 1996 to 2012 using action research and Kouzes and Posner's The Leadership Challenge conceptual frameworks. Charge nurses hold significant oversight of patient safety, quality, and team functioning. This study contributes knowledge regarding charge nurse leadership and organization outcomes associated with these essential roles over time. Data were collected over 6 time periods using Kouzes and Posner's The Leadership Practices Inventory (LPI) and internally developed action research tools. Surveys were aligned with leadership and work environment changes to examine outcomes. Charge nurse leadership LPI mean ratings improved. Relief charge nurses reached similar LPI outcomes by 2012, with no statistical differences in mean or domain scores. Action research methods facilitated executive decision making during change processes. Demographics shifted with younger charge nurses with less practice experience serving as charge nurses in the most recent years. Charge nurse leadership reported significant gains despite institutional changes and uneven delivery of educational interventions.
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In the time of significant generational diversity - surgical leadership must step up!
Money, Samuel R; O'Donnell, Mark E; Gray, Richard J
2014-02-01
The diverse attitudes and motivations of surgeons and surgical trainees within different age groups present an important challenge for surgical leaders and educators. These challenges to surgical leadership are not unique, and other industries have likewise needed to grapple with how best to manage these various age groups. The authors will herein explore management and leadership for surgeons in a time of age diversity, define generational variations within "Baby-Boomer", "Generation X" and "Generation Y" populations, and identify work ethos concepts amongst these three groups. The surgical community must understand and embrace these concepts in order to continue to attract a stellar pool of applicants from medical school. By not accepting the changing attitudes and motivations of young trainees and medical students, we may disenfranchise a high percentage of potential future surgeons. Surgical training programs will fill, but will they contain the highest quality trainees? Copyright © 2013 Royal College of Surgeons of Edinburgh (Scottish charity number SC005317) and Royal College of Surgeons in Ireland. Published by Elsevier Ltd. All rights reserved.
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Kuhn, Peter; Weinberger, Catherine
2003-01-01
American business is devoting a growing share of resources to identifying and developing a worker characteristic called ³leadership skill². Is there such a thing, and is it rewarded in labor markets? Using the Project Talent, NLS72 and High School and Beyond datasets, we show that men who occupied leadership positions in high school earn more as adults, even when cognitive skills are held constant. The pure leadership-wage effect varies, depending on definitions and time period, from four p...
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Contemporary leadership in healthcare organizations: fragmented or concurrent leadership.
Wikstrøm, Ewa; Dellve, Lotta
2009-01-01
The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need to master their experienced dilemmas. Qualitative in-depth interviews (n=52), and focus-group interviews (n=6) with 31 first-line and 45 second-line healthcare leaders are analysed in line with constructivist grounded theory. In this paper, two leadership models are proposed for defining and differentiating ways of meeting different logics and demands made on leaders in the healthcare sector. The first model is leadership by separating different logics and fragmentation of time. Here, leaders express a desire for support in defining, structuring, dividing, and allocating tasks. The second model is leadership by integrating different logics and currentness of solutions. In this case, leaders want support in strengthening proactive leadership and shaping the basis for participative employeeship. This research is designed to describe what people experience rather than to assess the frequency of that experience in the studied settings. However, it would be interesting to elaborate on the findings of this study using other research methodologies. The findings contribute to contextual knowledge that is of relevance in supporting healthcare leaders. This is helpful in identifying important conditions that support the establishment of leadership and employeeship, leading to improvements in healthcare practice. The paper describes how contemporary leadership in the healthcare sector is constituted through different strategies for meeting multiple logics.
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Rajbhandari, Mani Man Singh
2012-01-01
"Driving leadership style" of the school leadership proclaims to be important in bringing about changes in behavioural aspect of the followers. The hallmark of driving leadership style illustrated the characteristic of teaming, toning, tasking, timing and transforming with realistic view to subjective approach. This allowed the…
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LEADERSHIP`S INFLUENCE ON OTHERS
TUTULEA Anca
2012-01-01
The article tries to explore different perspectives and points of view to understand the importance, the necessity and utility of practicing leadership in organizations, in order to improve performance and to consolidate the unity of members. Understanding the importance of leadership is the key to every business success, because leadership has so much influence in people’s lives. The importance of leadership is a key ingredient to successful businesses and championship teams, and organizatio...
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Pustolka, Elizabeth Wood
2012-01-01
The role of the school superintendent has evolved as a result of increased accountability, specifically under the No Child Left Behind (NCLB) legislation. Prior to NCLB, superintendents spent time the majority of their time on the managerial and political domains of leadership; however, the NCLB accountability movement combined with research on…
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Innovational Leadership in School Management
Directory of Open Access Journals (Sweden)
Mahmut Sagir
2017-05-01
Full Text Available This study aimed at examining school administrators’ innovational leadership behaviors and the level of practicing these behaviors. The study was designed using the descriptive model since it aimed to identify school administrators’ innovative behaviors and approaches in school management. School Management Innovational Leadership Scale (SMILES developed (2016 by the researcher was used in the study as the data collection instrument. Data was collected from 111 school administrators and 346 teachers during the 2015-2016 academic teaching year. According to the research results, school administrators’ innovational leadership behaviors are collected under three factors; "Encouraging Innovation", "Pursuing Innovation", and "Implementing Innovation".It was found that school administrators mostly show the innovational leadership behaviors expressed in the three factors and in the total scale. It was expressed in the study that compared to females; males believe that school administrators show more innovational leadership behaviors. Also, compared to participants with graduate degrees, participants with undergraduate degrees believe that school administrators show more innovational leadership behaviors. At the same time, compared to teachers, school administrators believe that they show more innovational leadership behaviors.
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Inefficient but robust public leadership.
Matsumura, Toshihiro; Ogawa, Akira
2014-01-01
We investigate endogenous timing in a mixed duopoly in a differentiated product market. We find that private leadership is better than public leadership from a social welfare perspective if the private firm is domestic, regardless of the degree of product differentiation. Nevertheless, the public leadership equilibrium is risk-dominant, and it is thus robust if the degree of product differentiation is high. We also find that regardless of the degree of product differentiation, the public lead...
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Transformational leadership training programme for charge nurses.
Duygulu, Sergul; Kublay, Gulumser
2011-03-01
This paper is a report of an evaluation of the effects of a transformational leadership training programme on Unit Charge Nurses' leadership practices. Current healthcare regulations in the European Union and accreditation efforts of hospitals for their services mandate transformation in healthcare services in Turkey. Therefore, the transformational leadership role of nurse managers is vital in determining and achieving long-term goals in this process. The sample consisted of 30 Unit Charge Nurses with a baccalaureate degree and 151 observers at two university hospitals in Turkey. Data were collected using the Leadership Practices Inventory-Self and Observer (applied four times during a 14-month study process from December 2005 to January 2007). The transformational leadership training programme had theoretical (14 hours) and individual study (14 hours) in five sections. Means, standard deviations and percentages, repeated measure tests and two-way factor analysis were used for analysis. According the Leadership Practices Inventory-Self and Observer ratings, leadership practices increased statistically significantly with the implementation of the programme. There were no significant differences between groups in age, length of time in current job and current position. The Unit Charge Nurses Leadership Practices Inventory self-ratings were significantly higher than those of the observers. There is a need to develop similar programmes to improve the leadership skills of Unit Charge Nurses, and to make it mandatory for nurses assigned to positions of Unit Charge Nurse to attend this kind of leadership programme. © 2010 Blackwell Publishing Ltd.
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Parsons, Jenni
2009-05-01
Recently I attended the RACGP Leadership Masterclass in Sydney. When I enrolled, I thought, 'Yes... sounds interesting...good speakers... I need to learn something about leadership...'As the time drew closer I started to get a bit anxious about the whole thing. I realised that the title, 'Masterclass', probably implied that the attendees were expected to already know something about leadership and its theories, if not have considerable expertise and experience in leadership. I also wondered how the workshop sessions were going to go and I started to feel a bit sorry for the facilitators. Imagine trying to facilitate a group of 10 aspiring leaders... a bit like trying to herd cats. A few days later I received a call from the organisers,saying they were a bit short of facilitators and could I help out if necessary. Great... better do a crash course in cat herding! Then there was the first 'predisposing activity'. Step 1: think of leaders you admire. Easy enough. Leaders of social justice and social change on a world stage, people who have shown great courage of their convictions and great orators popped into my head... Ghandi, Martin Luther King, Mandela, JFK. Step 2:describe the ways in which you are like these leaders. Whoa!Never going to measure up here. I wondered if there was going to be sessions on 'leadership for introverts', or 'leadership of small things', or 'leaders without grand vision or fabulous oratory skills', or perhaps 'leadership for people who are deeply suspicious of the corrupting influence of power'.
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Larwin, K. H.; Thomas, Eugene M.; Larwin, David A.
2015-01-01
This paper introduces a new term and concept to the leadership discourse: Subtractive Leadership. As an extension of the distributive leadership model, the notion of subtractive leadership refers to a leadership style that detracts from organizational culture and productivity. Subtractive leadership fails to embrace and balance the characteristics…
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Chappell, Alyssa; Dervay, Katelyn
2016-09-01
Purpose: To describe an innovative strategy for incorporating leadership training and development across multiple postgraduate year 2 (PGY2) pharmacy residency programs at a single institution. Background: Tampa General Hospital has 7 pharmacy residency positions: 4 postgraduate year 1 (PGY1) residents and a single resident for each of the 3 PGY2 programs (critical care, emergency medicine, and solid organ transplant). Administrative topics are incorporated across the PGY1 and PGY2 residency programs, with each PGY2 program having additional administrative topics specific to their specialty area. Summary: What began as an elective administrative topic discussion for the PGY2 emergency medicine resident has evolved over time into a longitudinal leadership book club. The leadership book club is utilized to meet the residency goals and objectives related to leadership development for all 3 PGY2 programs. Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training. Conclusion: It is imperative to foster the development of leadership skills in pharmacy residency programs to prevent a future leadership gap in health system pharmacy. Leadership book club is a unique strategy to incorporate leadership training longitudinally across multiple PGY2 residency programs at a single institution.
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Schechter, Chen
2018-01-01
This article proposes the communal leadership framework as a leverage for reciprocal educational policy in uncertain and turbulent times. It is argued that leadership at the policy level should abandon the seductive dance with the "self" where knowledge resides at a specific location in the system (policy-makers' perceptions and agendas)…
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Institute of Scientific and Technical Information of China (English)
王子涵
2013-01-01
Leadership is a complex process.It is one of the most researched areas around the world.It has gained importance in every walk of life from politics to business and from education to social organizations.According to the study of"Leadership in Adult Education Venues",here has a much more clear recognition of leadership:leadership is a process whereby an individual influences a group of individuals to achieve a common goal.There are many approaches of leadership throughout the study of this class,the three theories of leadership I choose to describe in this paper are:Leader-Member Exchange(LMX)Theory,Transformational Leadership,and Team Leadership.
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Directory of Open Access Journals (Sweden)
Manalullaili Manalullaili
2014-12-01
Full Text Available "Servant leadership" is one form of leadership style that is based sincerity and provide help without thought of personal gain or reward to be gained. Servant leadership is different with transformational leadership and transactional leadership. Because this type of leadership is a combination of environmental assessment related to good behaviour "akhlakul karimah". Greenleef are researchers who agree that this leadership style is very "up to date" and can apply to any form of organization, including educational organizations. This paper will explain what it is "servant leadership", the characteristics of which can be categorized as "servant leadership", advantages and disadvantages, and how to apply them into educational organizations, for example: UIN Raden Fatah Palembang
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Saravo, Barbara; Netzel, Janine; Kiesewetter, Jan
2017-01-01
For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.
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Palmer, Marila Dollahite
2011-01-01
This study examined differences in faculty perceptions of organizational leadership at Christian institutions with servant leadership missions. The study evaluated faculty members' perceptions based on the independent variables of employment status (full- or part-time/adjunct), number of years employed at the institution, and attendance at an…
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Enhancing and developing leadership in midwifery.
McCalmont, Carmel; Bailey, Elizabeth
2016-02-01
Leadership is a word often heard in any workplace, and healthcare services are no different. Much has been written about leadership styles and theories, with a search of one online retailer revealing 153,589 books available on the subject. How many midwives have those books on their shelves? In a time when maternity services are rising to meet new pressures and demands, many commentators are calling for leadership to drive the profession on. How do we, as midwives, reflect on our own leadership style and the impact it has on others? Here we discuss the importance of leadership in midwifery as a profession, and to individuals, regardless of grade or position. We use an example of a project within our service to illustrate the opportunities for leadership to flourish throughout a whole team in order to achieve an end goal.
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A logo-leadership intervention: Implications for leadership development
Directory of Open Access Journals (Sweden)
Frances Scholtz
2015-08-01
Full Text Available Orientation: Logo-leadership development challenges leaders to move beyond financial or individual gain to accepting leadership as a calling. Research purpose: The objective of the study was to ascertain whether an intervention embedded in the life and teachings of logo-therapist Viktor Frankl affects the way aspiring leaders construct leadership in terms of meaning (logo-leadership. Motivation for the study: A consideration of Frankl’s life gives rise to the question of whether aspiring leaders can learn from and use his life teachings as an inspiration in the discovery of meaning for themselves as leaders. Research approach, design and method: Participants comprised 20 students registered for an MCom degree at a South African metropolitan university. The research process involved three phases: (1 a pre-intervention questionnaire, (2 an appreciative inquiry intervention and (3 a post-intervention questionnaire. Framework analysis and a comparative method were used to analyse the data. Main findings: A meaning-centred leadership development intervention may impact the leadership role orientation of aspiring leaders, changing it from a predominantly career orientation to a calling. However, this effect largely occurred on an explicit (extrinsic level. Managerial implications: Organisations that wish to develop logo-leadership may consider using the life teachings and work of Frankl as a development tool. Contribution/value-add: This study contributes theoretically to a relatively new development within the field of Frankl’s logotherapy, leadership with meaning (logo-leadership. On apractical level, this study introduced the concept of logo-leadership for leadership development and suggests that leadership may be influenced by exposure to a leadership intervention.
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School Leadership for Equity: Lessons from the Literature
Ward, Sophie C.; Bagley, Carl; Lumby, Jacky; Woods, Philip; Hamilton, Tom; Roberts, Amanda
2015-01-01
Responding to Thrupp's [2003. "The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism." "School Leadership & Management: Formerly School Organisation" 23 (2): 169] call for writers on school leadership to offer "analyses which provide more critical messages about social…
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Leadership Development and School Improvement
Rhodes, Christopher; Brundrett, Mark
2009-01-01
The chosen focus of this special issue is timely given the burgeoning international interest and investment in leadership development and school improvement. In many countries leadership and improvement have been closely linked and there is no doubt that this linkage has an international reach. Together, these articles review and extend some of…
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Leadership Elasticity Enhancing Style-Flex for Leadership Equilibrium
Rajbhandari, Mani Man Singh
2017-01-01
Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership's maintenance through appropriate expansion and contraction of relations and task behavioural…
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Factors supporting dentist leaders' retention in leadership.
Tuononen, T; Lammintakanen, J; Suominen, A L
2017-12-01
The aim was to study factors associated with staying in a dentist leadership position. We used an electronic questionnaire to gather data from 156 current or former Finnish dentist leaders in 2014. Principal component analysis categorized statements regarding time usage and opportunities in managerial work into five main components. Associations between these main component scores and the tendency to stay as a leader were analyzed with logistic regression. Out of the five main components, two were significantly associated with staying as a leader: 'career intentions', which represented intent to continue or to leave the leadership position; and 'work time control opportunities', which represented how leaders could control their own work time. Other factors that supported staying were leadership education, more work time available for leadership work, and lower age. The main component 'work pressure' decreased, although not significantly, the odds of continuing; it included lack of leadership work time, and pressure from superiors or subordinates. Leaders have important roles in health care, ensuring everyday operations as well as developing their organizations to meet future challenges. Knowledge of these supporting factors will enable dentist leaders and their organizations to improve working conditions in order to recruit and retain motivated and competent persons. In addition, well-designed education is important to inspire and encourage future leaders. Copyright© 2017 Dennis Barber Ltd.
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Academic Leadership and Departmental Headship in Turbulent Times
Jones, D. Gareth
2011-01-01
Leadership of academic units, in the guise of headship of departments, is crucial for the ongoing well-being of academic life and yet it remains a contested role. This paper argues for the role of heads of department (HODs) as academic leaders, with the managerial side of the role occupying an important but subsidiary place in its overall focus.…
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Advancing tendencies? PR leadership, general leadership, and leadership pedagogy
McKie, D; Willis, P
2014-01-01
What are the best ways to advance PR leadership? In exploring answers, we consider the last two decades of PR literature and identify two main tendencies. We link those two with general leadership literature and practices, as well as with literature on leadership pedagogy. We conclude that, rather than recent moves to look within the field, without self-reflection, to existing PR perspectives and figures for solutions, looking outwards has greater potential to transform not only the PR leader...
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Süttö, Marián
2016-01-01
This thesis is focused on field of leadership, particularly situational leadership model by Hersey and Blanchard. Thesis is mostly theoretical framework aimed to offer the possibility for reader to get overview in leadership issues. Theoretical framework of the thesis is focused on leadership definition, the most important leadership theories in the past, and especially to situational leadership approach. The focus of this thesis is to get detailed insight in this model and therefore offer in...
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Bogenschneider, B
2016-01-01
The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation as the common epistemology is the necessary link between the various disciplines interested in leadership (e.g., organizational psychology, statisti...
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Leadership practices among the Lamba people of Zambia: some ...
African Journals Online (AJOL)
In this article we discuss indigenous African leadership practices of the Lamba nation of the Zambian Copper belt region and how such leadership can inform school leadership today. This article is part of a bigger study which was informed by three factors: (1) that once upon-a-time Africa had prolific leadership as ...
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Saravo, Barbara; Netzel, Janine
2017-01-01
Background For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. Methods A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Results Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase. PMID:28841662
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Bogenschneider, Bret N.
2016-01-01
The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation…
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Hartzell, Joshua D; Yu, Clifton E; Cohee, Brian M; Nelson, Michael R; Wilson, Ramey L
2017-07-01
Despite calls for greater physician leadership, few medical schools, and graduate medical education programs provide explicit training on the knowledge, skills, and attitudes necessary to be an effective physician leader. Rather, most leaders develop through what has been labeled "accidental leadership." A survey was conducted at Walter Reed to define the current status of leadership development and determine what learners and faculty perceived as key components of a leadership curriculum. A branching survey was developed for residents and faculty to assess the perceived need for a graduate medical education leadership curriculum. The questionnaire was designed using survey best practices and established validity through subject matter expert reviews and cognitive interviewing. The survey instrument assessed the presence of a current leadership curriculum being conducted by each department, the perceived need for a leadership curriculum for physician leaders, the topics that needed to be included, and the format and timing of the curriculum. Administered using an online/web-based survey format, all 2,041 house staff and educators at Walter Reed were invited to participate in the survey. Descriptive statistics were conducted using SPSS (version 22). The survey response rate was 20.6% (421/2,041). Only 17% (63/266) of respondents stated that their program had a formal leadership curriculum. Trainees ranked their current leadership abilities as slightly better than moderately effective (3.22 on a 5-point effectiveness scale). Trainee and faculty availability were ranked as the most likely barrier to implementation. Topics considered significantly important (on a 5-point effectiveness scale) were conflict resolution (4.1), how to motivate a subordinate (4.0), and how to implement change (4.0). Respondents ranked the following strategies highest in perceived effectiveness on a 5-point scale (with 3 representing moderate effectiveness): leadership case studies (3.3) and
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An ethical leadership program for nursing unit managers.
Jeon, Sang Hee; Park, Mihyun; Choi, Kyungok; Kim, Mi Kyoung
2018-03-01
The aims of this study were to evaluate the effect of an ethical leadership program (ELP) on ethical leadership, organizational citizenship behavior (OCB), and job outcomes of nursing unit managers (UMs) and to examine changes in staff nurses' perception about UMs' EL, OCB, job outcomes, and ethical work environments (EWEs) post-ELP. A quasi-experimental (pre- and post-test design) study conducted six-month intervention (ELP) using self-reported UM survey (n=44), and staff nurses (n=158) were randomly extracted by two steps. The Korean version of Ethical Leadership at Work for UMs' self-ethical leadership, the Ethical Leadership Scale for staff nurses' perceived ethical leadership, a 19-item OCB scale, and six dimensions of the medium-sized Copenhagen Psychosocial Questionnaire II for job outcomes and EWEs were administered at baseline and post-intervention. UMs' ethical leadership scores differed significantly over time in people orientation (p=0.041) and concern for ethical leadership sustainability (p=0.002) adjusting for UM experience duration and nursing unit type. Total mean and level of power-sharing of ethical leadership among UMs with leadership, OCB, job outcomes, and EWEs, significant improvement over time appeared only in EWEs' work influence level (p=0.007). This study provides useful information for clinical ELP development and examining the program's effect on leadership skills and followers' outcomes. Program facilitation relies on practical training methods, participant motivation, and assessment outcome designs by controlling clinical confounding factors. Findings have implications as an attempt for intervention to promote competencies related to ethical leadership of nursing unit managers. Copyright © 2017 Elsevier Ltd. All rights reserved.
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de Vries, Reinout E; Bakker-Pieper, Angelique; Oostenveld, Wyneke
2010-09-01
PURPOSE: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. METHODOLOGY: A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. FINDINGS: In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate's team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader's preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. IMPLICATIONS: This study offers potentially invaluable input for leadership training programs by showing the importance of leader's supportiveness, assuredness, and preciseness when communicating with subordinates. ORIGINALITY/VALUE: Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership.
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Sydänmaanlakka, Pentti
2003-01-01
The purpose of this study was to develop a leadership framework for intelligent organizations. This was done by analyzing the future working environment of managers, leadership as a phenomenon and as a process and leadership competencies. How leadership is typically learned and trained and how we could improve these activities, was also studied. One of the contentions of this thesis is that as the world is shifting from an industrial paradigm to a post-industrial paradigm, it is necessary tha...
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Steve Jobs And Modern Leadership
Directory of Open Access Journals (Sweden)
Sorin-George Toma
2013-05-01
Full Text Available During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.
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Leadership Identity Development through an Interdisciplinary Leadership Minor
Sorensen, Tyson J.; McKim, Aaron J.; Velez, Jonathan J.
2016-01-01
Leadership development among postsecondary students can occur through a variety of experiences; one such experience is a leadership minor. The purpose of this descriptive interpretive study was to analyze students' experiences while enrolled in a leadership minor with a focus on exploring evidence of leadership identity development. By exploring…
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Martin Lacroix; Armin Pircher Verdorfer
2017-01-01
This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidanc...
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Surgeons' Leadership Styles and Team Behavior in the Operating Room.
Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C
2016-01-01
The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards and transformational (team-oriented) leaders inspire performance beyond expectations. We videorecorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (Multifactor Leadership Questionnaire) was correlated with surgeon behavior (Surgical Leadership Inventory) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. All surgeons scored similarly on transactional leadership (range 2.38 to 2.69), but varied more widely on transformational leadership (range 1.98 to 3.60). Each 1-point increase in transformational score corresponded to 3 times more information-sharing behaviors (p leadership and its impact on team performance in the operating room. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development, therefore, has the potential to improve the efficiency and safety of operative care. Copyright © 2016 American College of Surgeons. Published by Elsevier Inc. All rights reserved.
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Directory of Open Access Journals (Sweden)
Martin Lacroix
2017-02-01
Full Text Available This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers’ ideal leader prototype was high. Furthermore, followers’ core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed.
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Leadership: a new frontier in conservation science.
Manolis, Jim C; Chan, Kai M; Finkelstein, Myra E; Stephens, Scott; Nelson, Cara R; Grant, Jacqualine B; Dombeck, Michael P
2009-08-01
Leadership is a critical tool for expanding the influence of conservation science, but recent advances in leadership concepts and practice remain underutilized by conservation scientists. Furthermore, an explicit conceptual foundation and definition of leadership in conservation science are not available in the literature. Here we drew on our diverse leadership experiences, our reading of leadership literature, and discussions with selected conservation science leaders to define conservation-science leadership, summarize an exploratory set of leadership principles that are applicable to conservation science, and recommend actions to expand leadership capacity among conservation scientists and practitioners. We define 2 types of conservation-science leadership: shaping conservation science through path-breaking research, and advancing the integration of conservation science into policy, management, and society at large. We focused on the second, integrative type of leadership because we believe it presents the greatest opportunity for improving conservation effectiveness. We identified 8 leadership principles derived mainly from the "adaptive leadership" literature: recognize the social dimension of the problem; cycle frequently through action and reflection; get and maintain attention; combine strengths of multiple leaders; extend your reach through networks of relationships; strategically time your effort; nurture productive conflict; and cultivate diversity. Conservation scientists and practitioners should strive to develop themselves as leaders, and the Society for Conservation Biology, conservation organizations, and academia should support this effort through professional development, mentoring, teaching, and research.
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Leadership quality: a factor important for social capital in healthcare organizations.
Strömgren, Marcus; Eriksson, Andrea; Ahlstrom, Linda; Bergman, David Kristofer; Dellve, Lotta
2017-04-10
Purpose The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among employees in hospital settings over time. Design/methodology/approach A cohort of employees in hospitals answered a questionnaire at three occasions. Five small (approx. 100-bed) or mid-sized (approx. 500-bed) hospitals were included. The response rate was 54 percent at baseline ( n=865), 59 percent at one-year follow-up ( n=908) and 67 percent at two-year follow-up ( n=632). Findings Repeated measures over time showed differences between groups in levels of social capital with respect to levels of leadership quality. Relation-oriented leadership had the strongest association with social capital. There was evidence that leadership was associated with social capital over time and that different kinds of leadership qualities were associated with social capital. Research limitations/implications This study conducted and analyzed quantitative data, and therefore, there is no knowledge of managers' or employees' own perceptions in this study. However, it would be interesting to compare managers' decreased and increased leadership quality and how such differences affect social capital over time. Practical implications The findings feature the possibility for healthcare leaders to build high quality leadership as an important resource for social capital, by using different leadership orientations under different circumstances. Originality/value The paper showed that leadership was an important factor for building social capital and that different leadership qualities have different importance with respect to certain circumstances.
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1993-04-01
leadership " and " leadership in innovation." 3 THEORY , AS AN INSTRUMENT OF ANALYSIS FOR INNOVATION IN LEADERSHIP There are many...attributes of a leader. Attempts to define leadership usually contrast it with "followship", management ," or sometimes - with ’beadship."’" These...plausible theory . - . . . -. - -- Nevertheless, some authors consider, and I agree, that there is no true leadership theory because existing
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DEFF Research Database (Denmark)
Moos, Lejf
2003-01-01
Educational leadership is different from other kinds of leadership, e.g. in leading production or service enterprises or public service institutions ? because educational leaders cannot choose their leadership style. I shall argue that educational leadership must be seen from the perspective...
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DEFF Research Database (Denmark)
Malling, Bente; Mortensen, Lene; Bonderup, Thomas
2009-01-01
regarding development of leadership skills over time. METHODS: Study participants were consultants responsible for postgraduate medical education at clinical departments. STUDY DESIGN: pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership...... of variances. RESULTS: There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149). CONCLUSION: The study indicates that a leadership course following a MSF procedure compared to MSF alone does...... not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed...
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Directory of Open Access Journals (Sweden)
Barbara Saravo
for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.
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: Environmental Documents, Reports LANL Home Calendar Search Contacts About » Leadership, Governance Leadership national security and energy challenges. Leadership, Governance Ethics, Accountability Los Alamos National . Director's Office terry wallace in leadership, governance Director Terry C. Wallace, Jr. Terry C. Wallace, Jr
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de Vries, R.E.; Bakker-Pieper, A.; Oostenveld, W.
2010-01-01
Purpose: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. Methodology: A survey was
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Lean Leadership - Organizational Buy - Ins
Directory of Open Access Journals (Sweden)
Dr. Revathi Iyer
2017-05-01
Full Text Available Great organizations have become leaders due to their leadership and sustainable initiatives. One such initiative is adoption of lean leadership to align core strategies with all functional areas of business. Leadership is likely to take place in a lean environment because improvements that happen are continual and can only be supported by leadership which understands this important aspect. The topic of lean leadership organizational buy ins speaks on how lean leadership could affect organizations that adopt lean and other quality tools. Purpose of the study This study has been undertaken to understand When leadership more of is likely to take place in lean . Leadership plays a very important role while adopting lean processes and how lean leadership can address the process problem. Application of leadership lenses to lean processes needs great foresight thought and creativity. It has been also observed that lean management and lean processes can happen only if leadership is able to effectively communicate the thought of continual improvement to bring in a lean organization and a future state of processes where everything of a firm process and procedure is continually improving and the best strategies to manage this change becomes a philosophy. Lean leadership is associated with such a change. This enables leadership vision to be clear as it paves the way for current state and is clear to everyone. It is this leadership vision which enables employees to think and act in a way that perpetrates continual improvement. Hence leadership buys ins for lean are very necessary. The purpose of the study is also to understand how leaders can not only use cost reduction but also reducing time-to-market improving service quality and reducing risk exposure by adopting lean methods . it has been also seen that there is overall productivity and efficiency in organizations holistically when leadership endorses lean methodology. Radnor Z. and Bucci G. 2007
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Caspar, Sienna; Le, Anne; McGilton, Katherine S
The Responsive Leadership Intervention (RLI) is a multi-faceted intervention. We evaluated the influence of the RLI on i) responsive leadership practices by team leaders; ii) health care aides' (HCAs) self-determination; iii) HCAs' perceived ability to provide individualized care. A quasi-experimental repeated measures non-equivalent control group design was used to assess participant outcomes in four long-term care facilities (two control, two intervention) across four time periods. Change from baseline to 1-month post-intervention was greater in the intervention group than control group for Individualized Care (IC) (p = 0.001), but not for Self Determination (p = 0.26). Perceived levels of responsive leadership was greater following the intervention among participants with baseline measures that were less than the median (p = 0.007), but not if greater. At 3-months post-intervention, the intervention group retained 32% of the difference from control in IC, and 49% of the difference from control in responsive leadership; at 6-months post-intervention, 35% and 28%, respectively. The RLI is a feasible method for improving responsive leadership practices and individualized care. Copyright © 2017 Elsevier Inc. All rights reserved.
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Vávrová, Zuzana
2010-01-01
In my bachelor thesis I describe problems of effective leadership in organization in relation with organization's objectives filling. I focus here on main principles of leadership process. I characterize process of leadership and personality of leader, who is active executor of this process in organization. The effective leadership is here evaluated mainly from organization theory point of view and in relation with requirements to management, especially its relation with leadership and its de...
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Functional results-oriented healthcare leadership: a novel leadership model.
Al-Touby, Salem Said
2012-03-01
This article modifies the traditional functional leadership model to accommodate contemporary needs in healthcare leadership based on two findings. First, the article argues that it is important that the ideal healthcare leadership emphasizes the outcomes of the patient care more than processes and structures used to deliver such care; and secondly, that the leadership must strive to attain effectiveness of their care provision and not merely targeting the attractive option of efficient operations. Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team. The article argues that concentrating on any one of these elements is not ideal and proposes adding a new element to the model to construct a novel Functional Result-Oriented healthcare leadership model. The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements so that every effort on healthcare leadership is directed towards attaining excellent patient outcomes.
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Aesthetic Leadership: Its Place in the Clinical Nursing World.
Mannix, Judy; Wilkes, Lesley; Daly, John
2015-05-01
Clinical leadership has been identified as crucial to positive patient/client outcomes, across all clinical settings. In the new millennium, transformational leadership has been the dominant leadership style and in more recent times, congruent leadership theory has emerged to explain clinical leadership in nursing. This article discusses these two leadership models and identifies some of the shortcomings of them as models for clinical leadership in nursing. As a way of overcoming some of these limitations, aesthetic leadership is proposed as a style of leadership that is not antithetical to either model and reflects nursing's recognition of the validity of art and aesthetics to nursing generally. Aesthetic leadership is also proposed as a way to identify an expert clinical leader from a less experienced clinical leader, taking a similar approach to the way Benner (1984) has theorised in her staging of novice to expert clinical nurse.
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Expanding the scope of leadership training in medicine.
Gabel, Stewart
2014-06-01
All physicians take a leadership role at some point in their career-some exert influence in their practices and communities as informal leaders, and others hold formal leadership roles to which they are appointed or elected. These formal leadership roles convey power to those individuals who hold such positions. Formal leadership, however, is limited in its influence unless it is accompanied by a series of personal and interpersonal competencies that characterize both formal and informal leaders.Many physicians who do not hold formal leadership roles will be called on to provide (or will wish to provide) informal leadership at various times in their careers. Both formal and informal leaders should be trained in the personal and interpersonal competencies necessary for effective leadership to advance the principles-driven and values-oriented goals inherent in the health care enterprise.In this article, the author defines leadership and describes the characteristics of formal and informal leaders, then discusses the types of leadership and the power derived from different leadership roles. He concludes by arguing in favor of expanding the scope of leadership training to include informal as well as formal leaders.
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Place leadership, governance and power
Directory of Open Access Journals (Sweden)
Sotarauta Markku
2016-12-01
Full Text Available There is an emerging consensus that place leadership is the missing piece in the local and regional development puzzle. In this context, leadership is a hidden form of agency, shadowed by such visible forms of influence as structures and formal institutions, as well as development programs and plans. This article argues that one of the most central issues in a study of place leadership is to analyse the relationships between governance, power and place leadership. The governance arrangements are undoubtedly important, as they dictate the kind of resources and positions provided to regional development work, and thus they also enable, as well as constrain, the many efforts of regional champions to exercise power in complex development processes. It is argued here that revealing how place leadership is enacted in different places and times would allow us to flesh out novel aspects about the eternal questions of how and why some places are able to adapt strategically to ever-changing social, economic and environmental circumstances while others fail to do so. Additionally, deeper investigations of place leadership would hopefully allow us to provide policymakers and practitioners with added insight on the ways to make regional development policies and practices not only more strategic but also effective. This paper elaborates the conceptual link between place leadership, governance and power.
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Leadership Styles of a Multigenerational Leader
Welsh, Raymond John, Jr.
2010-01-01
The purpose of this concurrent, nested, mixed-methods case study was to trace the evolution of the multigenerational success of the winningest college football coach of all time, John Gagliardi, to identify potential leadership styles, characteristics, and coaching effectiveness methods that others in a multigenerational leadership role may use.…
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Climate Leadership Award for Organizational Leadership
Apply to the Climate Leadership Award for Organizational Leadership, which publicly recognizes organizations for their comprehensive greenhouse gas inventories and aggressive emissions reduction goals.
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Leadership trends in academic pediatric departments.
Stapleton, F Bruder; Jones, Douglas; Fiser, Debra H
2005-08-01
To examine recent turnover trends among chairs of academic pediatric departments. Membership data for the 150 institutions represented by the Association of Medical School Pediatric Department Chairs in the United States, Canada, and Puerto Rico were reviewed for the time period of 1993-2003. From 1993 to 2003, 278 individuals (250 men and 28 women) held the position of chair. The mean time of service was 5.58 +/- 3.2 years (median: 5 years). Twenty-nine individuals served continuously as chairs during the 11-year period. Seventy-two individuals served as interim chairs. Twenty-eight women were appointed either chairs or interim chairs during the 11 years. The number of female chairs decreased from 13 in 1993 to 11 in 2003. Female chairs were in office 3.42 +/- 2.72 years. A total of 123 departments had a change in leadership, with a mean annual turnover rate of 17% (range: 4.6-24%). Three departments had 5 different leaders as either interim chair or chair and 6 departments had 4 different leaders during this time period. Neonatology was the most common subspecialty represented by recent pediatric chairs, although nephrology was the subspecialty with the greatest proportional representation. Departments of pediatrics have high turnover of leadership. Women, in particular, serve for relatively short periods and appear to be under-represented within the leadership of pediatrics. Efforts should be made to ascertain personal qualities that allow sustained leadership and to attract more women into leadership positions.
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Leadership for the 1970s. Organizational Leadership Tasks for Army Leadership Training
1977-05-01
principles theory of learning for the soft skills area, we are not faced with the necessity to list ever task implicit in the leadership / management domain...nine skill components (dimensions) of the leadership role: Communication, Human Relations, Counseling, Super- vision, Technical Expertise, Management ...environment, training and development efforts in the leadership / management field become extremely complicated. It is a most difficult--perhaps fruitless
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Safety leadership: application in construction site.
Cooper, Dominic
2010-01-01
The extant safety literature suggests that managerial Safety Leadership is vital to the success and maintenance of a behavioral safety process. The current paper explores the role of Managerial Safety Leadership behaviors in the success of a behavioral safety intervention in the Middle-East with 47,000 workers from multiple nationalities employed by fourteen sub-contractors and one main contractor. A quasi-experimental repeating ABABAB, within groups design was used. Measurement focused on managerial Safety Leadership and employee safety behaviors as well as Corrective Actions. Data was collected over 104 weeks. During this time, results show safety behavior improved by 30 percentage points from an average of 65% during baseline to an average of 95%. The site achieved 121 million man-hours free of lost-time injuries on the longest run. Stepwise multiple regression analyses indicated 86% of the variation in employee safety behavior was associated with senior, middle and front-line manager's Safety Leadership behaviors and the Corrective Action Rate. Approximately 38% of the variation in the Total Recordable Incident Rate (TRIR) was associated with the Observation rate, Corrective Action Rate and Observers Records of managerial safety leaders (Visible Ongoing Support). The results strongly suggest manager's Safety Leadership influences the success of Behavioral Safety processes.
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Smith, Michelle L; Gurenlian, JoAnn R; Freudenthal, Jacqueline J; Farnsworth, Tracy J
2016-05-01
The aim of this study was to define the extent to which leadership and leadership skills are taught in dental hygiene degree completion programs by comparing stand-alone leadership courses/hybrid programs with programs that infuse leadership skills throughout the curricula. The study involved a mixed-methods approach using qualitative and quantitative data. Semi-structured interviews were conducted with program directors and faculty members who teach a stand-alone leadership course, a hybrid program, or leadership-infused courses in these programs. A quantitative comparison of course syllabi determined differences in the extent of leadership content and experiences between stand-alone leadership courses and leadership-infused curricula. Of the 53 U.S. dental hygiene programs that offer degree completion programs, 49 met the inclusion criteria, and 19 programs provided course syllabi. Of the program directors and faculty members who teach a stand-alone leadership course or leadership-infused curriculum, 16 participated in the interview portion of the study. The results suggested that competencies related to leadership were not clearly defined or measurable in current teaching. Reported barriers to incorporating a stand-alone leadership course included overcrowded curricula, limited qualified faculty, and lack of resources. The findings of this study provide a synopsis of leadership content and gaps in leadership education for degree completion programs. Suggested changes included defining a need for leadership competencies and providing additional resources to educators such as courses provided by the American Dental Education Association and the American Dental Hygienists' Association.
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Developing leadership as a trainee- opportunities, barriers and potential improvements.
Doherty, Rachel; Lawson, Sara; Mc Laughlin, Laura; Donaghy, Grainne; Courtney, Julia; Gardiner, Keith
2018-05-01
The General Medical Council explicitly state that doctors completing training should demonstrate capabilities in leadership and teamwork. 1 However, most trainees receive little formal training in leadership. In March 2017, at the Faculty of Medical Leadership and Management (FMLM) Northern Ireland Regional Conference, a workshop on developing leadership skills as a trainee was hosted and the views of doctors in training regarding current opportunities, potential barriers and improvements were sought. In Northern Ireland presently there are a number of opportunities available for trainees to gain experience in leadership - both by learning through observation and learning through experience. These range from informal activities which do not require significant time commitment to focused, immersive leadership experiences such as ADEPT (Achieve Develop Explore Programme for Trainees) 2 , and the Royal College of Physicians' Chief Registrar scheme. 3 Several barriers to developing leadership have been identified, including limited understanding of what constitutes leadership, a lack of senior support and little formal recognition for trainees leading teams. Time pressures, frequently rotating jobs, limited resources and difficulty upscaling can also undermine the sustainability of improvement and other leadership projects. Incorporating awareness of and training in leadership skills, as well as greater engagement with senior leaders and managers, at an early stage in training could promote understanding and encourage trainees. Formalising leadership roles within training posts may improve experience. Deaneries and Trusts can also enable leadership opportunities by facilitating study leave, raising awareness amongst supervisors, and providing career enhancing incentives for interested trainees.
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Leadership and the Church: The Impact of Shifting Leadership Constructs
Directory of Open Access Journals (Sweden)
Douglas Gautsch
2016-01-01
Full Text Available The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history. One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself. This difficulty is accentuated in this work because of the shifting organizational structures and follower perceptions. The case details follower attributed charismatic leadership traits, and then provides a robust discussion on the impact of shifting organizational constructs.
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Analysis of Leadership Dynamics in Educational Settings during Times of External and Internal Change
Jäppinen, Aini-Kristiina
2017-01-01
Background: The article concerns the tensions that can arise during demanding external, and consequential internal changes and considers how educational leadership is able to respond to them. Leadership is here understood as a collaborative endeavour, producing shared sense-making in situations of tension. Purpose: The main research question was:…
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DEFF Research Database (Denmark)
Zupancic, Tadeja; Verbeke, Johan; Achten, Henri
2016-01-01
Leadership is an important quality in organisations. Leadership is needed to introduce change and innovation. In our opinion, in architectural and design practices, the role of leadership has not yet been sufficiently studied, especially when it comes to the role of digital tools and media....... With this paper we intend to initiate a discussion in the eCAADe community to reflect and develop ideas in order to develop digital leadership skills amongst the membership. This paper introduces some important aspects, which may be valuable to look into when developing digital leadership skills....
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Analysing leadership traits in establishing effective leadership at Eskom
Directory of Open Access Journals (Sweden)
J. Lekganyane
2006-12-01
Full Text Available Purpose: Leadership is one of the crucial modern topics in the field of management. A leadership trait is one of the three components to be considered in establishing leadership success. The other two components not assessed in this research are ideal leadership behaviour and situational factors. Managers must act as leaders as they have a critical role to play to ensure effective change. This paper explores the leadership traits relevant to middle managers acting as leaders at Eskom. Design/Methodology/Approach: A theoretical analysis of literature in the field of leadership is conducted with a further focus on leadership traits. Quantitative research is done within Eskom by means of an e-mail survey to a random sample of employees on middle management level. Areas of possible improvement and leadership traits excellence are identified. Recommendations are made regarding leadership traits. Findings: The broad leadership trait categories tested include: intelligence; flexibility; sensitivity to others; stability; dominance; high energy; integrity (honesty and ethics; and finally locus of control. The most dominant traits based on the perception of the respondents are that they possess integrity, intelligence, high energy and the ability to act as leaders. Leadership traits that require great attention and are not as dominant are sensitivity to others, flexibility and to some extent stability. Implications: Managers must have the leadership ability and trait to influence employees in order to communicate, direct, negotiate and motivate with success. Teamwork and a relationship of trust are required in the modern and changing organisation in order to be successful in achieving organisational goals. Originality / Value: South Africa as well as Southern Africa could face an energy crisis in the near future. As Eskom is currently facing growing demand for services and is experiencing limitations to provide this continuous increase in demand, managers
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The Where-How of Leadership Emergence (WHOLE) Landscape: Charting Emergent Collective Leadership
Johnson, Norman; Watkins, Jennifer H
2008-01-01
Leadership resources are constantly adapting to the challenge of the dynamic and complex systems in which they must function. To understand the changing leadership types and to better guide the development of new leadership resources, we propose a two-dimensional leadership landscape that provides a perspective into past leadership resources and identifies new frontiers of leadership. In the Where-How of Leadership Emergence (WHOLE) Landscape, one dimension is where leadership occurs – rangi...
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Transforming distance education curricula through distributive leadership
Directory of Open Access Journals (Sweden)
Mike Keppell
2010-12-01
Full Text Available This paper examines a core leadership strategy for transforming learning and teaching in distance education through flexible and blended learning. It focuses on a project centred on distributive leadership that involves collaboration, shared purpose, responsibility and recognition of leadership irrespective of role or position within an organisation. Distributive leadership was a core principle in facilitating the transformation of learning and teaching through a Teaching Fellowship Scheme that empowered leaders across a regional distance education university. In parallel, a design-based research project analysed the perceptions of the Teaching Fellows in relation to blended learning, time/space, peer learning, innovation and equity issues in relation to distance education.
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The holistic leadership model and the nurse unit manager ...
African Journals Online (AJOL)
Effective leadership is arguably one of the most relevant indicators of a profession's advancement or lack thereof. The purpose of this article is to share the authors' personal views on the leadership competencies necessary for the nurse unit manager transitioning into the role for the first time. To identify these leadership ...
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Learning Leadership: Becoming an Outdoor Leader
Enoksen, Elisabeth; Lynch, Pip
2018-01-01
Recent leadership research has demonstrated a need for better understanding the process of becominga leader because it might be qualitatively different to being a leader. If so, there is likely to be a need for pedagogies designed deliberately to support first-time outdoor leadership experiences and any such pedagogies must be informed by the…
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Bakker-Pieper, Angelique; Oostenveld, Wyneke
2009-01-01
Purpose The purpose of this study was to investigate the relations between leaders’ communication styles and charismatic leadership, human-oriented leadership (leader’s consideration), task-oriented leadership (leader’s initiating structure), and leadership outcomes. Methodology A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. Findings In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate’s team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader’s preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. Implications This study offers potentially invaluable input for leadership training programs by showing the importance of leader’s supportiveness, assuredness, and preciseness when communicating with subordinates. Originality/value Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership. PMID:20700375
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Feminist critical discourse of leadership with emphasis on transformational leadership theory
Directory of Open Access Journals (Sweden)
Mišić-Andrić Marijana
2012-01-01
Full Text Available In the past few decades women are more and more reaching leadership positions traditionally reserved for men. Women reaching leadership positions, even the highest, together with development of transformational leadership theory led to an increased scientific interest in relationship between gender and transformational leadership theory. Unlike dominant leadership theories, feminist theories in the past decades have offered new theoretical and research concepts that can improve our understanding of gender in the study of leadership and organizations. In this paper we have tried to research how different feminist theories, developed from the three waves of feminism, link with scientific studies of gender and transformational leadership. Thought presentation and analysis of dominant leadership theories, with emphasis on transformational leadership theory, and their analysis in feminist perspective we have tired to present how each of the feminist theories highlight a different aspect in understanding of gender and transformational leadership. In this paper we have also tried to show the theoretical and methodological advantages and disadvantages for each of the feminist theories and possible future direction of research of gender and transformational leadership.
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Nurse practitioners: leadership behaviors and organizational climate.
Jones, L C; Guberski, T D; Soeken, K L
1990-01-01
The purpose of this article is to examine the relationships of individual nurse practitioners' perceptions of the leadership climate in their organizations and self-reported formal and informal leadership behaviors. The nine climate dimensions (Structure, Responsibility, Reward, Perceived Support of Risk Taking, Warmth, Support, Standard Setting, Conflict, and Identity) identified by Litwin and Stringer in 1968 were used to predict five leadership dimensions (Meeting Organizational Needs, Managing Resources, Leadership Competence, Task Accomplishment, and Communications). Demographic variables of age, educational level, and percent of time spent performing administrative functions were forced as a first step in each multiple regression analysis and used to explain a significant amount of variance in all but one analysis. All leadership dimensions were predicted by at least one organizational climate dimension: (1) Meeting Organizational Needs by Risk and Reward; (2) Managing Resources by Risk and Structure; (3) Leadership Competence by Risk and Standards; (4) Task Accomplishment by Structure, Risk, and Standards; and (5) Communication by Rewards.
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Functional Results-Oriented Healthcare Leadership: A Novel Leadership Model
Directory of Open Access Journals (Sweden)
Salem Said Al-Touby
2012-03-01
Full Text Available This article modifies the traditional functional leadership model to accommodate contemporary needs in healthcare leadership based on two findings. First, the article argues that it is important that the ideal healthcare leadership emphasizes the outcomes of the patient care more than processes and structures used to deliver such care; and secondly, that the leadership must strive to attain effectiveness of their care provision and not merely targeting the attractive option of efficient operations. Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team. The article argues that concentrating on any one of these elements is not ideal and proposes adding a new element to the model to construct a novel Functional Result-Oriented healthcare leadership model. The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements so that every effort on healthcare leadership is directed towards attaining excellent patient outcomes.
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Klingborg, Donald J; Moore, Dale A; Varea-Hammond, Sonya
2006-01-01
The demand for more effective leadership is heard throughout the health professions. Modern concepts of leadership differ from the traditional definition of a charismatic individual leader. Historically, leadership has been vested in positions, while today leadership is seen as a role one moves continuously into and out of, depending on the circumstance. Leadership ideas have evolved so that newer characteristics of leaders include being a team builder; possessing creative and strategic thinking skills; demonstrating honesty and integrity; and having the ability to motivate others to action. This article discusses some of the history of leadership, current thoughts on attributes of effective leaders, and the differences and similarities between leaders and managers; identifies selected teachable leadership tools; and describes various styles and purposes of existing leadership programs.
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Servant Leadership as A Leadership Model
Ingram, Osmond C.
2016-01-01
Research and popular writing on the subject of leadership continues at a rapid pace. The leadership section at local bookstores and libraries gives evidence to the growing number of volumes written from numerous perspectives and from a wide range of experience. There appears to be no quarrel with the idea that leadership is in short supply, yet it is vitally important to every type of organization. Within this mass of literature are those who explore various theories, approaches, and styles, ...
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2003-04-07
USAWC STRATEGY RESEARCH PROJECT LEADERSHIP by LIEUTENANT COLONEL RONALD D. JOHNSON United States Army Colonel David R. Brooks Project Advisor The...TITLE AND SUBTITLE Leadership Unclassified 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Johnson, Ronald D. ; Author... Leadership FORMAT: Strategy Research Project DATE: 07 April 2003 PAGES: 28 CLASSIFICATION: Unclassified This SRP shows that values and ethics are essential
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Eagly, A. H.; Antonakis, J.
2015-01-01
In this chapter, we review leadership research, with special attention to the questions that psychologists have addressed. Our presentation emphasizes that the phenomena of leadership can be predicted by a wide range of situational, social, and individual differences factors. Although not organized into a single, coherent theory, these bodies of knowledge are sufficiently related that we are able to piece together a moderately cohesive picture of leadership. This emergent understanding derive...
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Competencies and leadership effectiveness: Which skills predict effective leadership?
Vaculík Martin; Procházka Jakub; Smutný Petr
2014-01-01
This study explores the relationship between leadership effectiveness and generic and stable competencies. Task- related, people-related and self-related competencies were examined as predictors of leadership effectiveness as measured by four different criteria: group performance, leader effectiveness, leadership emergence and leadership self–efficacy. 134 top managers were evaluated by 2,482 subordinates after a four-month management simulation game. Task-related competencies were shown to b...
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The Sound of Leadership: Transformational Leadership in Music
Hall, John L.
2008-01-01
Leadership and music are two topics that are rarely mentioned together. However, their universal, intriguing, and complex nature allows a unique framework for helping individuals learn leadership concepts. In this paper several songs have been selected from various music genres. Each demonstrates elements of leadership. Aspects of popular culture…
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Collaborating internationally on physician leadership development: why now?
Chan, Ming-Ka; de Camps Meschino, Diane; Dath, Deepak; Busari, Jamiu; Bohnen, Jordan David; Samson, Lindy Michelle; Matlow, Anne; Sánchez-Mendiola, Melchor
2016-07-04
Purpose This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development. Design/methodology/approach The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development. Findings An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model. Practical implications International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation. Originality/value A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.
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Misconceiving medical leadership.
Parker, Malcolm
2013-01-01
Medical leadership and leadership education have recently emerged as subjects of an expanding though as yet uncritical literature. Considerable attention is being given to the development of courses and electives, together with some proposals for generalizing these offerings to all medical students and doctors. This article briefly sketches this development and its derivation from business and corporate leadership models and accompanying literature, and subjects its adoption by medicine to critical scrutiny. Putative motivations for these developments are discussed, and an alternative explanation is offered, tied to the loss of physician status. The nature of leadership as complex, emergent, and unpredictable has been ignored in the promotion of medical leadership and leadership training, and this is reflected in the false assumption that leadership in medicine is something that can be taught. Although the leadership literature is beginning to recognize these complex aspects of leadership, so far their implications have not been acknowledged. This article aims to stimulate further analytic discussion of this under-theorized aspect of medicine.
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Leadership. The personal touch.
Best, G; Brazil, R; Fry, M; Joyce, L; Owens, J; Pashley, S
1997-10-16
The government is likely to move from a centralised corporatist form of governance to a more collaborative approach. This will require chief executives to rely on a style of leadership which derives more from personal influence than positional forms of power. It may be time to discuss the future of politically appointed chairs and whether the chief executive should be the sole local leader. The government's commitment to delegating power to regional tiers is likely to have a major impact on the nature of leadership in the NHS.
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Relationship Between Management and Leadership and Characteristics of Slovenian Managers
Directory of Open Access Journals (Sweden)
Milena Kramar Zupan
2012-11-01
Full Text Available For years, leadership was understood as a managerial function. A significant number of authors currently see leadership as replacing management, or as a different but overlapping function. In the first part of this article, the author supports her opinion of leadership as being one of the managerial functions, emphasizing that both leadership and management have developed over time. More emphasis is given to research (and its results among Slovenian managers showing that they are aware of the increasing importance of leadership compared to other managerial functions. The increased importance of leadership means that managers have to devote more time and attention to employees. Slovenian managers are still overly concerned with their reputation and promotion, and less with the satisfaction and achievements of their employees. Their loyalty to employees is weak, and they are more individualists than team workers. The characteristics of Slovenian managers (supported by research that led to the aforementioned conclusions are discussed in this article.
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Informing Leadership Education by Connecting Curricular Experiences and Leadership Outcomes
McKim, Aaron J.; Velez, Jonathan J.
2017-01-01
Linking specific learning experiences to leadership development has the potential to enhance leadership education. In this study, we sought to link student growth in 13 leadership areas to specific learning experiences within a leadership development program. We measured development within the 13 areas by comparing the perceived needs of students…
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Role and importance of leadership in the conditions of global business
Aleksić Ana
2007-01-01
The paper discusses features of leaders and leadership in global enterprises. The key hypothesis is that in times of globalization a different approach to leadership is necessary than the one proposed by the traditional leadership theory. The paper also indicates some techniques for the management of global enterprises to promote and incite the development of global leadership.
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Leadership of education psychological services: fit for purpose?
Booker, Roger
2013-06-01
At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of complexity and rapid change, a primary focus on the head of service is outdated; there should instead be a focus to develop the leadership capacity of the service as a whole. Key constructs considered are systems thinking, social identity, authenticity, and leadership as social construction.
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Leadership Redefined: An Evocative Context for Teacher Leadership
Lambert, Linda
2003-01-01
Teacher leadership has been shackled by archaic definitions of leadership and timeworn assumptions about who can lead. Such ideas have situated leadership in the hands of a few formal leaders. Teachers have not seen themselves reflected in these prevailing notions, nor invited into the process. This article argues that a new definition of…
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The Leadership Concept in The Babad Banyumas
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Darmawan Edi Winoto
2017-12-01
Full Text Available This article focuses on the characteristics of leadership concepts in Babad Banyumas. The purpose of this study was to identify the concept of leadership in Babad Banyumas. The data were obtained through the Babad Banyumas itself. The text analysis technique was used in this research. The text analysis was done by structural analysis approach which focuses on the leadership concept. The study results show that the Babad Banyumas text presents a leadership model with different characteristics from that of Javanese leadership in general. Leadership Banyumas was analyzed through four components, namely charisma, authority, power, and dominance in a special sense. In term of charisma, a person becomes a king because besides the heredity, it is also due to the factor of hard work through tapa brata (meditating. Then, the authority component, the king is soft in interpretation any persuasion and tends to be democratic. In the concept of power, the king's leadership more emphasizes on moral orientation, not myth. Components of dominance in a special sense, emphasizing the mobilization of time or giving orders without sanctions, so that the command is done without any force.
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Assessing School Leadership Challenges in Ghana Using Leadership Practices Inventory
Edwards, Alexander Kyei; Aboagye, Samuel Kwadwo
2015-01-01
The Ghana Education Service (GES) is facing challenges in school leadership and hence a lot of criticisms on basic school performances. The issue is whether school leadership relates to school performances and that there is the need for transformation leadership. The purpose of this study was to discuss self-reported leadership practices…
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Directory of Open Access Journals (Sweden)
Scherpbier Albert
2009-12-01
Full Text Available Abstract Background Leadership courses and multi-source feedback are widely used developmental tools for leaders in health care. On this background we aimed to study the additional effect of a leadership course following a multi-source feedback procedure compared to multi-source feedback alone especially regarding development of leadership skills over time. Methods Study participants were consultants responsible for postgraduate medical education at clinical departments. Study design: pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership course. Scores of multi-source feedback from the consultants responsible for education and respondents (heads of department, consultants and doctors in specialist training were collected before and one year after the intervention and analysed using Mann-Whitney's U-test and Multivariate analysis of variances. Results There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149. Conclusion The study indicates that a leadership course following a MSF procedure compared to MSF alone does not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed to investigate if other combination of initiatives to develop leadership might have more impact in the clinical setting.
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Malling, Bente; Mortensen, Lene; Bonderup, Thomas; Scherpbier, Albert; Ringsted, Charlotte
2009-12-10
Leadership courses and multi-source feedback are widely used developmental tools for leaders in health care. On this background we aimed to study the additional effect of a leadership course following a multi-source feedback procedure compared to multi-source feedback alone especially regarding development of leadership skills over time. Study participants were consultants responsible for postgraduate medical education at clinical departments. pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership course. Scores of multi-source feedback from the consultants responsible for education and respondents (heads of department, consultants and doctors in specialist training) were collected before and one year after the intervention and analysed using Mann-Whitney's U-test and Multivariate analysis of variances. There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149). The study indicates that a leadership course following a MSF procedure compared to MSF alone does not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed to investigate if other combination of initiatives to develop leadership might have more impact in the clinical setting.
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Jenkins, Daniel M.; Owen, Julie E.
2016-01-01
This study combines multiple national datasets on leadership educator demographics, education, positions, and experiences, in order to answer the question: Who teaches leadership? Comparing leadership educators across both curricular and co-curricular contexts allows a snapshot of the diverse perspectives of leadership educators and informs a set…
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DEFF Research Database (Denmark)
Ulhøi, John Parm; Müller, Sabine
2012-01-01
The aim of this paper is twofold. First, this paper comprehensively will review the conceptual and empirical literature to identify such critical underlying mechanisms which enable shared or collective leadership. Second, this article identifies the antecedents and outcomes of shared leadership...... according to the literature review to develop a re-conceptualised and synthesized framework for managing the organizational issues associated with shared leadership on various organizational levels. The paper rectifies this by identifying the critical factors and mechanisms which enable shared leadership...... and its antecedents and outcomes, and to develop a re-conceptualized and synthesized framework of shared leadership. The paper closes with a brief discussion of avenues for future research and implications for managers....
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Jeff, Snodgrass; Douthitt, Shannon; Ellis, Rachel; Wade, Shelly; Plemons, Josh
2008-01-01
The purpose of this research was to serve as a pilot study to investigate the association between occupational therapy practitioners' perceptions of rehabilitation managers' leadership styles and the outcomes of leadership. Data for this study were collected using the Multifactor Leadership Questionnaire Form 5X and a self-designed demographic questionnaire. The study working sample included 73 occupational therapy practitioners. Major findings from the study indicate that overall, transformational, and transactional leadership styles are associated with leadership outcomes. Transformational leadership had a significant (p leadership outcomes, whereas transactional leadership had a significant (p leadership outcomes. The contingent reward leadership attribute (although belonging to the transactional leadership construct) was found to be positively associated with leadership outcomes, similar to the transformational leadership constructs. The results of this research suggest that transformational leadership styles have a positive association with leadership outcomes, whereas transactional leadership styles have a negative association, excluding the positive transactional contingent reward attribute. A larger, random sample is recommended as a follow-up study.
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The Influence of Leadership Development Approaches on Social Capital: A Mixed Methods Study
Burbaugh, Bradley James
2015-01-01
Leadership programs serve as a mechanism to develop the leadership capacity of individuals, groups, and organizations. Although considerable time and resources have been devoted to understanding the outcomes of leadership development, little time and effort has been dedicated to understanding the developmental approaches that influence the…
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Shared Authentic Leadership in Research Teams: Testing a Multiple Mediation Model
Günter, Hannes; Gardner, William L.; Davis McCauley, Kelly; Randolph-Seng, Brandon; P. Prahbu, Veena
2017-01-01
Research teams face complex leadership and coordination challenges. We propose shared authentic leadership (SAL) as a timely approach to addressing these challenges. Drawing from authentic and functional leadership theories, we posit a multiple mediation model that suggests three mechanisms whereby
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Chin, Jean Lau; Sanchez-Hucles, Janis
2007-09-01
Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status.
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Effects of Leadership Styles in Technical and Vocational Students, UTHM
Razak, Nur Afifah Binti Abdul; Hamidon, Nur Izeanty Binti
2015-01-01
Effective leadership helps our nation through times become a developed country. This study was undertaken to investigate the effects of leadership style among students in Technical and Vocational at University Tun Hussein Onn Malaysia. Descriptive study carried out to evaluate student leadership. The study sample consisted of 319 Technical and…
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Feminist critical discourse of leadership with emphasis on transformational leadership theory
Mišić-Andrić Marijana; Markov Slobodanka
2012-01-01
In the past few decades women are more and more reaching leadership positions traditionally reserved for men. Women reaching leadership positions, even the highest, together with development of transformational leadership theory led to an increased scientific interest in relationship between gender and transformational leadership theory. Unlike dominant leadership theories, feminist theories in the past decades have offered new theoretical and research concepts that can improve our understand...
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Sadideen, Hazim; Weldon, Sharon-Marie; Saadeddin, Munir; Loon, Mark; Kneebone, Roger
2016-01-01
Leadership is particularly important in complex highly interprofessional health care contexts involving a number of staff, some from the same specialty (intraprofessional), and others from different specialties (interprofessional). The authors recently published the concept of "The Burns Suite" (TBS) as a novel simulation tool to deliver interprofessional and teamwork training. It is unclear which leadership behaviors are the most important in an interprofessional burns resuscitation scenario, and whether they can be modeled on to current leadership theory. The purpose of this study was to perform a comprehensive video analysis of leadership behaviors within TBS. A total of 3 burns resuscitation simulations within TBS were recorded. The video analysis was grounded-theory inspired. Using predefined criteria, actions/interactions deemed as leadership behaviors were identified. Using an inductive iterative process, 8 main leadership behaviors were identified. Cohen's κ coefficient was used to measure inter-rater agreement and calculated as κ = 0.7 (substantial agreement). Each video was watched 4 times, focusing on 1 of the 4 team members per viewing (senior surgeon, senior nurse, trainee surgeon, and trainee nurse). The frequency and types of leadership behavior of each of the 4 team members were recorded. Statistical significance to assess any differences was assessed using analysis of variance, whereby a p Leadership behaviors were triangulated with verbal cues and actions from the videos. All 3 scenarios were successfully completed. The mean scenario length was 22 minutes. A total of 362 leadership behaviors were recorded from the 12 participants. The most evident leadership behaviors of all team members were adhering to guidelines (which effectively equates to following Advanced Trauma and Life Support/Emergency Management of Severe Burns resuscitation guidelines and hence "maintaining standards"), followed by making decisions. Although in terms of total
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[Unravelling medical leadership].
Voogt, Judith J; van Rensen, Elizabeth L J; Noordegraaf, Mirko; Schneider, Margriet M E
2015-01-01
Medical leadership is a popular topic in the Netherlands, and several interest groups now incorporate medical leadership into postgraduate medical education. However, there is no consensus on what this concept entails. By conducting a discourse analysis, a qualitative method which uses language and text to reveal existing viewpoints, this article reveals three perspectives on medical leadership: administrative leadership, leadership within organisations and leadership within each doctor's daily practice. Text analysis shows that the first two perspectives refer to medical leadership mainly in a defensive manner: by demonstrating medical leadership doctors could 'take the lead' once again; patient care only seems to play a small part in the process. These perspectives are not free of consequences, they will determine how the medical profession is constructed. For this reason, it is argued that there should be more emphasis on the third perspective, in which the quality of care for patients is of primary importance.
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Climate Leadership Award for Supply Chain Leadership
Apply to the Climate Leadership Award for Supply Chain Leadership, which publicly recognizes organizations that are are at the leading edge of managing greenhouse gas emissions in their organizational supply chains.
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Epitropaki, Olga; Martin, Robin
2004-04-01
The present empirical investigation had a 3-fold purpose: (a) to cross-validate L. R. Offermann, J. K. Kennedy, and P. W. Wirtz's (1994) scale of Implicit Leadership Theories (ILTs) in several organizational settings and to further provide a shorter scale of ILTs in organizations; (b) to assess the generalizability of ILTs across different employee groups, and (c) to evaluate ILTs' change over time. Two independent samples were used for the scale validation (N1 = 500 and N2 = 439). A 6-factor structure (Sensitivity, Intelligence, Dedication, Dynamism, Tyranny, and Masculinity) was found to most accurately represent ELTs in organizational settings. Regarding the generalizability of ILTs, although the 6-factor structure was consistent across different employee groups, there was only partial support for total factorial invariance. Finally, evaluation of gamma, beta, and alpha change provided support for ILTs' stability over time.
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A Feminist Critical Perspective on Educational Leadership
Blackmore, Jill
2013-01-01
Since the 1980s, there has been a burgeoning literature on women and educational leadership. The focus has primarily been on the underrepresentation of women in leadership informed by a feminist critique of the mainstream literature. Over time, key feminist theories and research have been appropriated in education policy and are now embedded in…
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Authentic Leadership in an Era of Change
Orem, Donna
2016-01-01
Donna Orem, interim president of the National Association of Independent Schools (NAIS), recalls two leaders in her early career who shaped her own approach to leadership and guided her through tough times. Here she shares some reflections on authentic leadership and focuses on the following four traits: (1) Being self aware and genuine; (2) Being…
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Lamp light on leadership: clinical leadership and Florence Nightingale.
Stanley, David; Sherratt, Amanda
2010-03-01
The purpose of the present study was to use the example of Florence Nightingales' nursing experience to highlight the differences between nursing leadership and clinical leadership with a focus on Miss Nightingales' clinical leadership attributes. 2010 marks the centenary of the death of Florence Nightingale. As this significant date approaches this paper reflects on her contribution to nursing in relation to more recent insights into clinical leadership. Literature has been used to explore issues related to nursing leadership, clinical leadership and the life and characteristics of Florence Nightingale. There are a few parts of Florence's character which fit the profile of a clinical leader. However, Miss Nightingale was not a clinical leader she was a powerful and successful role model for the academic, political and managerial domains of nursing. There are other ways to lead and other types of leaders and leadership that nursing and the health service needs to foster, discover and recognize. Clinical leaders should be celebrated and recognized in their own right. Both clinical leaders and nursing leaders are important and need to work collaboratively to enhance patient care and to positively enhance the profession of nursing.
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Leadership Role Identity Construction in Women's Leadership Development Programs
Brue, Krystal L.; Brue, Shawn A.
2018-01-01
This article analyzes women's only leadership development training to determine how leadership roles are conceptualized and implemented, how women independently and collectively construct new leadership role identities, and how leadership identities are retained post training. Themes of nested validation, accepting the belonging narrative,…
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The leadership concept in Iranian nursing.
Memarian, R; Ahmadi, F; Vaismoradi, M
2008-03-01
Although greater emphasis has been placed on leadership skills in nursing management in the last decade, the concepts are often confused or used erroneously by Iranian nurses. At the same time we have observed that wide variations in nurses' clinical practice appeared to be related to the presence or absence of leadership skills among senior nurses. To begin to identify the concepts used for expressing leadership in nursing within the Iranian cultural context. A qualitative approach was adopted using content analysis of semi-structured interviews carried out with 10 nurse managers from hospitals in Teheran. The data were analysed using the constant comparative method. Fifty-five primary codes were identified from the respondents' experiences and from these three main themes were abstracted for describing the leadership concept. These were 'personality traits', 'being a model', and 'being a spiritual guide for the nursing profession'. Implementing the culture of patient safety and dignity needs leadership. From Iranian nurse managers' perspectives a leader as a spiritual guide should empower nurses spiritually; it means he/she has a vision for nursing; has clear and explicit objectives; and has a commitment to nursing. Nurses who are confident about the underlying concepts of leadership in their culture can help to adapt nursing to an ever-changing healthcare environment.
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The Levels of Leadership and Transcendent Servant Leadership Development
McClellan, Jeffrey L.
2009-01-01
This paper addresses the challenges associated with defining and conceptualizing leadership amidst the plethora of theoretical constructs and definitions of leadership and proposes a model for developing transcendent servant-leaders. Based on a review of the literature, three categorical levels of leadership are outlined and discussed that…
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Leadership of education psychological services: fit for purpose?
Booker, Roger
2013-01-01
At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of complexity and rapid change, a primary focus on the head of service is outdated; there should instead be a focus to develop the leadership capacity of the service as a whole. Key constructs considered are systems thinking, social identity, authenticity, and leadership as social construction. PMID:26157196
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Leadership in Academic Health Centers: Transactional and Transformational Leadership.
Smith, Patrick O
2015-12-01
Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions. Transactional leadership approaches are traditionally used in AHCs and this commentary suggests that movement toward a transformational approach is a performance improvement opportunity for AHC leaders. This commentary describes the transactional and transformational approaches, how they complement each other, and how to access the transformational approach. Drawing on behavioral sciences, suggestions are made on how a transactional leader can change her cognitions to align with the four dimensions of the transformational leadership approach.
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Snodgrass, Jeff; Shachar, Mickey
2008-01-01
This research study investigated the relationship between faculty perceptions of occupational therapy program directors' leadership styles and outcomes of leadership and the effects of moderating demographic and institutional characteristics. Data for this study were collected utilizing the Multifactor Leadership Questionnaire Form 5X and the self-designed Demographic and Institution Questionnaire. The study working sample included 184 graduate occupational therapy faculty members from 98 (65%) of all accredited academic occupational therapy programs in the United States for the 2005-06 academic year. Major findings from the study indicate that, in general, transformational leadership had a significant (p leadership outcomes whereas transactional leadership had a significant (p leadership attribute (although belonging to the transactional leadership construct) was found to be a positive predictor of leadership outcomes. Demographic and institutional characteristics did not have a significant (p > 0.01) influence on perceived leadership styles and leadership outcomes. The results of this research show that the most effective occupational therapy leaders in academia have been found to be those who adopt and utilize a full range of leadership styles that combine both transformational and transactional contingent reward leadership styles and suggest common effectiveness for other allied health fields.
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SIMILARITIES AND DIFFERENCES BETWEEN MANAGEMENT AND LEADERSHIP
Directory of Open Access Journals (Sweden)
VIRGIL POPOVICI
2012-06-01
Full Text Available Management is the process of setting and achieving organizational goals through its functions: forecasting, organization, coordination, training and monitoring-evaluation.Leadership is: the ability to influence, to make others follow you, the ability to guide, the human side of business for "teacher". Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.Other considerations emphasize aspects that separate management of leadership, calling them twocompletely different processes.The words manager and lider are very often used to designate the same person who leads, however, they represent different realities and the main difference arises form the way in which people around are motivated.The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling. A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people behind him.Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts.Leadership is the main component of change, providing vision, and dedication necessary for its realization. Leadership is a skill that is formed by education, experiences, interaction with people and inspiring, of course, practice. Effective leadership depends largely on how their leaders define, follow and share the vision to followers.Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs
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Temporal and contextual consistency of leadership in homing pigeon flocks.
Directory of Open Access Journals (Sweden)
Carlos D Santos
Full Text Available Organized flight of homing pigeons (Columba livia was previously shown to rely on simple leadership rules between flock mates, yet the stability of this social structuring over time and across different contexts remains unclear. We quantified the repeatability of leadership-based flock structures within a flight and across multiple flights conducted with the same animals. We compared two contexts of flock composition: flocks of birds of the same age and flight experience; and, flocks of birds of different ages and flight experience. All flocks displayed consistent leadership-based structures over time, showing that individuals have stable roles in the navigational decisions of the flock. However, flocks of balanced age and flight experience exhibited reduced leadership stability, indicating that these factors promote flock structuring. Our study empirically demonstrates that leadership and followership are consistent behaviours in homing pigeon flocks, but such consistency is affected by the heterogeneity of individual flight experiences and/or age. Similar evidence from other species suggests leadership as an important mechanism for coordinated motion in small groups of animals with strong social bonds.
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Taking the Reins: Preservice Teachers Practicing Leadership
Dunlap, Karen; Hansen-Thomas, Holly
2011-01-01
What makes the difference between a good teacher and a great one? Knowing one's content is important, but having strong leadership skills can tip the scales from mediocrity to excellence. The best time to begin practicing being a teacher leader is during the preservice years. By practicing leadership skills, one can begin to view oneself not only…
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Analisis Dampak Servant Leadership Terhadap Competitive Advantage
Oktavia, Pek Nike
2014-01-01
Penelitian ini bertujuan untuk mengetahui apakah terdapat dampak antara Servant Leadership terhadap Competitve Advantage, Employee Empowerment dan Organizational Learning. Variabel Servant Leadership diukur dari lima indikator, yaitu altruistic calling, emotional healing, wisdom, persuasive mapping, dan organizational stewardship. Variabel Competitive Advantage diukur dari lima indikator, yaitu price/cost, quality, delivery dependability, time to market, dan product innovation. Variabel Emplo...
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Science Teacher Leadership: Learning from a Three-Year Leadership Program
Luft, Julie A.; Dubois, Shannon L.; Kaufmann, Janey; Plank, Larry
2016-01-01
Teachers are professional learners and leaders. They seek to understand how their students learn, and they participate in programs that provide new instructional skills, curricular materials, and ways to become involved in their community. This study follows a science teacher leadership program over a three-year period of time. There were…
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Directory of Open Access Journals (Sweden)
Inga Minelgaite Snaebjornsson
2015-05-01
Full Text Available Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline toward operationalization of the model. The model includes the potential of dissonance between male expectations as a dominating leadership role and female leadership. This might serve as an explanation as to why in some cases women are not seen as successful as men when they adopt a masculine leadership style. The article seeks to advance cross-cultural leadership theory by focusing on expected gendered leadership behavior. Our ideas and model could eventually contribute to the advancement of leadership theory, as well as contributing to gender studies, cross-cultural leadership, and business communication.
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Malloch, Kathy; Melnyk, Bernadette Mazurek
2013-01-01
The work of health care reform and revolution requires leadership competencies that integrate the digital realities of time, space, and media. Leadership skills and behaviors of command, control, and directing from predigital times are no longer effective, given the impacts of the digital changes. Developing leadership competence in evidence-driven processes, facilitation, collaborative teamwork, and instilling a sense of urgency is the work of today's executive leaders. Ten competencies necessary for contemporary executive leadership are presented in this article.
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Dialogue on leadership development
Directory of Open Access Journals (Sweden)
C. Manohar Reddy
2015-03-01
Full Text Available Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive understanding vs. deeper internalization vs. transformation would impact the design; the need to synthesize Western and Indian approaches to leadership development; and the importance of designing coherent leadership development programmes which combine multiple methods and approaches.
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Emerging Leadership Experiences: A Study of Lived Leadership Origins
Burgett, Michael J.
2012-01-01
This phenomenological study of the lived experience of leadership emergence was initiated to answer the question, "Where does leadership come from?" Leadership emergence was explored as the result of a nexus of contextual and structural influences. In response to these questions, a sample of leaders from a metropolitan area in a…
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What Do We Mean by Library Leadership? Leadership in LIS Education
Phillips, Abigail L.
2014-01-01
Leadership is an often-misunderstood word, especially in the context of libraries. With multiple definitions for the word "leadership" and vast numbers of leadership styles, it can be difficult to identity what exactly is meant when discussing library leadership. This literature review brings together 10 years of scholarly research on…
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2011-02-16
leadership theories and connect these age old theories to what the Army believes is needed in the 21st century Army leader. The...effective leader. 15. SUBJECT TERMS Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager 16. SECURITY...TERMS: Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager CLASSIFICATION: Unclassified The purpose
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2013-03-01
Negative Leadership by Colonel David M. Oberlander United States Army United States Army War...SUBTITLE Negative Leadership 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Colonel David M...Dr. Richard C. Bullis Department of Command Leadership , and Management 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING
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Leadership and priority setting: the perspective of hospital CEOs.
Reeleder, David; Goel, Vivek; Singer, Peter A; Martin, Douglas K
2006-11-01
The role of leadership in health care priority setting remains largely unexplored. While the management leadership literature has grown rapidly, the growing literature on priority setting in health care has looked in other directions to improve priority setting practices--to health economics and ethical approaches. Consequently, potential for improvement in hospital priority setting practices may be overlooked. A qualitative study involving interviews with 46 Ontario hospital CEOs was done to describe the role of leadership in priority setting through the perspective of hospital leaders. For the first time, we report a framework of leadership domains including vision, alignment, relationships, values and process to facilitate priority setting practices in health services' organizations. We believe this fledgling framework forms the basis for the sharing of good leadership practices for health reform. It also provides a leadership guide for decision makers to improve the quality of their leadership, and in so doing, we believe, the fairness of their priority setting.
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Dialogue on leadership development
Reddy, C Manohar; Srinivasan, Vasanthi
2015-01-01
Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive...
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Drug-resistant tuberculosis: time for visionary political leadership.
Abubakar, Ibrahim; Zignol, Matteo; Falzon, Dennis; Raviglione, Mario; Ditiu, Lucica; Masham, Susan; Adetifa, Ifedayo; Ford, Nathan; Cox, Helen; Lawn, Stephen D; Marais, Ben J; McHugh, Timothy D; Mwaba, Peter; Bates, Matthew; Lipman, Marc; Zijenah, Lynn; Logan, Simon; McNerney, Ruth; Zumla, Adam; Sarda, Krishna; Nahid, Payam; Hoelscher, Michael; Pletschette, Michel; Memish, Ziad A; Kim, Peter; Hafner, Richard; Cole, Stewart; Migliori, Giovanni Battista; Maeurer, Markus; Schito, Marco; Zumla, Alimuddin
2013-06-01
Two decades ago, WHO declared tuberculosis a global emergency, and invested in the highly cost-effective directly observed treatment short-course programme to control the epidemic. At that time, most strains of Mycobacterium tuberculosis were susceptible to first-line tuberculosis drugs, and drug resistance was not a major issue. However, in 2013, tuberculosis remains a major public health concern worldwide, with prevalence of multidrug-resistant (MDR) tuberculosis rising. WHO estimates roughly 630 000 cases of MDR tuberculosis worldwide, with great variation in the frequency of MDR tuberculosis between countries. In the past 8 years, extensively drug-resistant (XDR) tuberculosis has emerged, and has been reported in 84 countries, heralding the possibility of virtually untreatable tuberculosis. Increased population movement, the continuing HIV pandemic, and the rise in MDR tuberculosis pose formidable challenges to the global control of tuberculosis. We provide an overview of the global burden of drug-resistant disease; discuss the social, health service, management, and control issues that fuel and sustain the epidemic; and suggest specific recommendations for important next steps. Visionary political leadership is needed to curb the rise of MDR and XDR tuberculosis worldwide, through sustained funding and the implementation of global and regional action plans. Copyright © 2013 World Health Organization. Published by Elsevier Ltd/Inc/BV. All rights reserved. Published by Elsevier Ltd. All rights reserved.
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Twenty Years of Women's Leadership: Have We Come "A Long Way, Baby?"
Boatman, Sara A.
2007-01-01
I'd like to share with you some thoughts from my last 20 years of leadership study and what I've come to understand during this time about women in relationship to leadership. Consider these remarks personal reflections on some of what has been written and discussed about leadership and especially about how women relate to leadership. Let's wonder…
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Return on investment in healthcare leadership development programs.
Jeyaraman, Maya M; Qadar, Sheikh Muhammad Zeeshan; Wierzbowski, Aleksandra; Farshidfar, Farnaz; Lys, Justin; Dickson, Graham; Grimes, Kelly; Phillips, Leah A; Mitchell, Jonathan I; Van Aerde, John; Johnson, Dave; Krupka, Frank; Zarychanski, Ryan; Abou-Setta, Ahmed M
2018-02-05
Purpose Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of leadership development programs. To ensure a return on the huge investments made, evidence-based approaches are needed to assess the impact of leadership on health-care establishments. As a part of a pan-Canadian initiative to design an effective evaluative instrument, the purpose of this paper was to identify and summarize evidence on health-care outcomes/return on investment (ROI) indicators and metrics associated with leadership quality, leadership development programs and existing evaluative instruments. Design/methodology/approach The authors performed a scoping review using the Arksey and O'Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail. Originality/value This review provides a snapshot in time of the current evidence on ROI indicators and metrics associated with leadership. Summarized ROI indicators and metrics can be used to design an effective evaluative instrument to assess the impact of leadership on health-care organizations.
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Leadership Responsibilities of Professionals
Mitstifer, Dorothy I.
2014-01-01
This paper introduces a leadership development model that raises the question "Leadership for what?" Leadership is about going somewhere-personally and in concert with others-in an organization. Although leadership, especially position (elected or appointed) leadership, often is discussed in terms of leader qualities and skills, the…
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Jourian, T J; Simmons, Symone L
2017-06-01
Focusing on emerging literature on trans* and gender-nonconforming students and their leadership, this chapter outlines the ways trans* students are engaged in leadership in educational institutions and outside of them and discusses implications for staff and faculty regarding how to support and engage these students and their leadership. © 2017 Wiley Periodicals, Inc., A Wiley Company.
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Leadership and adolescent girls: a qualitative study of leadership development.
Hoyt, Michael A; Kennedy, Cara L
2008-12-01
This research investigated youth leadership experiences of adolescent girls who participated in a comprehensive feminist-based leadership program. This qualitative study utilized a grounded theory approach to understand changes that occurred in 10 female adolescent participants. The words of the participants revealed that initially they viewed leadership in traditional terms and were hesitant to identify themselves as leaders or to see themselves included within their concepts of leadership. Following the program their view of leadership expanded and diversified in a manner that allowed for inclusion of themselves within it. They spoke with greater strength and confidence and felt better positioned and inspired to act as leaders. Participants identified having examples of women leaders, adopting multiple concepts of leadership, and participating in an environment of mutual respect and trust as factors that contributed to their expanded conceptualization.
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Spiritual leadership at the workplace: Perspectives and theories.
Meng, Yishuang
2016-10-01
Leadership has always been an area of interest since time immemorial. Nevertheless, scientific theories regarding leadership started to appear only from the beginning of the 20th century. Modern theories of leadership such as strategic leadership theory emerged as early as the 1980s when outdated theories of behavioral contingency were questioned, resulting in the beginning of a shift in focus leading to the emergence of modern theories hypothesizing the importance of vision, motivation and value-based control of clan and culture. Value-driven clan control emphasizes the importance of the role played by employees in a rapidly changing work environment. Therefore, the 21st century marked the rise of the need to establish a culture driven by values, inspiring the workforce to struggle and strongly seek a shared vision. This can be accomplished by an effective and motivating leadership.
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Leadership: professional communities of leadership practice in post-compulsory education
Jameson, Jill
2008-01-01
Summary: This is a paper that reviews and outlines the academic basis behind leadership in the post-compulsory setting.\\ud Description: Leadership has been for some years a key area of strategic and operational importance in the UK post-compulsory sector - this publication aims to addresss some of the issues surrounding this topic. It discusses theories and definitions of leadership, leader professionalism and post-compulsory education. A collaborative model of professional leadership is reco...
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Jalil, Rozh; Soukup, Tayana; Akhter, Waseem; Sevdalis, Nick; Green, James S A
2018-03-03
High-quality leadership and chairing skills are vital for good performance in multidisciplinary tumor boards (MTBs), but no instruments currently exist for assessing and improving these skills. To construct and validate a robust instrument for assessment of MTB leading and chairing skills. We developed an observational MTB leadership assessment instrument (ATLAS). ATLAS includes 12 domains that assess the leadership and chairing skills of the MTB chairperson. ATLAS has gone through a rigorous process of refinement and content validation prior to use to assess the MTB lead by two urological surgeons (blinded to each other) in 7 real-live (n = 286 cases) and 10 video-recorded (n = 131 cases) MTBs. ATLAS domains were analyzed via descriptive statistics. Instrument content was evaluated for validity using the content validation index (CVI). Intraclass correlation coefficients (ICCs) were used to assess inter-observer reliability. Instrument refining resulted in ATLAS including the following 12 domains: time management, communication, encouraging contribution, ability to summarize, ensuring all patients have treatment plan, case prioritization, keeping meeting focused, facilitate discussion, conflict management, leadership, creating good working atmosphere, and recruitment for clinical trials. CVI was acceptable and inter-rater agreement adequate to high for all domains. Agreement was somewhat higher in real-time MTBs compared to video ratings. Concurrent validation evidence was derived via positive and significant correlations between ATLAS and an established validated brief MTB leadership assessment scale. ATLAS is an observational assessment instrument that can be reliably used for assessing leadership and chairing skills in cancer MTBs (both live and video-recorded). The ability to assess and feedback on team leader performance provides the ground for promotion of good practice and continuing professional development of tumor board leaders.
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Boyce, Jared; Bowers, Alex J.
2018-01-01
Purpose: Instructional leadership has been an active area of educational administration research over the past 30 years. However, there has been significant divergence in how instructional leadership has been conceptualized over time. The purpose of this paper is to present a comprehensive review of 25 years of quantitative instructional…
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1990-12-01
stated these problems -- racism , sexism , drug and alcohol abuse -- were a result of the poor leadership ability in Navymiddle management [Ref. 3... The HRM program instituted a formal course of instruction to teach leadership theories . The leadership training of the Human Resource Management...management practices based on the guidelines developed by W. E. Demming [Ref. 14]. The TQL practice involves integrating management and statistical methods to
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Leading from the heart: caring, love, peace, and values guiding leadership.
Turkel, Marian C
2014-04-01
Contemporary transformational leadership focuses on authentic leadership styles, relational caring, meaningful recognition, creativity, building trust, relationships, participative decision making, dialogue with time for reflection, and innovation. The purpose of this paper is to illuminate how concepts from the unitary transformative paradigm and caring science can be integrated within nursing leadership practice, to invite nurse leaders to make these concepts explicit in their own transformational leadership journey, and to offer ways of reframing traditional organizational language. Practice exemplars are presented to highlight how tenets from caring theory are guiding the practice of nursing leadership.
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Leadership: Making Things Happen.
Sisk, Dorothy A.
This monograph presents activities and guidelines for developing leadership training programs for gifted and talented students. Three theories of leadership are discussed: trait theory which assumes that one is either born with leadership talent or one does not have it; leadership style theory in which the patterns of leadership are categorized as…
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Discovering your authentic leadership.
George, Bill; Sims, Peter; McLean, Andrew N; Mayer, Diana
2007-02-01
The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.
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anonymous
2001-01-01
Leadership in a community of 30,000 offers lessons to all of us on vision, responsibility and character. See how the leaders of Garden City, Kansas deal with challenges that many communities face. This issue also provides information about leadership and Community Affairs resources.
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Surfacing the Iceberg of Leadership: A New Taxonomy of Leadership Concepts and Theories
Kaufman, EK; Cletzer, DA
2017-01-01
Leadership scholars have long sought to impose order on the numerous theories in leadership literature. While mid-level theories abound, no taxonomy exists to provide hierarchy and a mechanism for explaining how theories interrelate. This poster offers a new taxonomy for organizing leadership theories and concepts based on the metaphor of an iceberg. It invites leadership scholars to vet their own leadership courses and undergraduate leadership programs to determine the depth to which they ex...
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Identifying Inputs to Leadership Development within an Interdisciplinary Leadership Minor
McKim, Aaron J.; Sorensen, Tyson J.; Velez, Jonathan J.
2015-01-01
Researchers conducted a qualitative analysis of students' experiences while enrolled in an interdisciplinary leadership minor with the intent to determine programmatic inputs that spur leadership development. Based on students' reflections, three domains of programmatic inputs for leadership development within the minor were identified. These…
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Taxonomy of Trauma Leadership Skills : A Framework for Leadership Training and Assessment
Leenstra, Nico F; Jung, Oliver C; Johnson, Addie; Wendt, Klaus W; Tulleken, Jaap E
PURPOSE: Good leadership is essential for optimal trauma team performance, and targeted training of leadership skills is necessary to achieve such leadership proficiency. To address the need for a taxonomy of leadership skills that specifies the skill components to be learned and the behaviors by
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DEFF Research Database (Denmark)
Hertel, Frederik; Fast, Alf Michael
2018-01-01
Is leadership a result of inheritance or is it something one learns during formal learning in e.g. business schools? This is the essential question addressed in this article. The article is based on a case study involving a new leader in charge of a group of profession practitioners. The leader...... promotes his leadership as a profession comparable to the professions of practitioners. This promotion implies that leadership is something one can and probably must learn during formal learning. The practitioners on the other hand reject this comprehension of leadership and long for a fellow practitioner...... to lead the organization. While asked they are unable to describe how, where and when they think a practitioner develops leadership skills necessary for leading fellows. In the following we will start analysing the case in order to comprehend and discuss both the professional leaders and the practitioners...
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Understanding veterinary leadership in practice.
Pearson, Caroline Elizabeth; Butler, Allan J; Murray, Yaqub Paul
2018-04-21
The Vet Futures Report has identified 'exceptional leadership' as a key ambition for the long-term sustainability of the industry. This research investigates what it is like to be a veterinary surgeon in an in-practice leadership position, applying the qualitative methodology of interpretative phenomenological analysis. Through the researchers' interpretation of the seven participants' stories of their leadership experiences, the study advances understanding of the work environment, underlying motivations and the perceived responsibilities of veterinary leaders. Findings suggest, for many, a struggle in transition to leader positions, improving with time. The increase in pace of work is relayed by participants, with an ongoing, and unchallenged, work-life imbalance. The vets involved are highly motivated, driven by enjoyment of their jobs, a desire for self-determination and a need to make a difference. Relationships form the core of the perceived responsibilities, and yet are identified as the greatest day-to-day challenge of leadership. This study offers a valuable insight for veterinary surgeons, suggesting the industry could benefit from pausing and reflecting on behaviours. With a greater understanding of the complexity of leadership and followership, progress can be made to enact positive changes for the future. © British Veterinary Association (unless otherwise stated in the text of the article) 2018. All rights reserved. No commercial use is permitted unless otherwise expressly granted.
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Reynolds, Kae
2011-01-01
Although numerous women have contributed essays and research on servant-leadership there is still a considerable gap in literature addressing feminist perspectives and issues of gender in servant-leadership. This theoretical paper attempts to fill that gap by presenting a discussion of servant-leadership that is informed through feminist…
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Exploring the Role of Leadership in Corporate Social Responsibility
DEFF Research Database (Denmark)
Strand, Robert
2011-01-01
Leadership as demonstrated by today's corporate leaders has been called into question. In the aftermath of corporate scandals and global financial crisis, many people today desire leadership that promotes the ideals of corporate social responsibility (CSR). At the present time there exists...
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It's about the Leadership: The Importance of Women Leaders Doing Leadership for Women
Vongalis-Macrow, Athena
2016-01-01
What do a group of female leadership aspirants think about female leadership? This question and the subsequent discussion broach a sensitive topic about how women respond to female leadership and whether this differs from that of male leadership. This article investigates female leadership through the experiences of a group of female leadership…
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Molero, Fernando; Cuadrado, Isabel; Navas, Marisol; Morales, J Francisco
2007-11-01
This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).
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Servant leadership: An urgent style for the current political leadership in South Africa
Directory of Open Access Journals (Sweden)
Mookgo S. Kgatle
2018-05-01
Full Text Available The aspects of the political leadership in South Africa discussed in this article include, among others, abuse of power, corruption and lack of public accountability. In response to these aspects, the article demonstrates that servant leadership is an urgent style for the current state of political leadership in South Africa. The article discusses key aspects of the current political leadership in South Africa as a point of departure. The article also discusses the theological foundation and key principles of servant leadership in order to apply them to the current state of political leadership in South Africa Intradisciplinary and/or interdisciplinary implications: Servant leadership principles as outlined from a theological point of view are applied to the aspects of political leadership in South Africa.
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The Leader Ship Is Sinking: A Temporal Investigation of Narcissistic Leadership.
Ong, Chin Wei; Roberts, Ross; Arthur, Calum A; Woodman, Tim; Akehurst, Sally
2016-04-01
Individuals higher in narcissism have leader emergent tendencies. The characteristics of their personality suggest, however, that their leadership qualities will decrease over time as a function of group acquaintance. We present data from two studies that provide the first empirical support for this theoretical position within a transformational leadership framework. In Study 1 (N = 112), we tested narcissistic leadership qualities in groups of unacquainted individuals over a 12-week period. In Study 2 (N = 152), we adopted the same protocol with groups of acquainted individuals. In Study 1, narcissism was positively associated with peer-rated leadership during initial group formation but not later. In Study 2, narcissism was not significantly associated with peer-rated leadership during initial group formation and was negatively associated with peer-rated leadership later. In Study 1, transformational leadership mediated the relationship between narcissism and leadership initially but not later on. In Study 2, transformational leadership failed to mediate the relationship between narcissism and leadership throughout the study. Despite enjoying a honeymoon period of leadership, the appeal and attractiveness of the narcissistic leader rapidly wane. This decline is explained in part by their changing transformational leadership qualities. © 2014 Wiley Periodicals, Inc.
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Leadership in Canadian urology: what is the right stuff?
Robinson, Michael; Macneily, Andrew; Afshar, Kourosh; McInnes, Colin; Lennox, Peter; Carr, Nicholas; Skarlicki, Daniel; Masterson, John; Arneja, Jugpal
2013-01-01
There are little data characterizing leadership roles within Canadian Urology. The importance of these positions in urology underscores the need for further investigation to provide insight for recruitment, development, and success. All Canadian Urology Program Directors and Division/Department Heads were invited to complete an online leadership survey as part of a larger national cohort from 11 other surgical specialties. Response rate was 62% (13/21), the majority of whom were Caucasian (77%) and male (92%). Only 8% of respondents in urology hold an advanced degree compared with 45% in other specialties. Additional leadership training was done by 54% of the respondents. Residency was completed in Canada by 92%, but 62% completed fellowships abroad. A majority reported no well-defined job description for their role (54%). The top responsibility reported by leaders was mentoring residents (67%), followed by advising staff (62%). Excellence in patient care and teaching were seen as the most important professional characteristics, whereas integrity was the personal quality felt most important. Leaders reported 17% of their income came from their leadership role, equivalent to the time required for position duties (19%). "Time management" was listed as the greatest challenge faced (54%). Leadership style was reported as "democratic" by 92%. Leaders in urology most often self-rated their leadership skills lower than leaders from other surgical specialties (7 vs 8/10). Positions of leadership in urology are disproportionately represented by Caucasian males and comparatively few hold relevant advanced degrees. Excellence in the areas of teaching and patient care, and high personal integrity are felt to be the most important characteristics for success. Time management issues are viewed as the greatest challenge. These preliminary data may prove useful for the mentoring, recruitment, and success of future leaders in our specialty. Copyright © 2013 Association of Program
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Improving School Leadership. Volume 2: Case Studies on System Leadership
Hopkins, David, Ed.; Nusche, Deborah, Ed.; Pont, Beatriz, Ed.
2008-01-01
This book explores what specialists are saying about system leadership for school improvement. Case studies examine innovative approaches to sharing leadership across schools in Belgium (Flanders), Finland and the United Kingdom (England) and leadership development programmes for system improvement in Australia and Austria. As these are emerging…
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The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy
Allen, George P.; Moore, W. Mark; Moser, Lynette R.; Neill, Kathryn K.; Sambamoorthi, Usha; Bell, Hershey S.
2016-01-01
A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy.
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The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy.
Allen, George P; Moore, W Mark; Moser, Lynette R; Neill, Kathryn K; Sambamoorthi, Usha; Bell, Hershey S
2016-09-25
A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy.
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Educational Leadership in China: Contexts and Issues
Institute of Scientific and Technical Information of China (English)
John C. K. LEE,; Nicholas S. K. PANG
2011-01-01
Introduction Educational leaders serve as important anchors,providing guidance in times of change,and being responsible for the accomplishment of educational goals.Leaders and administrators occupy positions in which they are expected to exert leadership,a process of social influence (Gamage & Pang,2003).The primary importance of educational leadership for the success of any educational institution and educational reform is universally recognized.Why do some teams and schools,as well as policies and reforms,succeed while others fail? The credit or blame tends to be assigned to the principals,administrators,curriculum or educational leaders involved.Not surprisingly,educational leadership continues to be an important area in the field of education,attracting much attention.It has been the subject of a large number of publications in the West.Comparatively,educational leadership in the East including China has been largely neglected in English language publications.
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Women in Leadership in Higher Education: Leadership Styles and the "Glass Ceiling"
Michael, Rebecka
2013-01-01
Women in upper-level leadership positions in higher education are underrepresented. This study examined the predominant leadership styles of women who have achieved upper-level leadership positions in higher education explored intentional changes in their leadership styles. Primarily, the study sought to determine if these leaders had similar…
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Surgeons' Leadership Styles and Team Behavior in the Operating Room
Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C
2016-01-01
Background The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards, whereas transformational (team-oriented) leaders inspire performance beyond expectations. Study Design We video-recorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon-researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information-sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (MLQ) was correlated with surgeon behavior (SLI) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. Results All surgeons scored similarly on transactional leadership (2.38-2.69), but varied more widely on transformational leadership (1.98-3.60). Each 1-point increase in transformational score corresponded to 3× more information-sharing behaviors (psupportive behaviors (pleadership and its impact on team performance in the OR. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development therefore has the potential to improve the efficiency and safety of operative care. PMID:26481409
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Leadership and organizational ethics: the three dimensional African perspectives.
Mathooko, Jude Mutuku
2013-01-01
This paper addresses the past, present and future aspects of African leadership and organizational ethics that have, are and will be key for any organization to sustain its systems and structures. Organizational ethics revolves around written and/or unwritten guidelines, ethical values, principles, rules and standards, that are drawn from the harmonious coexistence with the biosphere and it is how these elements are applied that dictates the style of leadership and the ethical thinking of the leaders. Africa has a wide range of complexities which are compounded by, inter alia, tribal divisiveness, selfish leadership, wealth inequality, and massive unemployment. Africans tend to draw their leadership and ethical practices and reflections from the events in the environment with which they have interacted for many years. However, in order to fully address and understand the African perspective in leadership and organizational ethics, a broad comprehension of the African diverse and complex landscape is needed through unravelling of the three dimensional existence of the people. African ethics, developed over time, unifies organizations and leadership since it is part of life and is practised, sub-consciously or unconsciously, by the people as they transform from one practice to the other, and during intergenerational transitions. Globalization, liberalization, technological changes and advancement, and market changes are rapidly transforming the environment in which organizations operate. In such a situation, an effective and true leader cannot be rigid but should be flexible, with the ability to use different leadership styles whenever the situation calls for it. Only those leaders with a three-dimensional perspective live inspiring lives, live with a cause and adopt organizational ethics and leadership styles that will stand the test of time. Despite Africa being the cradle of humankind, leadership and organizational ethics is still in its infancy and wanting, even
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Price leadership within a marketing channel: A cointegration study
Kuiper, W.E.; Meulenberg, M.T.G.
2004-01-01
Building upon a multiple-product channel structure, this paper develops a model to test channel price leadership on the basis of time series observations on retail and wholesale prices and using absence of double marginalisation as a criterion for channel price leadership. The model studies
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[Ir]responsible leadership: addressing management and leadership curricula biases
Martins, Lola-Peach; De Four-Babb, Joyanne; Lazzarin, Maria de Lourdes; Pawlik, Joanna
2016-01-01
Irresponsible leadership (IL) research vis-a-vis curricular development in management education receives a modicum of attention, particularly in comparison to responsible leadership (RL). At best, IL is embedded in topics such as leadership and management development, corporate social responsibility (CSR) or business ethics. \\ud \\ud The report problematizes IL embeddedness and examines irresponsible leader behaviors and practices, particularly through the lens of multinational corporations (M...
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Blumenthal, Daniel M; Bernard, Ken; Bohnen, Jordan; Bohmer, Richard
2012-04-01
All clinicians take on leadership responsibilities when delivering care. Evidence suggests that effective clinical leadership yields superior clinical outcomes. However, few residency programs systematically teach all residents how to lead, and many clinicians are inadequately prepared to meet their day-to-day clinical leadership responsibilities. The purpose of this article is twofold: first, to make the case for the need to refocus residency education around the development of outstanding "frontline" clinical leaders and, second, to provide an evidence-based framework for designing formal leadership development programs for residents. The authors first present a definition of clinical leadership and highlight evidence that effective frontline clinical leadership improves both clinical outcomes and satisfaction for patients and providers. The authors then discuss the health care "leadership gap" and describe barriers to implementing leadership development training in health care. Next, they present evidence that leaders are not just "born" but, rather, can be "made," and offer a set of best practices to facilitate the design of leadership development programs. Finally, the authors suggest approaches to mitigating barriers to implementing leadership development programs and highlight the major reasons why health care delivery organizations, residency programs, and national accreditation bodies must make comprehensive leadership education an explicit goal of residency training.
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The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy
Allen, George P.; Moore, W. Mark; Neill, Kathryn K.; Sambamoorthi, Usha; Bell, Hershey S.
2016-01-01
A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy. PMID:27756921
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Leadership, excellence, creativity and innovation
Coulson-Thomas, Colin
2016-01-01
Raises questions about the meaning, purpose and practice of contemporary leadership in relation to excellence, creativity and innovation, covering leadership qualities, the context and requirements of leadership, leadership at different stages of development, creativity and innovation, CEOs and top down leadership, entrepreneurship and shared leadership, leading the network organisation, shared and collective leadership, the role and contribution of boards, key questions for boards, leadershi...
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Effects of RN Age and Experience on Transformational Leadership Practices.
Herman, Susan; Gish, Mary; Rosenblum, Ruth; Herman, Michael
2017-06-01
This study reported the evolution of transformational leadership (TL) practices and behaviors across years of age, management experience, and professional nursing practice within a professional nursing leadership organization. Recent studies of CNO TL found valuations peak near age 60 years. This study reported on a wider range of management positions, correlating years of RN practice and management experience and age to TL metrics. This study used Kouzes and Posner's Leadership Practices Inventory-Self-Assessment (LPI-S) to survey a nursing leadership organization, the Association of California Nurse Leaders (ACNL). Anonymous responses were analyzed to identify leadership trends in age and years of professional service. On average, LPI-S metrics of leadership skills advance through years of management, RN experience, and age. The TL scores are statistically higher in most LPI-S categories for those with more than 30 years of RN or management experience. Decade-averaged LPI-S TL metrics in the ACNL survey evolve linearly throughout age before peaking in the decade from age 60 to 69 years. A similar evolution of TL metrics is seen in decades of either years of management experience or years of RN experience. Transformational leadership increased with nursing maturity particularly for LPI-S categories of "inspire a shared vision," "challenge the process," and "enable others to act." In the ACNL population studied, decade-averaged leadership metrics advanced. Leadership evolution with age in the broader RN population peaked in age bracket 60 to 69 years. The LPI-S averages declined when older than 70 years, coinciding with a shift from full-time work toward retirement and part-time employment.
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Directory of Open Access Journals (Sweden)
Judita Peterlin
2015-12-01
Full Text Available This conceptual paper explores the implications of servant leadership and sustainable leadership for strategic decision making by the top management of an organization. It is argued that a different type of leadership is required if effective strategic decisions are to be made in organizations striving to become more sustainable and that servant leadership and sustainable leadership approaches provide a sound basis to inform these decisions. The contributions of these two leadership approaches are explored, before considering the implications for leadership development. Particularly, the inclusion in leadership development programmes of values based leadership, and the development of integrative thinking, is discussed.
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Grossman, Greg; Sharf, Ruth
2018-01-01
We examined a large multi-year undergraduate leadership development program (LDP) across seven universities and used an integrated framework of transformational leadership and situational judgment tests (SJTs) during a critical and formative period of leadership development. This study was the first to show a significant relationship between…
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West, Cathie E.
2011-01-01
To improve student achievement schools need the leadership of knowledgeable, highly skilled, and visionary principals and superintendents. Exemplary school leadership doesn't develop in isolation, however. Strong leadership grows from dynamic, collaborative, and intentional interactions between superintendents and their principals. These savvy…
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Leadership rounds to reduce health care-associated infections.
Knobloch, Mary Jo; Chewning, Betty; Musuuza, Jackson; Rees, Susan; Green, Christopher; Patterson, Erin; Safdar, Nasia
2018-03-01
Evidence-based guidelines exist to reduce health care-associated infections (HAIs). Leadership rounds are one tool leaders can use to ensure compliance with guidelines, but have not been studied specifically for the reduction of HAIs. This study examines HAI leadership rounds at one facility. We explored unit-based HAI leadership rounds led by 2 hospital leaders at a large academic hospital. Leadership rounds were observed on 19 units, recorded, and coded to identify themes. Themes were linked to the Consolidated Framework for Implementation Research and used to guide interviews with frontline staff members. Staff members disclosed unit-specific problems and readily engaged in problem-solving with top hospital leaders. These themes appeared over 350 times within 22 rounds. Findings revealed that leaders used words that demonstrated fallibility and modeled curiosity, 2 factors associated with learning climate and psychologic safety. These 2 themes appeared 115 and 142 times, respectively. The flexible nature of the rounds appeared to be conducive for reflection and evaluation, which was coded 161 times. Each interaction between leaders and frontline staff can foster psychologic safety, which can lead to open problem-solving to reduce barriers to implementation. Discovering specific communication and structural factors that contribute to psychologic safety may be powerful in reducing HAIs. Published by Elsevier Inc.
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Alabdulhadi, A.; Schyns, B.; Staudigl, L.F.
2017-01-01
For over a hundred years, leadership has been an interesting topic for scholars and practitioners who try to understand what makes a good leader and effective leadership. Even today, the word "leadership" appears in the media almost every day and seems to remain in the centre of attention at least in the foreseeable future. This is due to the inherent belief that leadership is important for organisations and individuals to overcome challenges and make positive outcomes materialise. However, a...
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Leadership of Education Psychological Services: Fit for Purpose?
Booker, Roger
2013-01-01
At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of…
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Directory of Open Access Journals (Sweden)
Lynette Louw
2017-11-01
Full Text Available Orientation: Effective leadership is critical to the survival and growth of organisations. For such leadership to be realised, organisational leaders need to be competent in transformational leadership, which is described as a situation in which the leader and followers empower and shape each other’s behaviour to attain a desired goal. Research purpose: The purpose of this study is to empirically test the relationship between transformational leadership competency and leadership effectiveness in Kenyan indigenous banks. Motivation for this study: In spite of the fact that indigenous banks have been performing better recently, their overall poor performance is cause for concern. This study was motivated by a desire to establish the extent to which the recent improvement is attributable to transformational leadership competency and effectiveness. It is also anticipated that this investigation can highlight aspects of leadership which require more attention in order to sustain improved performance. Research design, approach and method: The study utilised a survey method to collect both quantitative and qualitative data while probability and non-probability techniques were used to sample target population. With 494 respondents targeted in the study, 257 responses were received and analysed. Data analysis was performed using structural equation modelling with Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for testing relationships. Main findings: The overall findings confirm that a strong relationship exists between transformational leadership competencies and leadership effectiveness among the leaders of the indigenous banks in Kenya. Practical/managerial implication: Based on the findings of this study, Kenyan indigenous banks are able to identify specific and essential transformational leadership competencies and leadership effectiveness attributes. Contribution: The study has identified that
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Ebadifard Azar, Farbod; Sarabi Asiabar, Ali
2015-01-01
Effective leadership is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective leadership. The aim of this study was to evaluate hospital managers' leadership style through selfassessment and to determine the correlation between leadership styles with healthcare executives' leadership readiness and leadership effectiveness. In this cross-sectional study a self-administered questionnaire completed by all internal healthcare executives of all teaching and non-teaching hospitals affiliated to Iran University of Medical Sciences. Questionnaire was composed to determine demographic information, leadership style questions, leadership effectiveness and leadership readiness. Descriptive statistics and Pearson correlation coefficient were used for data analysis. According to the findings, the dominant style of healthcare executives was transformational leadership style (with a score of 4.34). The leadership effectiveness was estimated at about 4.36 that shows the appropriate level of leadership effectiveness. There was a significant correlation (correlation coefficient of 0.244) between leadership readiness and transformational leadership style (pleadership effectiveness with transformational (0.051) and transactional (0.216) styles. There was a correlation between leadership readiness and leadership effectiveness with leadership styles. Application of this research will be crucial to universities and healthcare executives. This study suggests that strengthening the scientific basis is essential for leadership readiness and leadership effectiveness in healthcare system.
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2012-12-14
labeled as toxic, can he or she be rehabilitated?; Are there leadership styles that can be promoted to combat toxic leadership?; and Are the senior...examines leadership styles that are favorable for female leaders, and offers Transformational/Adaptive leadership as a style promising rehabilitative tools
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1999-04-01
K, eds, Leadership in Education 1994-1995: A Source Book, (Greensboro, NC: Center for Creative Leadership, 1995). Freeman, Frank H., Knott, Katherine...B., and Schwartz, Mary K, eds, Leadership in Education 1996-1997, vol 2: A Source Book (Greensboro, NC: Center for Creative Leadership, 1996
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Securing a (New) Seat at the Table: Distributed Leadership and School Psychologists
Enz, Ashley; McCullum, Charcelor
2018-01-01
In a time of greater demands on school systems and increased strain on human and material resources, the need for expanded leadership models is becoming increasingly apparent. As a result, educational stakeholders are investing in leadership roles beyond the traditional school administrators, engaging various educators' leadership capacities at…
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Influence of a Hospital-Based, Internal Leadership Development Program on Leadership Effectiveness
Welch-Carre, Elizabeth
2017-01-01
A search on Amazon revealed more than 6,000 books related to leadership development. The Business Source database has more than 700 articles with the word leadership in the title, published between 2005 and 2015. This suggests that leadership is a topic in which many are interested. Clearly, leadership makes a difference in an organization's…
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Person-centred Leadership: a relational approach to leadership derived through action research.
Cardiff, Shaun; McCormack, Brendan; McCance, Tanya
2018-04-21
How does person-centred leadership manifest in clinical nursing. Person-centred practice fosters healthful relationships and is gaining increasing attention in nursing and healthcare, but nothing is known about the influence of a person-centred approach to leadership practice. Most leadership models used in nursing were originally developed outside of nursing. A three year participatory action research study where participant leaders planned, researched and learned from their practice development. After an orientation phase, four action spirals focused on: critical and creative reflective inquiries into leadership practice change; leading the implementation and evaluation of a new nursing system; facilitating storytelling sessions with staff and annually reflecting on personal leadership change. Multiple data gathering methods offered insight into leadership development from several perspectives. Critical and creative thematic data analysis revealed a set of attributes, relational processes and contextual factors that influenced the being and becoming of a person-centred leader. Comparing the findings with nursing leadership literature supports a conceptual framework for person-centred leadership. Person-centred leadership is a complex, dynamic, relational and contextualised practice that aims to enable associates and leaders achieve self-actualisation, empowerment and wellbeing. This article is protected by copyright. All rights reserved. This article is protected by copyright. All rights reserved.
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School Leadership in Turbulent Times and the Value of Negative Capability
Clarke, Simon
2016-01-01
Given the turbulence of the contemporary education environment this paper argues it is necessary to adopt more flexible approaches to leadership than has traditionally been the case and involving new ways of learning and behaviours. In this regard, the paper investigates the paradoxical concept of "negative capability" and its potential…
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The National Institute for Health Research Leadership Programme
Jones, Molly Morgan; Wamae, Watu; Fry, Caroline Viola; Kennie, Tom; Chataway, Joanna
2012-01-01
Abstract RAND Europe evaluated the National Institute for Health Research (NIHR) Leadership Programme in an effort to help the English Department of Health consider the extent to which the programme has helped to foster NIHR's aims, extract lessons for the future, and develop plans for the next phase of the leadership programme. Successful delivery of high-quality health research requires not only an effective research base, but also a system of leadership supporting it. However, research leaders are not often given the opportunity, nor do they have the time, to attend formal leadership or management training programmes. This is unfortunate because research has shown that leadership training can have a hugely beneficial effect on an organisation. Therefore, the evaluation has a particular interest in understanding the role of the programme as a science policy intervention and will use its expertise in science policy analysis to consider this element alongside other, more traditional, measures of evaluation. PMID:28083231
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Leadership -- It`s everybody`s business
Energy Technology Data Exchange (ETDEWEB)
Kane, A.J.
1994-12-31
In a time when many companies are trying to find a way to do more with less, they are missing the ``solution`` that is right before their eyes. Rather than trying to decide on whether to reengineer or process improve, they should be focused on their most valuable resource: people. This paper discusses the elements of leadership and how it applies to all individuals in an organization. To get outstanding results from people, they need to begin by making leadership everybody`s business.
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DEFF Research Database (Denmark)
Winkler, Ingo
This book provides a comprehensive overview of basic theoretical approaches of today's leadership research. These approaches conceive leadership as an interactive and complex process. They stress the significance of the individual perception for developing and forming leadership relations....... Leadership is understood as product of complex social relationships embedded in the logic and dynamic of the social system. The book discusses theoretical approaches from top leadership journals, but also addresses various alternatives that are suitable to challenge mainstream leadership research....... It includes attributional and psychodynamic approaches, charismatic leadership theories, and theoretical approaches that define leader-member relations in terms of exchange relations leadership under symbolic and political perspectives, in the light of role theory and as process of social learning....
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ETHICS OF LEADERSHIP IN SPORTS MANAGEMENT
Directory of Open Access Journals (Sweden)
Radovan Čokorilo
2013-07-01
Full Text Available Leadership is the most important factor of the structure and dynamics of each organised group. In the broadest sense of the word it is studied as an interactive process which affects individuals and groups in terms of implementation of the set goals. Leadership affects orientation of a group, exchange of information, decision making, establishment of interpersonal relations, people’s motivation, etc. One should make a difference between a leader and a manager who is primarily in charge of planning, organisation, budget, assistant personnel etc. Even though leaders some¬times have the same obligations, leadership involves the skill of vision embodi¬ment and not only a specific style of behaviour. The paper begins with an analyses of four approaches to leadership (character, behavioural, interactive, multidimensional. This is followed by an analysis of theoretical aspects of ethical theories on personal traits and leader behaviour. Special emphasis is put on the phenomenon of influence of each leader on his followers, which includes a huge ethical responsibility. Results of our analysis indicate that ethics of leadership in sports management is primarily important to the leader himself, however, due to the nature of influence as a process, it is equally important for organisational values and motivation of followers in implementation of common goals.
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The influence of trait-emotional intelligence on authentic leadership
Directory of Open Access Journals (Sweden)
Martina Kotzé
2015-11-01
Full Text Available Orientation: Authentic leadership is a relatively new construct that has recently gained increasing attention resulting from challenges faced by organisations relating to ethical meltdowns, corruption and fraud. Research purpose: This study seeks to explore the relationship between components of emotional intelligence and authentic leadership. Motivation for the study: Several authors called for more empirical investigations into the antecedents of authentic leadership. Despite the important role that emotions play in leadership, empirical studies were lacking about the influence of different components of emotional intelligence to authentic leadership. Research design, approach and method: Data were collected, using questionnaires obtained from 341 full-time employed applicants to MBA and leadership programmes in a South African Business School. Relationships between variables were analysed, using Pearson product-moment correlations and stepwise multiple regression. Main findings: The results indicated that emotional intelligence has positive statistically significant associations with authentic leadership. Specifically, those who scored high on all the emotional intelligence components also scored high on authentic leadership. In addition, the emotional intelligence component of empathy was a statistically significant predictor of authentic leadership. Practical/managerial implications: Initial findings suggest the potential value of recognising and developing the emotional intelligence of leaders to enable them to lead their organisations authentically to desired, successful outcomes. As empathy has been shown to be the most important emotional intelligence predictor of authentic leadership, leaders need to understand when subordinates perceive a leader as displaying empathic emotion. Contribution: This study contributes to the literature and empirical research on the antecedents of authentic leadership.
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Customer Innovation Process Leadership
DEFF Research Database (Denmark)
Lindgren, Peter; Jørgensen, Jacob Høj; Goduscheit, René Chester
2007-01-01
Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been on diffe......Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been...... on different types of organisational setup to the product development model and process. The globalization and enhanced competitive markets are however changing the innovation game and the challenge to innovation leadership Excellent product development innovation and leadership seems not any longer to enough...... another outlook to future innovation leadership - Customer Innovation Process Leadership - CIP-leadership. CIP-leadership moves the company's innovation process closer to the customer innovation process and discusses how companies can be involved and innovate in customers' future needs and lead...
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Shields, Carolyn M., Ed.
2011-01-01
This important, timely, and thought-provoking reader is a collection of original chapters by authors from five different countries, each of whom explores a facet of transformative leadership. Transformative leadership is fundamentally a critical approach to leadership that goes well beyond the tenets of most current leadership theories to focus on…
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Directory of Open Access Journals (Sweden)
José Bernardo Sánchez-Reyes
2015-07-01
Full Text Available This article shows the results of an investigative research, conducted onto Instituciones Formadoras de Docentes (Educators Institutions about the leadership that is developed by its principals. The main objective is to describe the idea of leadership that applies among these institutions. This research was conducted qualitative, following the phenomenological method, using as technique the personal interview, and as an instrument an interview guide. The information was systematized by categories, and with a triangulation validation. We have found that the principals consider a distributed, participative and academic leadership as the ideal, however, they manifest that the working environment is not always the best to do this, and a more directive leadership is followed, that can be categorized as autocratic, democratic or laisser-faire.
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Mouradian, Wendy E; Huebner, Colleen E
2007-05-01
Leadership in Maternal and Child Health (MCH) requires a repertoire of skills that transcend clinical or academic disciplines. This is especially true today as leaders in academic, government and private settings alike must respond to a rapidly changing health environment. To better prepare future MCH leaders we offer a framework of MCH leadership competencies based on the results of a conference held in Seattle in 2004, MCH Working Conference: The Future of Maternal and Child Health Leadership Training. The purpose of the conference was to articulate cross-cutting leadership skills, identify training experiences that foster leadership, and suggest methods to assess leadership training. Following on the work of the Seattle Conference, we sub-divide the 12 cross-cutting leadership competencies into 4 "core" and 8 "applied" competencies, and discuss this distinction. In addition we propose a competency in the knowledge of the history and context of MCH programs in the U.S. We also summarize the conference planning process, agenda, and work group assignments leading to these results. Based on this leadership competency framework we offer a definition of an MCH leader, and recommendations for leadership training, assessment, and faculty development. Taken as a set, these MCH leadership competencies point towards the newly-emerging construct of capability, the ability to adapt to new circumstances and generate new knowledge. "Capstone" projects can provide for both practice and assessment of leadership competencies. The competency-based approach to leadership that has emerged from this process has broad relevance for health, education, and social service sectors beyond the MCH context.
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The relationship between leadership behaviour, outcomes of leadership and emotional intelligence
Directory of Open Access Journals (Sweden)
C Coetzee
2005-10-01
Full Text Available The aim of the study was to explore relationship between leadership behaviour, the outcomes of leadership and the emotional intelligence of managers. The “Multifactor Emotional Intelligence Scale�? and the "Multifactor Leadership Questionnaire" were applied to a convenience sample of 100 managers working for various companies in South Africa. The study yielded significant correlations between managers’ level of emotional intelligence, leadership behaviour and the outcomes of leadership. Opsomming Die doel van die studie was om die verband tussen die leierskapsgedrag, uitkoms van leierskap en die emosionele intelligensie van bestuurders te ondersoek. Die “Multifactor Emotional Intelligence Scale�? en die “Multifactor Leadership Questionnaire�? is op ’n gerieflikheidsteekproef van 100 bestuurders wat in verskeie organisasies in Suid-Afrika werksaam is, toegepas. Die resultate dui op ’n beduidende korrelasie tussen die vlak van emosionele intelligensie, leierskapsgedrag en die uitkoms van leierskap van bestuurders.
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DEFF Research Database (Denmark)
Madsen, Charlotte Øland; Rasmussen, Jørgen Gulddahl
2015-01-01
In this chapter, we emphasise what we have outlined as interesting areas of relational leadership and present some ideas on how to facilitate a broader understanding of relational leadership practice. This involves the interpretations that create connections between practice and ontology. We...... elaborate on how leadership in everyday situations can be understood from a relational perspective. The chapter will focus on outlining and inspiring the reader to co-operate with other people to develop further relational understandings of leading....
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Evaluation of a clinical leadership programme for nurse leaders.
Martin, Jacqueline S; McCormack, Brendan; Fitzsimons, Donna; Spirig, Rebecca
2012-01-01
This is an evaluation study of the impact of the adapted RCN Clinical Leadership Programme on the development of leadership competencies of nurse leaders in Switzerland. Transformational leadership competencies are essential for delivering high-quality care within health-care organizations. However, many countries have identified a lack of leadership skills in nurse leaders. Consequently, the development of leadership competencies is a major objective for health-care centres. This article describes the quantitative results of a mixed methods study. A one-group pre-test-post-test quasi-experimental design was used. A convenience sample of 14 ward leaders were assessed three times using the Leadership Practices Inventory (LPI). Descriptive and inferential data analysis techniques were employed. In total 420 observer-assessment questionnaires and 42 self-assessment questionnaires were distributed. Our main finding was that nurse leaders following the programme, demonstrated significant improvement in two subscales of the LPI -'inspiring a shared vision' and 'challenging the process'. This study showed improvement in two leadership practices of nurse leaders following a programme that has been adapted to Swiss health care. Findings concur with others studies that suggest that investments in educational programs to facilitate leadership skills in nurse leaders are justified. © 2011 Blackwell Publishing Ltd.
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Cooperation for Development, Brazilian Regional Leadership and Global Protagonism
Directory of Open Access Journals (Sweden)
Leticia Pinheiro
2014-08-01
Full Text Available This article aims to analyze Brazil’s policy towards South America during Luiz Inácio "Lula" da Silva’s government by discussing what kind of leadership the country was able to perform in the region during this time. The authors examine the role played by the policy of International Cooperation for Development on such regional leadership. The central argument is that although Brazil has performed the role of a regional leader, there is a need for distinguishing leadership for regional matters – inwards regional leadership – from leadership for global issues – outwards regional leadership. We argue that inwards regional leadership was in fact successfully performed by Brazil in South America, mainly due to its role as a Development Leader. On the other hand, we also verified that such leadership for regional matters did not always allow Brazil to act on behalf of the entire region on the global arena. Nevertheless, we argue that Brazilian diplomacy left behind the belief that, in order to have global protagonism, the country should use South America as a regional launching platform. Instead, Brazil has been making use of global coalitions such as IBSA and BRICS to boost its global role.
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Leadership and Gender Differentiation
Catalina RADU; Marian NASTASE
2011-01-01
Leadership is clearly one of the main factors that influence organizational competitiveness. It means both science and art, both born and learned skills. Leadership and gender differentiation is a subject that leads to at least two main questions: (1) Do significant differences exist between men and women in terms of leadership styles? (2) What are the real determinants of differences between men and women especially looking at who assumes leadership positions and what is leadership behavior ...
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Executive Energy Leadership Academy | NREL
Executive Energy Leadership Academy Executive Energy Leadership Academy NREL's Executive Energy Leadership Academy is a nationally renowned program that provides non-technical business, governmental, and foreground. Leadership Program The Leadership Program is designed for community and industry leaders with an
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Leadership style and leadership effectiveness: Does cultural intelligence moderate the relationship?
Directory of Open Access Journals (Sweden)
Anthony Solomon
2017-06-01
Contribution and value add: Being one of the first studies to explore the moderating effect of leader cultural intelligence on the relationship between leadership style and leadership effectiveness, this research has made a valuable contribution to building both the cultural intelligence and leadership knowledge bases.
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Distributed leadership in health care
DEFF Research Database (Denmark)
Günzel-Jensen, Franziska; Jain, Ajay K.; Kjeldsen, Anne Mette
2018-01-01
Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional...... and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N = 1,147), our results show...... that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however a mediatory impact of this on the formal leadership styles...
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Al Harbi, Toraiheeb
1995-01-01
This study examines the leadership training model used in the US Navy and investigates the way the Navy looks at and defines leadership in general. The emphasis is placed on leadership training for commissioned officers. The objective is dual; first, to make explicit the Navy's concept and definition of leadership, and second, to examine and analyze the leadership training program LMET/NAVLEAD content, as designed by McBer. Then, both the Navy definition of leadership and ...
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Democratic Leadership in Education
Woods, Philip A.
2005-01-01
In this book Philip Woods turns his attention to issues of democracy and leadership. He has provided an eloquent, intellectually compelling and sophisticated account of a new leadership label--democratic leadership. He argues that the purpose of "democratic" leadership is to create and help sustain an environment that enables everyone…
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Developing Leadership Behaviour
DEFF Research Database (Denmark)
Sørensen, Peter
Managers in the public sector act in a political context full of dilemmas. Nevertheless, they must show courage, efficiency, make difficult decisions, prioritize and produce results for the citizens. This seems to demand new and/or better ways of leading the public sector. Leadership development......, education and training are some of the tools, which are often used to renew, rethink and restructure leadership as well as management. The purpose of this dissertation is to examine the impact of formal leadership education on developing public leadership behaviour....
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International Nuclear Information System (INIS)
Lee, N.-J.; Gambling, T.G.; Hogg, P.
2004-01-01
Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course
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Towards Comparative Leadership
DEFF Research Database (Denmark)
Jensen, Merete Storgaard
Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective is of scient......Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective...... is of scientific value in qualifying the international and national knowledgebase on effective school leadership. In a methodological perspective comparative analysis in an international setting creates specifically a scientific demand of comparability and a theory based leadership - framework to guide...... the empirical, qualitative research of effective leadership....
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Energy Technology Data Exchange (ETDEWEB)
Lee, N.-J. E-mail: n.lee@salford.ac.uk; Gambling, T.G.; Hogg, P
2004-02-01
Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course.
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McDonald, Ruth
2014-10-01
There is a trend in health systems around the world to place great emphasis on and faith in improving 'leadership'. Leadership has been defined in many ways and the elitist implications of traditional notions of leadership sit uncomfortably with modern healthcare organisations. The concept of distributed leadership incorporates inclusivity, collectiveness and collaboration, with the result that, to some extent, all staff, not just those in senior management roles, are viewed as leaders. Leadership development programmes are intended to equip individuals to improve leadership skills, but we know little about their effectiveness. Furthermore, the content of these programmes varies widely and the fact that many lack a sense of how they fit with individual or organisational goals raises questions about how they are intended to achieve their aims. It is important to avoid simplistic assumptions about the ability of improved leadership to solve complex problems. It is also important to evaluate leadership development programmes in ways that go beyond descriptive accounts.
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Congruent leadership: values in action.
Stanley, David
2008-07-01
To discuss the significance of an appropriate leadership theory in order to develop an understanding of clinical leadership. Leadership theories developed from management and related paradigms, particularly transformational leadership, may be ineffective in supporting nurses to gain insights into clinical leadership or to develop and implement clinical leadership skills. Instead, congruent leadership theory, based on a match between the clinical leaders' actions and their values and beliefs about care and nursing, may offer a more firm theoretical foundation on which clinical nurses can build an understanding of and capacity to implement clinical leadership or become clinical leaders. Evaluation The information used is drawn from the contemporary literature and a study conducted by the author. Leadership can be better understood when an appropriate theoretical foundation is employed. With regard to clinical leadership, congruent leadership is proposed as the most appropriate theory. It is important to recognize that leadership theories based on a management paradigm may not be appropriate for all clinical applications. Education should be aimed specifically at clinical leaders, recognizing that clinical leaders are followed not for their vision or creativity (even if they demonstrate these), but because they translate their values and beliefs about care into action.
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Learning about self: leadership skills for public health
Directory of Open Access Journals (Sweden)
Rob Moodie
2016-04-01
Full Text Available As public health practitioners and as clinicians we are taught to care for our patients, and for our community members. But how much do we teach and learn about how to lead, manage and care for our colleagues, our team members and ourselves? This paper emphasizes the need for leadership learning and teaching to become an essential element of the practice of public health. The paper presents the author’s perspective on the leadership skills required for public health and describes a five-day intensive course designed to enable participants to develop these skills over time. The paper briefly covers leadership definitions, styles and types and key leadership skills. It mainly focuses on the design and ethos of the course, skills self-assessment, group interaction and methods for developing and refining leadership skills. The course uses a collaborative learning approach where the power differential between teachers, facilitators, guests and participants is minimized. It is based on creating an environment where any participant can reveal his or her stories, successes, failures, preferences and dislikes in a safe manner. It encourages continual, constructive individual reflection, self-assessment and group interaction. The course is aimed at the practice of public health leadership, with a particular emphasis on the leadership of self, of knowing oneself, and of knowing and understanding colleagues retrospectively as well as prospectively. The most important outcome is the design and implementation of participants’ own plans for developing and nurturing their leadership skills.
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In their own words: describing Canadian physician leadership.
Snell, Anita J; Dickson, Graham; Wirtzfeld, Debrah; Van Aerde, John
2016-07-04
Purpose This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders' views on fundamental aspects of their leadership responsibility. Design/methodology/approach A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed. Findings A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated. Practical implications The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations. Originality/value There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.
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Leadership Transitions during Fundraising Campaigns
Nehls, Kimberly
2012-01-01
Capital campaigns are intense efforts to build the financial assets of an institution in a specified amount of time. This study provides an empirical view of how changes in leadership affected concomitant capital campaigns at ten colleges and universities. The transitions during these 10 campaigns influenced morale on campus, altered timing of the…
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Chreim, Samia; MacNaughton, Kate
2016-01-01
Recent literature has been critical of research that adopts a narrow focus on single leaders and on leadership attributes and has called for attention to leadership that is distributed among individuals and to practices in which leaders engage. We conducted a study of health care teams where we attended to role distribution among leadership constellation members and to loose or tight coupling practices between leaders and the remainder of the team. This focus provides insights into how leadership can be practiced and structured to enhance team functioning. A qualitative, multicase study of four teams was conducted. Data collection involved 44 interviews with almost all the members of the teams and 18 team meeting observations. Thematic analysis was conducted by the two authors. Leadership constellations can give rise to leadership role overlaps and gaps that may create ambiguity within teams, ambiguity is diminished if the leaders can agree on which leader assumes ultimate authority in an area, the presence of more leaders does not necessarily entail more comprehensive fulfillment of team needs, and teams' needs for tight or loose leadership practices are influenced by contextual factors that we elaborate. (a) It is important to recognize areas of overlap and gaps in leadership roles and to provide clarity about role boundaries to avoid ambiguity. Role mapping exercises and open discussions should be considered. (b) Attempting to spread formal leadership responsibilities informally among individuals is not always a workable strategy for addressing team needs. (c) Organizations need to examine critically the allocation of resources to leadership activities.
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Measuring Public Leadership: Developing Scales for Four Key Public Leadership Roles
Tummers, Lars; Knies, Eva|info:eu-repo/dai/nl/313875421
2016-01-01
This article on public leadership contributes to the literature by (1) focusing on the ‘public’ aspect of leadership and (2) developing quantitative scales for measuring four public leadership roles. These roles all refer to the extent to which public leaders actively support their employees in
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Constructing Leadership Identities through Participation in a Leadership Living-Learning Community
Priest, Kerry Louise
2012-01-01
This case study conceptually illustrated how a leadership living-learning community provided an educational context well suited to enhance development of leaders within changing leadership and educational paradigms. Specifically, it highlighted how both leadership and learning have come to be viewed as sociocultural processes, and presented…
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Consultant radiographer leadership - A discussion
International Nuclear Information System (INIS)
Hogg, Peter; Hogg, Dianne; Henwood, Suzanne
2008-01-01
Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills
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Consultant radiographer leadership - A discussion
Energy Technology Data Exchange (ETDEWEB)
Hogg, Peter [Directorate of Radiography, University of Salford, Allerton Building, Frederick Road, Salford, Greater Manchester M6 6PU (United Kingdom)], E-mail: p.hogg@salford.ac.uk; Hogg, Dianne [Henwood Associates (South East) Ltd, Company Number: 513796, Registered Office: 2 Lakeview Stables, Lower St Clere, Kemsing, Kent, TN15 6NL (United Kingdom); Henwood, Suzanne [East Lancashire Primary Care Trust, Linden Business Centre, Linden Road, Colne. BB8 9BA (United Kingdom)
2008-12-15
Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills.
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Iwuanyanwu-Biemkpa, Catherine Chinedum
2017-01-01
Despite the constant interest in the theory and practice of leadership as it relates to leadership styles and leadership effectiveness, ongoing debate continues regarding the importance of leadership style and its effectiveness in the administration of underperforming schools. The problem addressed by this study was, despite frequent changes of…
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Quantz, Richard; Cambron-McCabe, Nelda; Dantley, Michael; Hachem, Ali H.
2017-01-01
The field of educational leadership is beset with a barrage of different "leadership theories". There are so many differently named theories and models of leadership that the student and practitioner have difficulty understanding them as anything other than an automat of alternatives. To confuse matters even more, nearly all of these…
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Situational theory of leadership.
Waller, D J; Smith, S R; Warnock, J T
1989-11-01
The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.
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Exploring the learnings derived from catalytic experiences in a leadership context
Directory of Open Access Journals (Sweden)
Daphna S. Horowitz
2015-06-01
Full Text Available Orientation: Personal leadership comprises self-awareness, authenticity, inspiration and passion. The concept of personal leadership was explored together with its relationship with leadership-related learnings derived from a catalytic experience. Research purpose: The objective of the study was to explore the leadership-related learnings derived from a catalytic experience and any connection between these learnings, personal leadership and leadership in an organisational context. Motivation for the study: Measurement of leaders’ performance remains largely focused on the results achieved. The importance of personal leadership in the corporate environment is often ignored and even questioned. Recognising that there is a relationship between personal leadership and professional leadership enables leaders to connect who they are being and what they are doing. This can enhance their leadership. Research design, approach and method: The study was conducted using a qualitative approach, specifically narrative enquiry. The sample comprised seven leaders who have had catalytic experiences in their lives. In-depth interviews were conducted and thematic analysis was used to identify themes on the leadership-related learnings gained from the leaders’catalytic experiences. Main findings: Elements of personal leadership and the processes involved in the development of personal leadership were identified. It was furthermore shown that challenging experiences serve as learning opportunities and that time for reflection is essential in this learning process. Practical/managerial implications: Leadership lessons are best learnt through experience.Using challenging experiences as learning opportunities may assist leaders in their growth and development. Contribution: Leadership effectiveness and organisational effectiveness may be enhanced by a more holistic view of leadership that includes elements of personal leadership.
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Bal, Vidula; McDowell-Larsen, Sharon
2011-01-01
Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less . . . and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to look for and having a strategy for increasing your resources will help you manage leadership stress and be more effective over a long career.Table of ContentsThe Stress of Leadership 7Why Is Leadership Stressful? 8Stress Assessment 13When Stress Is Wh
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How Do Principals Make Sense of School Leadership in Norwegian Reorganised Leadership Teams?
Abrahamsen, Hedvig; Aas, Marit; Hellekjaer, Glenn Ole
2015-01-01
A growing body of research has emphasised the importance of school leadership practice for quality improvement in schools. Yet, little attention has been paid to the investigation of how principals reshape their leadership role and leadership practices when schools reorganise the leadership team with the purpose of increasing the number of…
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Sugiyama, Keimei; Cavanagh, Kevin V.; van Esch, Chantal; Bilimoria, Diana; Brown, Cara
2016-01-01
Trends in extant literature suggest that more relational and identity-based leadership approaches are necessary for leadership that can harness the benefits of the diverse and globalized workforces of today and the future. In this study, we compared general leadership development programs (GLDPs) and women's leadership development programs (WLDPs)…
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Balint group leadership: Conceptual foundations and a framework for leadership development?
Elder, Andrew
2017-01-01
This article is based on a talk given at the International Balint Federation leadership congress in Warsaw (September 2016). It explores the conceptual foundations of Balint group leadership and starts by emphasizing the mutuality between psychoanalysts and medical practitioners working together. The parallel process between consulting room and group, and subsequently from group back to the consulting room, is delineated as the central construct in understanding the role of the leader. Having proposed a conceptual model for thinking about leadership interventions, the article discusses developments in some contemporary approaches to leadership: coleadership, the use of role play, psychodrama, pushback, and morale. It concludes by introducing Keats' notion of negative capability as a way of thinking about creativity in Balint group leadership.
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Payette, Dennis L.; Libertella, Anthony F.
2011-01-01
This paper is a compendium of leadership behaviors that emerging or aspirant leaders could choose to enhance their management and leadership skills. These behaviors were drawn directly from the experience of the authors, both of whom have held senior leadership and management positions in business, law, and higher education. This paper is an…
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Leadership behavior in relation to dominance and reproductive status in gray wolves, Canis lupus
Peterson, R.O.; Jacobs, A.K.; Drummer, T.D.; Mech, L.D.; Smith, D.W.
2002-01-01
We analyzed the leadership behavior of breeding and nonbreeding gray wolves (Canis lupus) in three packs during winter in 1997-1999. Scent-marking, frontal leadership (time and frequency in the lead while traveling), initiation of activity, and nonfrontal leadership were recorded during 499 h of ground-based observations in Yellowstone National Park. All observed scent-marking (N = 158) was done by breeding wolves, primarily dominant individuals. Dominant breeding pairs provided most leadership, consistent with a trend in social mammals for leadership to correlate with dominance. Dominant breeding wolves led traveling packs during 64% of recorded behavior bouts (N = 591) and 71% of observed travel time (N = 64 h). During travel, breeding males and females led packs approximately equally, which probably reflects high parental investment by both breeding male and female wolves. Newly initiated behaviors (N = 104) were prompted almost 3 times more often by dominant breeders (70%) than by nonbreeders (25%). Dominant breeding females initiated pack activities almost 4 times more often than subordinate breeding females (30 vs. 8 times). Although one subordinate breeding female led more often than individual nonbreeders in one pack in one season, more commonly this was not the case. In 12 cases breeding wolves exhibited nonfrontal leadership. Among subordinate wolves, leadership behavior was observed in subordinate breeding females and other individuals just prior to their dispersal from natal packs. Subordinate wolves were more often found leading packs that were large and contained many subordinate adults.
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Leadership for safety: industrial experience.
Flin, R; Yule, S
2004-12-01
The importance of leadership for effective safety management has been the focus of research attention in industry for a number of years, especially in energy and manufacturing sectors. In contrast, very little research into leadership and safety has been carried out in medical settings. A selective review of the industrial safety literature for leadership research with possible application in health care was undertaken. Emerging findings show the importance of participative, transformational styles for safety performance at all levels of management. Transactional styles with attention to monitoring and reinforcement of workers' safety behaviours have been shown to be effective at the supervisory level. Middle managers need to be involved in safety and foster open communication, while ensuring compliance with safety systems. They should allow supervisors a degree of autonomy for safety initiatives. Senior managers have a prime influence on the organisation's safety culture. They need to continuously demonstrate a visible commitment to safety, best indicated by the time they devote to safety matters.
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Xiaoxia, Pan; Xiaoxia, Pan; Jing, Wu
2006-01-01
Transformational and transactional leadership, which focus on the relationship between leaders and employees, are the most recent development of leadership theories. Yet studies on the impact of gender and culture on transformational and transactional leadership styles are limited. This Master Dissertation therefore aims to shed new light on that issue. First, it attempts to compare leadership styles adopted by managers of SMEs in China and Sweden. Second, it tries to evaluate which element -...
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Leadership and Safety Culture: An INPO Perspective
International Nuclear Information System (INIS)
Williams, D.J.
2016-01-01
The mission of INPO is to foster a culture of safety and reliability in the nuclear industry and it has been supporting nuclear power plants for over 30 years. Although our industry is characterised by long-term success, plants sometime exhibit performance decline, often slowly, but in some cases, quickly. The link between the presence of effective leadership teams and high levels of sustainable performance is supported by numerous examples throughout our industry’s history. Unfortunately, at times, site and corporate leaders are either unaware of the declines or are slow to react to them. INPO has identified that weak leadership teams and weak organization cultures have continued to challenge industry performance and have been identified as key drivers of plant declines. After reviewing industry strengths and areas for improvement, interactions with high-performing organizations, and applicable research, nine leadership attributes and five team attributes were commonly associated with high performance. INPO has captured these attributes in the document “INPO 15-005, Leadership and Team Effectiveness Attributes” to help the industry more quickly identify weak leadership behaviors to help prevent plant performance declines. This presentation covers the rationale behind the development of INPO 15-005 and the contents of the model. It identifies the standards of effective leadership and teams within the framework of the commercial nuclear industry and describes observable attributes seen in effective organization. (author)
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Ethical Challenges in Psychiatric Administration and Leadership.
Moffic, H Steven; Saeed, Sy Atezaz; Silver, Stuart; Koh, Steve
2015-09-01
As with all professional ethical principles, those in psychiatry have to evolve over time and societal changes. The current ethical challenges for psychiatric administration and leadership, especially regarding for-profit managed care, need updated solutions. One solution resides in the development by the American Association of Psychiatric Administrators (AAPA) of the first set of ethical principles designed specifically for psychiatric administrators. These principles build on prior Psychological Theories of leadership, such as those of Freud, Kernberg, and Kohut. Supplementing these theories are the actual real life models of psychiatrist leadership as depicted in the memoirs of various psychiatrists. Appreciating these principles, theories, and models may help emerging leaders to better recognize the importance of ethical challenges. A conclusion is that psychiatrists should have the potential to assume more successful leadership positions once again. In such positions, making the skills and well-being of all in the organization seems now to be the foremost ethical priority.
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Health care leadership development and training: progress and pitfalls
Directory of Open Access Journals (Sweden)
Sonnino RE
2016-02-01
Full Text Available Roberta E Sonnino1,2 1Department of Surgery, Division of Pediatric Surgery, Wayne State University School of Medicine, Detroit, MI, USA; 2RES Coaching LLC, Locust Hill, VA, USA Abstract: Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies” must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make
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Leadership in rural medicine: the organization on thin ice?
Hana, Jan; Rudebeck, Carl Edvard
2011-06-01
OBJECTIVE. To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. DESIGN. Qualitative content analysis of focus-group interviews. SETTING. Lead primary care physicians in the three northernmost counties. Subjects. Four groups with 22 out of 88 municipal lead physicians in the region. RESULTS. Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a "working inadequacy". CONCLUSION. Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed.
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Leadership in rural medicine: The organization on thin ice?
Hana, Jan; Rudebeck, Carl Edvard
2011-01-01
Objective To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. Design Qualitative content analysis of focus-group interviews. Setting Lead primary care physicians in the three northernmost counties. Subjects Four groups with 22 out of 88 municipal lead physicians in the region. Results Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a “working inadequacy”. Conclusion Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed. PMID:21526921
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Understanding leadership in the environmental sciences
Directory of Open Access Journals (Sweden)
Louisa S. Evans
2015-03-01
Full Text Available Leadership is often assumed, intuitively, to be an important driver of sustainable development. To understand how leadership is conceptualized and analyzed in the environmental sciences and to discover what this research says about leadership outcomes, we conducted a review of environmental leadership research over the last 10 years. We found that much of the environmental leadership literature focuses on a few key individuals and desirable leadership competencies. The literature also reports that leadership is one of the most important of a number of factors contributing to effective environmental governance. Only a subset of the literature highlights interacting sources of leadership, disaggregates leadership outcomes, or evaluates leadership processes in detail. We argue that the literature on environmental leadership is highly normative. Leadership is typically depicted as an unequivocal good, and its importance is often asserted rather than tested. We trace how leadership studies in the management sciences are evolving and argue that, taking into account the state of the art in environmental leadership research, more critical approaches to leadership research in environmental science can be developed.
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Developing an Organizational Leadership Graduate Program: A "CHAT" about Leadership Education
Hughes, Patrick J.; Panzo, Donna
2015-01-01
Much of recent research on leadership education focuses on the application of a particular assignment or project to develop an individual's leadership. Other research has examined leadership development from different educational levels such as graduate, undergraduate, and even K-12. The following paper is an idea brief surrounding a newly created…
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Authentic leadership to the future
Directory of Open Access Journals (Sweden)
Dimovski Vlado
2012-01-01
Full Text Available Authentic leadership is the latest evolutionary stage in leadership development and emphasizes the leader's authenticity. The construct of authenticity was researched by ancient Greek philosophers as 'know thy-self ', and 'thy true self '. Authentic leadership began to develop after 2004. The main reason why the researchers place so much attention to authentic leadership is fact that authentic leadership reaches all of the employees in organizations. Authentic leaders must identify the strengths of their followers and help them with their development and integration towards a common goal, purpose, vision and identity of the organization. Authentic leadership is seen as the final stage in the development of leadership styles, properties of this leadership style, and the consequences of this style have not been fully explored. In our paper we will explore this new style of leadership and its implications.
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Complexity leadership: a healthcare imperative.
Weberg, Dan
2012-01-01
The healthcare system is plagued with increasing cost and poor quality outcomes. A major contributing factor for these issues is that outdated leadership practices, such as leader-centricity, linear thinking, and poor readiness for innovation, are being used in healthcare organizations. Complexity leadership theory provides a new framework with which healthcare leaders may practice leadership. Complexity leadership theory conceptualizes leadership as a continual process that stems from collaboration, complex systems thinking, and innovation mindsets. Compared to transactional and transformational leadership concepts, complexity leadership practices hold promise to improve cost and quality in health care. © 2012 Wiley Periodicals, Inc.
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Oak Ridge Leadership Computing Facility (OLCF)
Federal Laboratory Consortium — The Oak Ridge Leadership Computing Facility (OLCF) was established at Oak Ridge National Laboratory in 2004 with the mission of standing up a supercomputer 100 times...
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Leadership Team Leadership Team Learn more about the expertise and technical skills of the wind Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls
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Directory of Open Access Journals (Sweden)
Mohammad Jaradat
2017-01-01
Full Text Available Leadership as a concept has been very useful in the last decades, but when it comes to definingand especially to applying strategic leadership theories into the day-to-day life of organizations,things become much more complicated. It is imperative that managers select their basic theoreticalneed in order to assess one organizations leadership. The following article aims to prove that it isnecessary to choose more than one theoretical instrument before applying them into a specificplan, which combines more than one theoretical approach for evaluating and improving strategicleadership into an organization.
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Judita Peterlin; Noel J. Pearse; Vlado Dimovski
2015-01-01
This conceptual paper explores the implications of servant leadership and sustainable leadership for strategic decision making by the top management of an organization. It is argued that a different type of leadership is required if effective strategic decisions are to be made in organizations striving to become more sustainable and that servant leadership and sustainable leadership approaches provide a sound basis to inform these decisions. The contributions of these two leadership approache...
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Kaufman, EK; Thornton, J; Coartney, J
2017-01-01
The Multi-institutional Study of Leadership (MSL) is an international research program focused on understanding the influences of higher education in shaping socially responsible leadership capacity and other related student outcomes. While there have been numerous reports on the quantitative findings from the MSL, the published research tends to ignore data from the qualitative prompt: “Please provide a brief definition of what the term leadership means to you.” By coding and categorizing th...
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The Education Leadership in Global Perspective
Adifatoni, Yuswo
2016-01-01
This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas ...
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DEFF Research Database (Denmark)
Thude, Bettina Ravnborg; Stenager, Egon; von Plessen, Christian
2018-01-01
. Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader...... could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish...... and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff....
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Theorizing Women's Political Leadership: Cross-National Comparison
Minjeoung Kim
2014-01-01
Since women obtained the right to vote in 1893 for the first time in New Zealand, they have tried to participate actively into politics but still the world has a few women in political leadership. The article asks which factors might influence the appearance of women leadership in politics. The article investigates two factors such as political context, personal factors. Countries where economic development is stable and political democracy is consolidated have a tendency of appearance of wom...
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Lahtero, Tapio Juhani; Kuusilehto-Awale, Lea
2013-01-01
This article introduces a quantitative research into how the leadership team members of 49 basic education schools in the city of Vantaa, Finland, experienced the realisation of strategic leadership in their leadership teams' work. The data were collected by a survey of 24 statements, rated on a five-point Likert scale, and analysed with the…
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Twisted Leadership: A Visual Example of Leadership Style Using a Human Knot
Simmons, Nathaniel; Striley, Katie
2014-01-01
Effective leadership is imperative for successful societies. Therefore, researchers have studied effective leadership styles for nearly a century (Kalaluhi, 2013). Leadership is instrumental in creating productive groups and teams (Wheelan, 2005), organizations, businesses, communities, and countries (Kosicek, Soni, Sandbothe, & Slack, 2012).…
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Health care leadership development and training: progress and pitfalls
Sonnino, Roberta E
2016-01-01
Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies”) must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make comprehensive leadership development widely accessible to a greater number of potential health care leaders. This paper addresses the skills that health care leaders should develop, the optimal leadership
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Ubuntu leadership in conversation with servant leadership in the Anglican Church: A case of Kunonga
Directory of Open Access Journals (Sweden)
Johann-Albrecht Meylahn
2017-10-01
Full Text Available This article is a practical theological reflection on leadership practice. The study offers a critical reflection of the Church’s practice of leadership as it interacts with the practices of the world. The leadership has been focused upon conversation between ubuntu and servant leadership as presented by their respective theorists. The two concepts ubuntu and servanthood are congruent to each other, and both have been used in connection with leadership studies, offering leadership a set of values. The key underlying principle is a focus on the importance of service and community. These leadership concepts have been applied upon the Anglican Diocese of Harare in a recent empirical study which revealed that, by and large, the institution does not embrace ubuntu and servant leadership.
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Challenges in scaling NLO generators to leadership computers
Benjamin, D.; Childers, JT; Hoeche, S.; LeCompte, T.; Uram, T.
2017-10-01
Exascale computing resources are roughly a decade away and will be capable of 100 times more computing than current supercomputers. In the last year, Energy Frontier experiments crossed a milestone of 100 million core-hours used at the Argonne Leadership Computing Facility, Oak Ridge Leadership Computing Facility, and NERSC. The Fortran-based leading-order parton generator called Alpgen was successfully scaled to millions of threads to achieve this level of usage on Mira. Sherpa and MadGraph are next-to-leading order generators used heavily by LHC experiments for simulation. Integration times for high-multiplicity or rare processes can take a week or more on standard Grid machines, even using all 16-cores. We will describe our ongoing work to scale the Sherpa generator to thousands of threads on leadership-class machines and reduce run-times to less than a day. This work allows the experiments to leverage large-scale parallel supercomputers for event generation today, freeing tens of millions of grid hours for other work, and paving the way for future applications (simulation, reconstruction) on these and future supercomputers.
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Lamm, Alexa J.; Lamm, Kevan W.; Rodriguez, Mary T.; Owens, Courtney T.
2016-01-01
Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the…
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Gifford, Wendy; Graham, Ian D; Ehrhart, Mark G; Davies, Barbara L; Aarons, Gregory A
2017-01-01
Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe), a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS), an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions. Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5) appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached. All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs. The O-MILe provides a theoretical basis for developing implementation leadership, and the ILS is a compatible tool for measuring leadership based on the O-MILe. Used together, the O-MILe and ILS provide an evidence- and theory-based approach for developing and measuring leadership for implementing evidence-based practices in health care. Template analysis offers a convenient approach for determining the compatibility of independently developed evaluation tools to test theoretical models.
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Gifford, Wendy; Graham, Ian D; Ehrhart, Mark G; Davies, Barbara L; Aarons, Gregory A
2017-01-01
Purpose Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe), a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS), an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions. Methods Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5) appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached. Results All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs. Conclusion The O-MILe provides a theoretical basis for developing implementation leadership, and the ILS is a compatible tool for measuring leadership based on the O-MILe. Used together, the O-MILe and ILS provide an evidence- and theory-based approach for developing and measuring leadership for implementing evidence-based practices in health care. Template analysis offers a convenient approach for determining the compatibility of independently developed evaluation tools to test theoretical models. PMID:29355212
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Distributed leadership agency and innovative behaviour
DEFF Research Database (Denmark)
Ottsen, Christina L.; Jønsson, Thomas Faurholt; Kähler, Helena Grøn
Distributed leadership agency (DLA) is a specific form of employee agency, in which employees participate actively in undertaking leadership tasks in different domains. The present study assumes a distributed leadership paradigm that focuses on employees as potential leadership agents per se. We ...... propose that this approach to leadership may provide a substantial understanding of employees’ engagement in innovation at work.......Distributed leadership agency (DLA) is a specific form of employee agency, in which employees participate actively in undertaking leadership tasks in different domains. The present study assumes a distributed leadership paradigm that focuses on employees as potential leadership agents per se. We...
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Dugan, John P.; Bohle, Christopher W.; Gebhardt, Matt; Hofert, Meghan; Wilk, Emily; Cooney, Matthew A.
2011-01-01
This study examined differential effects of various types of individual leadership experiences (e.g., retreats, academic minors) on college students' capacities for socially responsible leadership using data from 8,961 seniors representing 99 colleges and universities. Participation in individual leadership experiences explained a significant,…
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Learning Sustainability Leadership: An Action Research Study of a Graduate Leadership Course
Burns, Heather L.
2016-01-01
This study used action research methodology to examine the development of sustainability leadership in a graduate leadership course. The research investigated the impact of this leadership course, which was designed using transformative learning theory with attention to integrating thematic content, multiple and nondominant perspectives, a…
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Leadership Challenges in Music Education
Grahn, Margaretha; Öfverström, Christel
2009-01-01
This is an article about leadership in general, classroom leadership and leadership challenges in music education. The method that we have used is literature studies. One classical question is if leadership comes naturally or if it can be learned? Many authors mean that it is both. Lahdenpäre (2008) says that leadership is a social construction. It is not a quality in a person but how we can relate to other people. We have used ”The Leadership Diamond” by Koestenbaum (1991) that consists of f...
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den Hartog, D.N.
2015-01-01
High-profile cases of leaders’ ethical failure in different settings and sectors have led to increased attention to ethical leadership in organizations. In this review, I discuss the rapidly developing field of ethical leadership from an organizational behavior/psychology perspective, taking a
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Speed Determines Leadership and Leadership Determines Learning during Pigeon Flocking.
Pettit, Benjamin; Ákos, Zsuzsa; Vicsek, Tamás; Biro, Dora
2015-12-07
A key question in collective behavior is how individual differences structure animal groups, affect the flow of information, and give some group members greater weight in decisions. Depending on what factors contribute to leadership, despotic decisions could either improve decision accuracy or interfere with swarm intelligence. The mechanisms behind leadership are therefore important for understanding its functional significance. In this study, we compared pigeons' relative influence over flock direction to their solo flight characteristics. A pigeon's degree of leadership was predicted by its ground speeds from earlier solo flights, but not by the straightness of its previous solo route. By testing the birds individually after a series of flock flights, we found that leaders had learned straighter homing routes than followers, as we would expect if followers attended less to the landscape and more to conspecifics. We repeated the experiment from three homing sites using multiple independent flocks and found individual consistency in leadership and speed. Our results suggest that the leadership hierarchies observed in previous studies could arise from differences in the birds' typical speeds. Rather than reflecting social preferences that optimize group decisions, leadership may be an inevitable consequence of heterogeneous flight characteristics within self-organized flocks. We also found that leaders learn faster and become better navigators, even if leadership is not initially due to navigational ability. The roles that individuals fall into during collective motion might therefore have far-reaching effects on how they learn about the environment and use social information. Copyright © 2015 Elsevier Ltd. All rights reserved.
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Fast-tracking authentic leadership development by means of a programme
Directory of Open Access Journals (Sweden)
Tineke Wulffers
2016-09-01
Full Text Available Orientation: While there is considerable literature on the definition and impact of authentic leadership (AL, there is a research gap regarding the effectiveness of AL programmes. Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months. Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate participants who provided pre- and post-programme data on the leadership authenticity of the primary participants. Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership. Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.
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The impact of a leadership development programme on nurses' self-perceived leadership capability.
Paterson, Karyn; Henderson, Amanda; Burmeister, Elizabeth
2015-11-01
This paper reports on the outcomes of a locally designed educational programme to support leadership capability of junior registered nurses. The Developing Leader Programme is an in-house programme delivered in three face-to-face workshops, comprising self-directed reflective and application activities. Surveys were used to evaluate self-perceived leadership capability over a 9-month period. The survey comprised a Leadership Capability Instrument adapted from two existing tools. Participants completed surveys at the commencement of the programme, after the third and final workshop and approximately 6 months afterwards. In addition, examples of descriptive accounts of programme activities submitted by individual participants were included to enrich data. Of 124 participants, 79 completed surveys at the first workshop, 28 at the final workshop and 31 were returned 6 months after completion of the programme. Mean scores for each area of leadership capability significantly improved throughout the duration of the programme (P leadership behaviours through reported activities. Survey responses indicated that participants perceived improved leadership capability after completing the Developing Leader Programme. Early educational intervention to facilitate the development of leadership skills as well as clinical skills in junior registered nurses can assist with how they interact with the team. Participation of junior registered nurses in a locally designed leadership programme can assist them to develop leadership behaviours for everyday practice. © 2014 John Wiley & Sons Ltd.
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Odom, Summer F.; Ho, Sarah P.; Moore, Lori L.
2014-01-01
To meet the demands for effective leadership, leadership educators should integrate high-impact practices for students to develop, practice, and evaluate their leadership knowledge, skills, and abilities. The purpose of this application brief is to describe how undergraduate leadership teaching assistant (ULTA) experiences can be a high- impact…
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Leimbach, Gale John
The effects of vocational leadership development were studied for 23 Fellows enrolled in the 1992 Ohio Vocational Education Leadership Institute (OVELI). A literature review focused on four components: leadership styles, educational leadership development, vocational leadership development, and visionary leadership development. The Leadership…
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Humphreys, Betsy P; Couse, Leslie J; Sonnenmeier, Rae M; Kurtz, Alan; Russell, Susan M; Antal, Peter
2015-02-01
The purpose of this article is to describe how the Maternal and Child Health (MCH) Leadership Competencies (v 3.0) were used to examine and improve an MCH Leadership Education in Neurodevelopmental and Related Disabilities (LEND) training curriculum for New Hampshire and Maine. Over 15 % of the nation's children experience neurodevelopmental disabilities or special health care needs and estimates suggest 1 in every 68 children is diagnosed with an autism spectrum disorder. Across the Unites States critical shortages of qualified MCH professionals exist, particularly in poor and rural areas. A continued investment in training interdisciplinary leaders is critical. The MCH Leadership Competencies provide an effective foundation for leadership training through identification of requisite knowledge, skills, and dispositions required of MCH leaders. This paper describes a three-step process, which began in 2010 and included utilizing the MCH Leadership Competencies as a tool to reflect on, develop, and evaluate the NH LEND leadership curriculum. Curriculum development was further supported through participation in a multi-state learning collaborative. Through a series of intentional decisions, the curriculum design of NH LEND utilized the competencies and evidence-based principles of instruction to engage trainees in the development of specific MCH content knowledge and leadership skills. The LEND network specifically, and MCH leadership programs more broadly, may benefit from the intentional use of the MCH competencies to assist in curriculum development and program evaluation, and as a means to support trainees in identifying specific leadership goals and evaluating their leadership skill development.
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Seemiller, Corey; Priest, Kerry L.
2015-01-01
A great deal of literature exists "for" leadership educators related to programs design, delivery, and student learning. However, little is known "about" leadership educators, who have largely been left out of contemporary leadership education research. We looked to teaching and teacher education literature to derive a model…
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THE EDUCATION LEADERSHIP IN GLOBAL PERSPECTIVE
Directory of Open Access Journals (Sweden)
Yuswo Adifatoni
2016-09-01
Full Text Available This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas but also the practical one for the Indonesian school
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VIRTUAL LEADERSHIP AT DISTANCE EDUCATION TEAMS
Directory of Open Access Journals (Sweden)
Meltem KUSCU
2016-07-01
Full Text Available Globalization being one of the most popular terms of recent years is considered as a factor changing the operation styles of the companies. Companies and universities opened up to the world with the globalization and as a result of it, they had the opportunity of being a world brand. Now, some companies have affiliated companies in almost every country. Well, if we think about time and place difference how do these companies lead the affiliated companies in various locations of the world? This question resulted in the new leadership approach, virtual leadership. The process of distance learning beginning with newspaper advertisement appears as virtual learning now. A number of companies and universities provide distance learning classes and in-service training in virtual platform via Internet. These trainings provided independently from time and space are conducted in a country and worldwide sometimes. If we consider individuals in different time and environments as virtual teams, dealing with these virtual teams is the duty of virtual leader. The purpose of this study is to examine virtual leadership perception of distance learning teams. Three trivets are in question for distance learning teams. The first one is the academicians lecturing the second one is the students and the third one is coordinator and technical support team. Perceptions of virtual leader of the said three groups were examined individually in this study.
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Operational Leadership and Advancing Technology
2009-05-04
leadership , most agree that leadership , especially military leadership , is not synonymous with “ management .” 9 Managers often focus solely on...FINAL 3. DATES COVERED (From - To) 9 Feb – 4 May 2009 4. TITLE AND SUBTITLE Operational Leadership and Advancing Technology 5a...operational leader must use his authority and leadership skills to get by in from all concerned to maximize technological advances. 15. SUBJECT TERMS
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Assuming a Pharmacy Organization Leadership Position: A Guide for Pharmacy Leaders.
Shay, Blake; Weber, Robert J
2015-11-01
Important and influential pharmacy organization leadership positions, such as president, board member, or committee chair, are volunteer positions and require a commitment of personal and professional time. These positions provide excellent opportunities for leadership development, personal promotion, and advancement of the profession. In deciding to assume a leadership position, interested individuals must consider the impact on their personal and professional commitments and relationships, career planning, employer support, current and future department projects, employee support, and personal readiness. This article reviews these factors and also provides an assessment tool that leaders can use to determine their readiness to assume leadership positions. By using an assessment tool, pharmacy leaders can better understand their ability to assume an important and influential leadership position while achieving job and personal goals.
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Sferra, Bobbie A.; Paddock, Susan C.
This booklet describes various theoretical aspects of leadership, including the proper exercise of authority, effective delegation, goal setting, exercise of control, assignment of responsibility, performance evaluation, and group process facilitation. It begins by describing the evolution of general theories of leadership from historic concepts…
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Transformational Leadership Type in Public and Private Organizations
Directory of Open Access Journals (Sweden)
Mihaela Rus
2012-05-01
Full Text Available The issue concerning leadership is a very complex one, that is why taking into the account theplurity of styles already existent many times it was asked the questions: „What type of leadership isnecessary?”. By asking this question, we are thinking of a person responsible with organizing or coordinatingwork or the ones hired to do this, to think of what people want, to solve the management problems in group.This study is intended as a comparison of the two types of leadership (transformational vs. transactional interms of employee performance in public and private organizations. To measure performance and chose twoindicators: satisfaction and productivity. This study falls into the category of research studies the type ofdriving through subordinates with both theoretical and practical implications. The efficiency of this type ofleadership has been demonstrated by studies especially in the political and military and very few studies havebeen made in industrial .Type of transformational leadership is better than transactional perceived astransformational leaders are closer to the needs of employees and continuously investigate these necessities.This paper presents a practical validity as advising managers to develop a transformational type of leadership,both public and private organizations, leads to better performance. Also open new avenues of research,among which we can mention: study the impact of organizational culture on the adoption of transformationaltype vs transactional type; decision-making mechanisms in the type of transformational leadership; initiatetraining programs to develop a transformational type of leadership.
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Traynor, Andrew P.; Boyle, Cynthia J.
2013-01-01
Objective. To assist curriculum committees and leadership instructors by gathering expert opinion to define student leadership development competencies for pharmacy curricula. Methods. Twenty-six leadership instructors participated in a 3-round, online, modified Delphi process to define competencies for student leadership development in pharmacy curricula. Round 1 asked open-ended questions about leadership knowledge, skills, and attitudes. Round 2 grouped responses for agreement rating and comment. Round 3 allowed rating and comment on competencies not yet meeting consensus, which was prospectively set at 80%. Results. Eleven competencies attained 80% consensus or higher and were grouped into 3 areas: leadership knowledge, personal leadership commitment, and leadership skill development. Connections to contemporary leadership development literature were outlined for each competency as a means of verifying the panel’s work. Conclusions. The leadership competencies will aid students in addressing: What is leadership? Who am I as a leader? What skills and abilities do I need to be effective? The competencies will help curriculum committees and leadership instructors to focus leadership development opportunities, identify learning assessments, and define program evaluation. PMID:24371346
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Janke, Kristin K; Traynor, Andrew P; Boyle, Cynthia J
2013-12-16
To assist curriculum committees and leadership instructors by gathering expert opinion to define student leadership development competencies for pharmacy curricula. Twenty-six leadership instructors participated in a 3-round, online, modified Delphi process to define competencies for student leadership development in pharmacy curricula. Round 1 asked open-ended questions about leadership knowledge, skills, and attitudes. Round 2 grouped responses for agreement rating and comment. Round 3 allowed rating and comment on competencies not yet meeting consensus, which was prospectively set at 80%. Eleven competencies attained 80% consensus or higher and were grouped into 3 areas: leadership knowledge, personal leadership commitment, and leadership skill development. Connections to contemporary leadership development literature were outlined for each competency as a means of verifying the panel's work. The leadership competencies will aid students in addressing: What is leadership? Who am I as a leader? What skills and abilities do I need to be effective? The competencies will help curriculum committees and leadership instructors to focus leadership development opportunities, identify learning assessments, and define program evaluation.
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DEBATING ABOUT SITUATIONAL LEADERSHIP
Directory of Open Access Journals (Sweden)
Carmen CÎRSTEA
2012-01-01
Full Text Available In this paper we analyzed the cirumstances of every day life which requires the need to adapt the leadership style. Leadership needs a lot of abilities and skills, including the capability to communicate. The paper deals with leader’s need of changing the style of leading as organizational circumstances change. The process is efficient only when the leaders and the followers have the right climate. The importance of this process is reflected in the productivity of the organization. As the economic climate changes the leadership style needs to be changed and also the style of communication throughout the leader coaches, coordinates, evaluates and supervises. Leadership is about organizing a group of people to achieve a goal. The leader may or may not have any formal authority. Students of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. This paper describes the styles of leadership which the leaders must use and switch when is needed in comparison with what leadership is about.
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Supporting Faculty Grassroots Leadership
Kezar, Adrianna; Lester, Jaime
2009-01-01
Various factors are making faculty leadership challenging including the rise in part-time and non-tenure-track faculty, the increasing pressure to publish and teach more courses and adopt new technologies and pedagogies, increasing standards for tenure and promotion, ascension of academic capitalism, and heavy service roles for women and people of…
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Teaching leadership: the medical student society model.
Matthews, Jacob H; Morley, Gabriella L; Crossley, Eleanor; Bhanderi, Shivam
2018-04-01
All health care professionals in the UK are expected to have the medical leadership and management (MLM) skills necessary for improving patient care, as stipulated by the UK General Medical Council (GMC). Newly graduated doctors reported insufficient knowledge about leadership and quality improvement skills, despite all UK medical schools reporting that MLM is taught within their curriculum. A medical student society organised a series of extracurricular educational events focusing on leadership topics. The society recognised that the events needed to be useful and interesting to attract audiences. Therefore, clinical leaders in exciting fields were invited to talk about their experiences and case studies of personal leadership challenges. The emphasis on personal stories, from respected leaders, was a deliberate strategy to attract students and enhance learning. Evaluation data were collected from the audiences to improve the quality of the events and to support a business case for an intercalated degree in MLM. When leadership and management concepts are taught through personal stories, students find it interesting and are prepared to give up their leisure time to engage with the subject. Students appear to recognise the importance of MLM knowledge to their future careers, and are able to organise their own, and their peers', learning and development. Organising these events and collecting feedback can provide students with opportunities to practise leadership, management and quality improvement skills. These extracurricular events, delivered through a student society, allow for subjects to be discussed in more depth and can complement an already crowded undergraduate curriculum. Newly graduated doctors reported insufficient knowledge about leadership and quality improvement skills. © 2017 John Wiley & Sons Ltd and The Association for the Study of Medical Education.
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Seemiller, Corey; Priest, Kerry L.
2017-01-01
There is a great deal of literature on leadership education best-practices (e.g., curricular considerations, teaching strategies, assessment of learning). Yet, to be a leadership educator is more than having knowledge or expertise of content and pedagogy. Perceptions, experiences, and values of leadership educators comprise a professional identity…
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Ioan LAZĂR
2002-01-01
This paper tries to highlight some concepts and approaches about the leadership process. Therefore the article presents the relationship between leadership and management. This relationship is based on concrete leadership which is functioning in the framework of human relation structures.
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Neck, Christopher; Manz, Charles C.; Manz, Karen P.
1998-01-01
Although educational teams can help reduce teachers' feelings of isolation and enhance instruction, ineffective leadership often dooms their efforts. This article describes four team leadership approaches: "strong-man,""transactor,""visionary hero," and "SuperLeadership." The last is superior, since it…
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Investigating and profiling the leadership behaviours of Jordanian nursing leaders.
Mrayyan, Majd; Khasawneh, Israa
Leadership' is a social process in which a member or members of a group influence the interpretation of events, choice of goals/outcomes, organization of work activities, motivation, abilities, power relations, and shared orientations. This study identifies leadership behaviours of Jordanian nursing leaders. A descriptive comparative design was used to collect data from four governmental and three private hospitals. Data were collected during April 2005. The total number of recruited nursing leaders was 140 with a 70% response rate. T-tests and chi-squares were performed to compare the phenomenon of interest. The mean reported leadership behaviours were slightly higher in private hospitals than those in governmental hospitals. However, more than half of the time, leaders in both types of hospitals used supportive leadership behaviours. There were significant differences between governmental and private hospitals in most demographics of the sample. Based on types of hospitals and gender, differences in leadership behaviours were advantageous for nursing leaders in private hospitals, while differences based on units and wards were advantageous for nursing leaders in governmental hospitals. In general, Jordanian nursing leaders used supportive leadership behaviours. Differences in leadership behaviours have implications for nursing practice, research, and education.
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Ebadifard Azar, Farbod; Sarabi Asiabar, Ali
2015-01-01
Background: Effective leadership is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective leadership. The aim of this study was to evaluate hospital managers? leadership style through selfassessment and to determine the correlation between leadership styles with healthcare executives? leadership readiness and leadership effectiveness. Methods: In this cross-sectional study a self-administered...
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Patterns of knowing: proposing a theory for nursing leadership.
Jackson, Janet R; Clements, Paul T; Averill, Jennifer B; Zimbro, Kathie
2009-01-01
In a time of chaotic and unpredictable health care, it is vital for nursing to employ a nursing leadership theory that is specifically applicable to nurses and will holistically, and comprehensively address and support both the science and art of this honored profession. The authors propose that Nursing Leadership Knowing can address and impact the myriad issues confronting managers and administrators within the turbulent health care industry, with the ultimate goals of quality comprehensive patient care and improved employee satisfaction. They believe that Nursing Leadership Knowing, grounded in the realties of nursing experience, is a logical theoretical extension that can be translated into nursing leadership practice particular and specific focus on empirics and evidence-based practice will not attend to the robust and multidimensional underpinnings of the lived experience that is so vital to nursing as a caring profession. The ideal of nursing leadership theory is not a single-focused shadow of its history, but a rich, inclusive, multi-faceted network of knowing. As such, Nursing Leadership Knowing provides a forum for leaders to enhance their practice, as well as their relationship with their employees, which ultimately translates into optimal care for the patients we serve.
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Self-determining medical leadership needs of occupational health physicians.
Giri, Prosenjit; Aylott, Jill; Kilner, Karen
2017-10-02
Purpose The purpose of this study was to explore which factors motivate doctors to engage in leadership roles and to frame an inquiry of self-assessment within Self-Determination Theory (SDT) to identify the extent to which a group of occupational health physicians (OHPs) was able to self-determine their leadership needs, using a National Health Service (NHS) England competency approach promoted by the NHS England Leadership Academy as a self-assessment leadership diagnostic. Medical leadership is seen as crucial to the transformation of health-care services, yet leadership programmes are often designed with a top-down and centrally commissioned "one-size-fits-all" approach. In the UK, the Smith Review (2015) concluded that more decentralised and locally designed leadership development programmes were needed to meet the health-care challenges of the future. However, there is an absence of empirical research to inform the design of effective strategies that will engage and motivate doctors to take up leadership roles, while at the same time, health-care organisations continue to develop formal leadership roles as a way to secure medical leadership engagement. The problem is further compounded by a lack of validated leadership qualities assessment instruments which support researching this problem. Design/Methodology/approach The analysis draws on a sample of about 25 per cent of the total population size of the Faculty of Occupational Medicine ( n = 1,000). The questionnaire used was the Leadership Qualities Framework tool as a form of online self-assessment ( NHS Leadership Academy, 2012 ). The data were analysed using descriptive statistics and simple inferential methods. Findings OHPs are open about reporting their leadership strengths and leadership development needs and recognise leadership learning as an ongoing development need regardless of their level of personal competence. This study found that the single most important factor to affect a doctor
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Learning About Self: Leadership Skills for Public Health.
Moodie, Rob
2016-04-26
As public health practitioners and as clinicians we are taught to care for our patients, and for our community members. But how much do we teach and learn about how to lead, manage and care for our colleagues, our team members and ourselves? This paper emphasizes the need for leadership learning and teaching to become an essential element of the practice of public health. The paper presents the author's perspective on the leadership skills required for public health and describes a five-day intensive course designed to enable participants to develop these skills over time. The paper briefly covers leadership definitions, styles and types and key leadership skills. It mainly focuses on the design and ethos of the course, skills self-assessment, group interaction and methods for developing and refining leadership skills. The course uses a collaborative learning approach where the power differential between teachers, facilitators, guests and participants is minimized. It is based on creating an environment where any participant can reveal his or her stories, successes, failures, preferences and dislikes in a safe manner. It encourages continual, constructive individual reflection, self-assessment and group interaction. The course is aimed at the practice of public health leadership, with a particular emphasis on the leadership of self, of knowing oneself, and of knowing and understanding colleagues retrospectively as well as prospectively. The most important outcome is the design and implementation of participants' own plans for developing and nurturing their leadership skills. Significance for public healthThe nature of public health is changing rapidly and increasing in complexity. These changes include major shifts in the burden of disease and the insatiable demands of clinical medicine swamping those of public health. Public health practitioners have failed over many years to systematically ensure that leadership and management skills are essential parts of public
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Grill, Martin; Pousette, Anders; Nielsen, Kent; Grytnes, Regine; Törner, Marianne
2017-07-01
Objectives The construction industry accounted for >20% of all fatal occupational accidents in Europe in 2014. Leadership is an essential antecedent to occupational safety. The aim of the present study was to assess the influence of transformational, active transactional, rule-oriented, participative, and laissez-faire leadership on safety climate, safety behavior, and accidents in the Swedish and Danish construction industry. Sweden and Denmark are similar countries but have a large difference in occupational accidents rates. Methods A questionnaire study was conducted among a random sample of construction workers in both countries: 811 construction workers from 85 sites responded, resulting in site and individual response rates of 73% and 64%, respectively. Results The results indicated that transformational, active transactional, rule-oriented and participative leadership predict positive safety outcomes, and laissez-faire leadership predict negative safety outcomes. For example, rule-oriented leadership predicts a superior safety climate (β=0.40, Pleadership on workers' safety behavior was moderated by the level of participative leadership (β=0.10, Pleadership behaviors on safety outcomes were largely similar in Sweden and Denmark. Rule-oriented and participative leadership were more common in the Swedish than Danish construction industry, which may partly explain the difference in occupational accident rates. Conclusions Applying less laissez-faire leadership and more transformational, active transactional, participative and rule-oriented leadership appears to be an effective way for construction site managers to improve occupational safety in the industry.
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University of Maryland MRSEC - Leadership
. University of Maryland Materials Research Science and Engineering Center Home About Us Leadership MRSEC Templates Opportunities Search Home » About Us » Leadership Leadership Reutt-Robey photo Janice from the College of Arts and Humanities at UMD. Historical Leadership Ellen Williams MRSEC Director
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Distributed Leadership: Friend or Foe?
Harris, Alma
2013-01-01
Distributed leadership is now widely known and variously enacted in schools and school systems. Distributed leadership implies a fundamental re-conceptualisation of leadership as practice and challenges conventional wisdom about the relationship between formal leadership and organisational performance. There has been much debate, speculation and…
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DEFF Research Database (Denmark)
Pruzan, Peter
2015-01-01
Although far from mainstream, the concept of spiritual-based leadership is emerging as an inclusive and yet highly personal approach to leadership that integrates a leader’s inner perspectives on identity, purpose, responsibility and success with her or his decisions and actions in the outer world...... of business—and therefore it is also emerging as a significant framework for understanding, practicing, communicating and teaching the art and profession of leadership....
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Marian-Aurelian Bârgău
2015-01-01
It is important to distinguish the difference between leadership and management, both of which are considered necessary. Leadership and management are often used interchangeably, but they are two distinctive and complementary processes. Organizations need strong leadership and strong management for optimal effectiveness. In today’s dynamic workplace, we need leaders to challenge the status quo and to inspire and persuade organization members. We also need managers to assist in developing and ...
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Unified Leadership Development
2013-05-01
leadership has failed when an Army Captain addresses her superior Brigadier General as “pappa panda sexy pants.”4 Given these examples of leadership...assessments by subordinates, peers, and senior leaders. The aspect of emotional intelligence bears on the leadership component of self-development and the...and manifests itself in devotion and “ bearing true faith and allegiance to the Constitution.”24 Leaders demonstrate loyalty to the Constitution
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Authentic leadership: application to women leaders.
Hopkins, Margaret M; O'Neil, Deborah A
2015-01-01
The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.
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Authentic leadership: application to women leaders
Hopkins, Margaret M.; O?Neil, Deborah A.
2015-01-01
The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.
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Gender and leadership in healthcare administration: 21st century progress and challenges.
Lantz, Paula M
2008-01-01
The need for strong leadership and increased diversity is a prominent issue in today's health services workforce. This article reviews the latest literature, including research and proposed agendas, regarding women in executive healthcare leadership. Data suggest that the number of women in leadership roles is increasing, but women remain underrepresented in the top echelons of healthcare leadership, and gender differences exist in the types of leadership roles women do attain. Salary disparity prevails, even when controlling for gender differences in educational attainment, age, and experience. Despite widespread awareness of these problems in the field, current action and policy recommendations are severely lacking. Along with the challenges of cost, quality, and an aging population, the time has come for a more thoughtful, policy-focused approach to amend the discrepancy between gender and leadership in healthcare administration.
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Constructing leadership identities through stories
DEFF Research Database (Denmark)
Frimann, Søren; Hersted, Lone
2016-01-01
This article analyzes the construction of leadership identities through stories found in four narrative interviews from a qualitative study and leadership development project based on social constructionism and action learning. We argue that leadership development and the construction of leadership...... that the concept of coauthoring is useful in developing leadership and leadership identities through reflexive dialogs and emerging stories....... identities in a postmodern paradigm are based on the negotiation and co-construction of meanings, relationships, and stories. The following questions are investigated: What happens when a group of leaders from different organizations construct, deconstruct, and reconstruct their identity as leaders through...
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Transformational Leadership: The Nexus between Faith and Classroom Leadership
White, Bobbie Ann Adair; Pearson, Kerri; Bledsoe, Christie; Hendricks, Randy
2017-01-01
Transformational leadership is well documented in organizational and business literature. Classroom and faith-based applications are more recent phenomena. The authors of this mixed-methods study explored professor behaviors and characteristics perceived as transformational in students' faith and focused on transformational leadership in the…
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Effectiveness of shared leadership in Wikipedia.
Zhu, Haiyi; Kraut, Robert E; Kittur, Aniket
2013-12-01
The objective of the paper is to understand leadership in an online community, specifically, Wikipedia. Wikipedia successfully aggregates millions of volunteers' efforts to create the largest encyclopedia in human history. Without formal employment contracts and monetary incentives, one significant question for Wikipedia is how it organizes individual members with differing goals, experience, and commitment to achieve a collective outcome. Rather than focusing on the role of the small set of people occupying a core leadership position, we propose a shared leadership model to explain the leadership in Wikipedia. Members mutually influence one another by exercising leadership behaviors, including rewarding, regulating, directing, and socializing one another. We conducted a two-phase study to investigate how distinct types of leadership behaviors (transactional, aversive, directive, and person-focused), the legitimacy of the people who deliver the leadership, and the experience of the people who receive the leadership influence the effectiveness of shared leadership in Wikipedia. Our results highlight the importance of shared leadership in Wikipedia and identify trade-offs in the effectiveness of different types of leadership behaviors. Aversive and directive leadership increased contribution to the focal task, whereas transactional and person-focused leadership increased general motivation. We also found important differences in how newcomers and experienced members responded to leadership behaviors from peers. These findings extend shared leadership theories, contribute new insight into the important underlying mechanisms in Wikipedia, and have implications for practitioners who wish to design more effective and successful online communities.
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Develop your leadership skills
Adair, John
2016-01-01
"Develop Your Leadership Skills "is John Adair s most accessible title on leadership. Full of exercises and checklists, it can help boost confidence levels and guide and inspire anyone on their journey to becoming a leader of excellence. Acknowledged as a world expert, John Adair offers stimulating insights into recognizing and developing individual leadership qualities, acquiring personal authority, and mastering core leadership functions such as planning, communicating and motivating. The new edition includes summary points for each chapter.
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The Historical Preconditions for the Formation of Concept of Intellectual Leadership
Directory of Open Access Journals (Sweden)
Tsymbal Liudmyla I.
2018-03-01
Full Text Available Research on leadership theory is the basis for a large number of scientific works, but there is no systematic study on leadership concepts. Both the transformation of general business environment and the Fourth Industrial Revolution require a new understanding of the essence of leadership. However, this is impossible without a detailed analysis of its evolution in scientific works and within the framework of the concepts of development of economic science. Accordingly, the publication systematized approaches to understanding leadership in modern economic science, which helped to identify three main approaches to its definition: leadership as a process, as a result, and as an instrument. New features of leadership approach to management are characterized, which is possible as a result of analysis of evolution of the approaches to understanding of leadership. The analyzed works of philosophers and economists of different times have allowed to allocate the basic ideas laid down in the understanding of «leadership» in scientific schools and movements, and also to carry out their periodization. Peculiarities of the understanding of «leader» and his role in the society at different stages of economic development have been allocated.
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Hospitalist physician leadership skills: perspectives from participants of a leadership conference.
Soong, Christine; Wright, Scott M; Howell, Eric E
2010-03-01
To characterize how the use of behavioral contracts may serve to focus individuals' intentions to grow as leaders. Between 2007 and 2008, participants of the Society of Hospital Medicine Leadership Academy courses completed behavioral contracts to identify 4 action plans they wanted to implement based on things learned at the Academy. Contracts were independently coded by 2 investigators and compared for agreement. Content analysis identified several major themes that relate to professional growth as leaders. Follow-up surveys assessed fulfillment of personal goals. The majority of respondents were male (84; 70.0%), and most were hospitalist leaders (76; 63.3%). Their median time practicing as hospitalists was 4 years, 14 (11.7%) were Assistant Professors, and 80 (66.7%) were in private practice. Eight themes emerged from the behavioral contracts, revealing ways in which participants wished to develop: improving communication and interpersonal relations; refining vision and goals for strategic planning; developing intrapersonal leadership; enhancing negotiation skills; committing to organizational change; understanding business drivers; establishing better metrics to assess performance; and strengthening interdepartmental relationships. At follow-up, all but 1 participant had achieved at least 1 of their personal goals. Understanding the areas that hospitalist leaders identify as "learning edges" may inform the personal learning plans of those hoping to take on leadership roles in hospital medicine.
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AUTHENTIC LEADERSHIP IN EDUCATIONAL INSTITUTIONS
Directory of Open Access Journals (Sweden)
Nebojsa Pavlovic
2015-06-01
Full Text Available This work investigates authentic leadership models in the organizational culture of a school. The aim of this quantitative research is to define the factors of authentic leadership in educational institutions in order to provide answers to the questions related to the existence of specific authentic leadership in a school. The sample included 227 randomly selected directors of secondary and primary schools in the former Yugoslav republics: Serbia, Montenegro, and the Republic Srpska. The research included the use of an ALQ questionnaire for the estimation of leadership behavior. The components of authentic leadership are defined using factor analysis and other statistics techniques. The findings developed in this research indicated the fact that directors in educational institutions have a specific authentic leadership style. We suggest the concept of authentic leadership based on the four following factors: Communication-conformist, self-consciousness, self-discovery, and self-concept. Supporting these factors provides the directors with the possibility of obtaining a high level of authentic leadership.
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Forsyth, Craig; Mason, Barbara
2017-05-01
Despite the proposed benefits of applying shared and distributed leadership models in healthcare, few studies have explored the leadership beliefs of clinicians and ascertained whether differences exist between professions. The current article aims to address these gaps and, additionally, examine whether clinicians' leadership beliefs are associated with the strength of their professional and team identifications. An online survey was responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England. No differences emerged between professional groups in their leadership beliefs; all professions reported a high level of agreement with shared leadership. A positive association emerged between professional identification and shared leadership in that participants who expressed the strongest level of profession identification also reported the greatest agreement with shared leadership. The same association was demonstrated for team identification and shared leadership. The findings highlight the important link between group identification and leadership beliefs, suggesting that strategies that promote strong professional and team identifications in interprofessional teams are likely to be conducive to clinicians supporting principles of shared leadership. Future research is needed to strengthen this link and examine the leadership practices of healthcare workers.
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Network Leadership: An Emerging Practice
Tremblay, Christopher W.
2012-01-01
Network leadership is an emerging approach that can have an impact on change in education and in society. According to Merriam-Webster (2011), a network is "an interconnected or interrelated chain, group, or system." Intentional interconnectedness is what separates network leadership from other leadership theories. Network leadership has the…
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Developing Leadership for Increasing Complexity: A Review of Online Graduate Leadership Programs
Winton, Steven L.; Palmer, Sarah; Hughes, Patrick J.
2018-01-01
Leadership education must evolve to keep pace with the growing recognition that effective leadership happens in a complex environment and is as much a systemic variable as a personal one. As part of a program review process, a graduate leadership program at a private Midwestern university conducted a qualitative review of 18 online graduate…
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Aij, Kjeld Harald; Rapsaniotis, Sofia
2017-01-01
As health care organizations face pressures to improve quality and efficiency while reducing costs, leaders are adopting management techniques and tools used in manufacturing and other industries, especially Lean. Successful Lean leaders appear to use a coaching leadership style that shares underlying principles with servant leadership. There is little information about specific similarities and differences between Lean and servant leaderships. We systematically reviewed the literature on Lean leadership, servant leadership, and health care and performed a comparative analysis of attributes using Russell and Stone's leadership framework. We found significant overlap between the two leadership styles, although there were notable differences in origins, philosophy, characteristics and behaviors, and tools. We conclude that both Lean and servant leaderships are promising models that can contribute to the delivery of patient-centered, high-value care. Servant leadership may provide the means to engage and develop employees to become successful Lean leaders in health care organizations.
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Women and Leadership: A Developmental Paradox?
Levitt, Dana Heller
2010-01-01
In this article, the author explores the nature of leadership from a gendered perspective, specifically addressing leadership challenges for women. Leadership challenges, gender stereotypes, and definitions of leadership are discussed. Recommendations for professional redefinition of leadership within the counseling profession and strategies for…
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Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R
2014-04-14
In healthcare and allied healthcare settings, leadership that supports effective implementation of evidenced-based practices (EBPs) is a critical concern. However, there are no empirically validated measures to assess implementation leadership. This paper describes the development, factor structure, and initial reliability and convergent and discriminant validity of a very brief measure of implementation leadership: the Implementation Leadership Scale (ILS). Participants were 459 mental health clinicians working in 93 different outpatient mental health programs in Southern California, USA. Initial item development was supported as part of a two United States National Institutes of Health (NIH) studies focused on developing implementation leadership training and implementation measure development. Clinician work group/team-level data were randomly assigned to be utilized for an exploratory factor analysis (n = 229; k = 46 teams) or for a confirmatory factor analysis (n = 230; k = 47 teams). The confirmatory factor analysis controlled for the multilevel, nested data structure. Reliability and validity analyses were then conducted with the full sample. The exploratory factor analysis resulted in a 12-item scale with four subscales representing proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. Confirmatory factor analysis supported an a priori higher order factor structure with subscales contributing to a single higher order implementation leadership factor. The scale demonstrated excellent internal consistency reliability as well as convergent and discriminant validity. The ILS is a brief and efficient measure of unit level leadership for EBP implementation. The availability of the ILS will allow researchers to assess strategic leadership for implementation in order to advance understanding of leadership as a predictor of organizational context for implementation. The ILS also holds promise as a tool for
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2014-01-01
Background In healthcare and allied healthcare settings, leadership that supports effective implementation of evidenced-based practices (EBPs) is a critical concern. However, there are no empirically validated measures to assess implementation leadership. This paper describes the development, factor structure, and initial reliability and convergent and discriminant validity of a very brief measure of implementation leadership: the Implementation Leadership Scale (ILS). Methods Participants were 459 mental health clinicians working in 93 different outpatient mental health programs in Southern California, USA. Initial item development was supported as part of a two United States National Institutes of Health (NIH) studies focused on developing implementation leadership training and implementation measure development. Clinician work group/team-level data were randomly assigned to be utilized for an exploratory factor analysis (n = 229; k = 46 teams) or for a confirmatory factor analysis (n = 230; k = 47 teams). The confirmatory factor analysis controlled for the multilevel, nested data structure. Reliability and validity analyses were then conducted with the full sample. Results The exploratory factor analysis resulted in a 12-item scale with four subscales representing proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. Confirmatory factor analysis supported an a priori higher order factor structure with subscales contributing to a single higher order implementation leadership factor. The scale demonstrated excellent internal consistency reliability as well as convergent and discriminant validity. Conclusions The ILS is a brief and efficient measure of unit level leadership for EBP implementation. The availability of the ILS will allow researchers to assess strategic leadership for implementation in order to advance understanding of leadership as a predictor of organizational context for implementation
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Directory of Open Access Journals (Sweden)
Aij KH
2017-01-01
Full Text Available Kjeld Harald Aij, Sofia Rapsaniotis VU University Medical Center, Division Acute Care and Surgery, Amsterdam, The Netherlands Abstract: As health care organizations face pressures to improve quality and efficiency while reducing costs, leaders are adopting management techniques and tools used in manufacturing and other industries, especially Lean. Successful Lean leaders appear to use a coaching leadership style that shares underlying principles with servant leadership. There is little information about specific similarities and differences between Lean and servant leaderships. We systematically reviewed the literature on Lean leadership, servant leadership, and health care and performed a comparative analysis of attributes using Russell and Stone’s leadership framework. We found significant overlap between the two leadership styles, although there were notable differences in origins, philosophy, characteristics and behaviors, and tools. We conclude that both Lean and servant leaderships are promising models that can contribute to the delivery of patient-centered, high-value care. Servant leadership may provide the means to engage and develop employees to become successful Lean leaders in health care organizations. Keywords: management, leadership attributes, efficiency, patient-centered, high-value care
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Hargreaves, Andy; Boyle, Alan
2015-01-01
To find out how organizations turn failure into success, Andrew Hargreaves and his colleagues studied more than 15 business, sports, and education organizations. They found that the secret to these organizations' success came down to just two words: uplifting leadership. Uplifting leadership, write Hargreaves and Boyle in this article, raises the…
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Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes
Voegtlin Christian; Patzer Moritz; Scherer Andreas Georg
2012-01-01
The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution combining the macro view of the business firm as a political actor with the micro view of leadership. We discuss the concept in relation to existing research in leadership. Further we propose a new model of responsible leadership that shows ho...
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Skog, Alexander; Peyre, Sarah E; Pozner, Charles N; Thorndike, Mary; Hicks, Gloria; Dellaripa, Paul F
2012-01-01
The situational leadership model suggests that an effective leader adapts leadership style depending on the followers' level of competency. We assessed the applicability and reliability of the situational leadership model when observing residents in simulated hospital floor-based scenarios. Resident teams engaged in clinical simulated scenarios. Video recordings were divided into clips based on Emergency Severity Index v4 acuity scores. Situational leadership styles were identified in clips by two physicians. Interrater reliability was determined through descriptive statistical data analysis. There were 114 participants recorded in 20 sessions, and 109 clips were reviewed and scored. There was a high level of interrater reliability (weighted kappa r = .81) supporting situational leadership model's applicability to medical teams. A suggestive correlation was found between frequency of changes in leadership style and the ability to effectively lead a medical team. The situational leadership model represents a unique tool to assess medical leadership performance in the context of acuity changes.
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Kling, Vera G
2010-11-01
Nurse educators seek innovative strategies to maximize student learning in the classroom and clinical settings. Students enrolled in a nursing leadership and management course often find they spend more clinical time observing leaders than practicing the necessary skills to lead others in the provision of nursing care. In addition, opportunities to explore the nurse educator role often do not exist in baccalaureate nursing education, despite the shortage of nurse educators. An experience was developed in a baccalaureate nursing program to give senior students, under supervision of faculty, the opportunity to lead and evaluate lower-level students providing patient care in the clinical setting and to experience the role of nursing faculty. Feedback from senior students was positive, and students noted increased proficiency in leadership ability and critical thinking. Student interest in the nurse educator role was also enhanced. Program expansion and evaluation with faculty, clinical staff, and patients are planned. Copyright 2010, SLACK Incorporated.
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Taxonomy of Trauma Leadership Skills: A Framework for Leadership Training and Assessment.
Leenstra, Nico F; Jung, Oliver C; Johnson, Addie; Wendt, Klaus W; Tulleken, Jaap E
2016-02-01
Good leadership is essential for optimal trauma team performance, and targeted training of leadership skills is necessary to achieve such leadership proficiency. To address the need for a taxonomy of leadership skills that specifies the skill components to be learned and the behaviors by which they can be assessed across the five phases of trauma care, the authors developed the Taxonomy of Trauma Leadership Skills (TTLS). Critical incident interviews were conducted with trauma team leaders and members from different specialties-emergency physicians, trauma surgeons, anesthesiologists, and emergency ward nurses-at three teaching hospitals in the Netherlands during January-June 2013. Data were iteratively analyzed for examples of excellent leadership skills at each phase of trauma care. Using the grounded theory approach, elements of excellent leadership skills were identified and classified. Elements and behavioral markers were sorted and categorized using multiple raters. In a two-round verification process in late 2013, the taxonomy was reviewed and rated by trauma team leaders and members from the multiple specialties for its coverage of essential items. Data were gathered from 28 interviews and 14 raters. The TTLS details 5 skill categories (information coordination, decision making, action coordination, communication management, and coaching and team development) and 37 skill elements. The skill elements are captured by 67 behavioral markers. The three-level taxonomy is presented according to five phases of trauma care. The TTLS provides a framework for teaching, learning, and assessing team leadership skills in trauma care and other complex, acute care situations.
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2010-01-27
... National Conversation on Public Health and Chemical Exposures Leadership Council Conference Call Time and... the second meeting of the National Conversation on Public Health and Chemical Exposures Leadership... Leadership Council provides overall guidance to the National Conversation project and will be responsible for...
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Söderhjelm, Teresa; Björklund, Christina; Sandahl, Christer; Bolander-Laksov, Klara
2018-01-01
Demands on academic leadership are increasing, which raises the need for leadership training. This article describes development and implementation of a group training intervention in academic leadership at a departmental level. Little systematic research has addressed the question of what forms of leadership training are associated with…
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Is Leadership Observable? Qualitative Orientations to Leadership for Diversity. A Case from FE
Morrison, Marlene; Lumby, Jacky
2009-01-01
Currently, ethnographic interest in leadership is relatively sparse. This paper's focus derives from research about integrating diversity in leadership, and how some leaders are included and excluded from organisational influence in Further Education. Specific interest is in methodological opportunities to research leadership as observed…
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Leadership Pedagogy: Putting Theory to Practice
Rosch, David M.; Anthony, Michael D.
2012-01-01
Building leadership capacity in college students is both an art and a science. Knowledge of college student development and specifically college leadership development, as well as research in leadership theory and practices, can help college leadership educators become more effective. International Leadership Association (ILA) Guiding Questions…
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An empowerment framework for nursing leadership development: supporting evidence.
Macphee, Maura; Skelton-Green, Judith; Bouthillette, France; Suryaprakash, Nitya
2012-01-01
This article is a report on a descriptive study of nurse leaders' perspectives of the outcomes of a formal leadership programme. Effective nurse leaders are necessary to address complex issues associated with healthcare systems reforms. Little is known about the types of leadership development programmes that most effectively prepare nurse leaders for healthcare challenges. When nurse leaders use structural and psychological empowerment strategies, the results are safer work environments and better nurse outcomes. The leadership development programme associated with this study is based on a unifying theoretical empowerment framework to empower nurse leaders and enable them to empower others. Twenty seven front-line and mid-level nurse leaders with variable years of experience were interviewed for 1 year after participating in a formal leadership development programme. Data were gathered in 2008-2009 from four programme cohorts. Four researchers independently developed code categories and themes using qualitative content analysis. Evidence of leadership development programme empowerment included nurse leader reports of increased self-confidence with respect to carrying out their roles and responsibilities; positive changes in their leadership styles; and perceptions of staff recognition of positive stylistic changes. Regardless of years of experience, mid-level leaders had a broader appreciation of practice environment issues than front-line leaders. Time for reflection was valuable to all participants, and front-line leaders, in particular, appreciated the time to discuss nurse-specific issues with their colleagues. This study provides evidence that a theoretical empowerment framework and strategies can empower nurse leaders, potentially resulting in staff empowerment. © 2011 The Authors. Journal of Advanced Nursing © 2011 Blackwell Publishing Ltd.
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Interdiscursive leadership communication
DEFF Research Database (Denmark)
Frimann, Søren; Broeng, Susanne
2014-01-01
Communication realized as discourses, positions, and stories are the stuff leadership primarily is made of and recreated by. Leadership and organizational communication in late capitalism and postmodernity are characterized by hybridity, interdicursivity, and subtle discursive forms of power. We...... Communication (AMOC). We draw on developments in theories of leadership, power, and paradigms within the field of organizational communication. These developments are related to their social and historical contexts. We claim that awareness of approaches, paradigms, forms of power, and positions, as well...... as their historical background, form an important background of knowledge. Such knowledge gives the possibility to learn, meta-reflect, and react and relate in different ways to leadership, communication, power, and the interpersonal relations in organizations. It also gives the possibility to change position...
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DEFF Research Database (Denmark)
Buhmann, Karin
2017-01-01
Addressing potential global as well as regional or local ‘leadership challenges that matter’, this paper outlines the background and prospects for a potential research agenda for ‘leadership from below’ in the evolution of norms of sustainable conduct and their implementation. The paper understands...... ‘leadership from below’ as the inclusion of individuals or groups who may not have or only with difficulty have access to actively join in conventional processes of evolving norms of conduct on sustainability concerns or drafting implementation strategies, but who possess as valid and relevant insights...... may be included in mainstream communicative processes through electronic communication platforms enabling ‘leadership from below’ through including local people’s sustainability related insights and views and the experience of African mobile phone firms....
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The effect of transformational leadership and job autonomy on promotive and prohibitive voice
DEFF Research Database (Denmark)
Svendsen, Mari; Unterrainer, Christine; Jønsson, Thomas Faurholt
2018-01-01
Although there is a vast amount of research on leadership and improvement-oriented voice behavior, the amount of cross-lagged research on leadership that also incorporates more challenging forms of voice is sparse. This paper reports on a two-wave study of white-collar workers in a Norwegian...... medical technology company, investigating the relationship among employees’ perceived transformational leadership behaviors, job autonomy, and promotive and prohibitive voice. Testing our results cross-lagged, we demonstrate that perceived transformational leadership is significantly related...... to prohibitive voice over time, whereas this effect worked in the opposite direction for promotive voice. We also explore the boundary conditions of transformational leadership, demonstrating that perceived job autonomy strengthens the effect of transformational leadership on prohibitive voice. Implications...
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Leadership Coaching: Building the Capacity of Urban Principals in Underperforming Schools
Warren, Susan R.; Kelsen, Virginia E.
2013-01-01
This investigation assesses the effects of leadership coaching on the knowledge, skills, and dispositions of urban public school administrators in P-12 underperforming schools. The study specifically examines leadership, management, and student achievement growth during the time of coaching. Utilizing a mixed-methods approach, three domains were…
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Directory of Open Access Journals (Sweden)
Gifford W
2017-03-01
Full Text Available Wendy Gifford,1 Ian D Graham,2,3 Mark G Ehrhart,4 Barbara L Davies,5,6 Gregory A Aarons7 1School of Nursing, Faculty of Health Sciences, University of Ottawa, ON, Canada; 2Centre for Practice-Changing Research, Ottawa Hospital Research Institute, 3School of Epidemiology, Public Health and Preventive Medicine, Facility of Medicine, University of Ottawa, Ottawa, ON, Canada; 4Department of Psychology, San Diego State University, San Diego, CA, USA; 5Nursing Best Practice Research Center, University of Ottawa, Ottawa, ON, Canada; 6Department of Psychiatry, University of California, San Diego, La Jolla, CA, USA; 7Child and Adolescent Services Research Center, University of California, San Diego, CA, USA Purpose: Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe, a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS, an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions.Methods: Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5 appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached.Results: All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs.Conclusion: The O
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School Leadership: Constitution and Distribution
Vennebo, Kirsten Foshaug; Ottesen, Eli
2012-01-01
Leadership is currently viewed as a guarantee for educational quality and reforms, as a crucial component for schools' capacity building and as a major contributor to the transformation of practices. Although an array of leadership studies report on the need for leadership by demonstrating what leaders must do or how leadership practices should be…
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Contreras, Trilce S.
2016-01-01
Educational demands of the 21st century make it indispensable to reevaluate the traditional models of management and leadership in schools and focus on pedagogical aspects, distributed leadership, participative school development and teachers' professional growth. Pedagogical leadership includes these aspects and it is emerging, within the…
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Managerial Leadership - A Theoretical Approach
Directory of Open Access Journals (Sweden)
Felicia Cornelia MACARIE
2007-06-01
Full Text Available The paper endeavors to offer an overview of the major theories on leadership and the way in which it influences the management of contemporary organizations. Numerous scholars highlight that there are numerous overlaps between the concepts of management and leadership. This is the reason why the first section of the paper focuses on providing an extensive overview of the literature regarding the meaning of the two aforementioned concepts. The second section addresses more in depth the concept of leadership and managerial leadership and focuses on the ideal profile of the leader. The last section of the paper critically discusses various types of leadership and more specifically modern approaches to the concept and practices of leadership.
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Leadership in Children's Services
Booker, Roger
2012-01-01
This paper examines the different contexts for leadership in children's services with a particular focus on integrated working. It reviews contemporary theories that appear to offer relevant frameworks for thinking about children's service leadership. It is argued that children's services require leadership at all levels to enable a dynamic,…
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Gronn, Peter
2003-01-01
Critique focuses on the discourse of leadership as a vehicle for representing organizational practice. Identifies a series of conceptual inadequacies, such as difficulties in distinguishing leadership from management. Embedded in each criticism is a claim that, if leadership is to retain its conceptual and practical utility, then it has to be…
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Understanding leadership in the environmental sciences
Evans, L.; Hicks, C.; Cohen, P.; Case, P.; Prideaux, M.; Mills, D.
2015-01-01
Leadership is often assumed, intuitively, to be an important driver of sustainable development. To understand how leadership is conceptualised and analysed in the environmental sciences and to discover what this research says about leadership outcomes, we conducted a review of environmental leadership research over the last ten years. We find that much of the environmental leadership literature we reviewed focuses on a few key individuals and desirable leadership competencies. It also reports...
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Val, Carlin; Kemp, Jess
2012-01-01
This study examines how a group's dynamic changes under the influence of different leadership styles, and determines what leadership style works best in a large group expedition. The main question identified was "What roles can a leader play in affecting the dynamic of a large group while partaking in a field expedition?" The following…
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Commentary: Recommendations and remaining questions for health care leadership training programs.
Stoller, James K
2013-01-01
Effective leadership is critical for optimizing cost, access, and quality in health care. Creating a pipeline of effective health care leaders requires developing leadership competencies that differ from the usual criteria of clinical and scientific excellence by which physicians have traditionally been promoted to leadership positions. Specific competencies that differentiate effective leaders from average leaders, especially emotional intelligence and its component abilities, are essential for effective leadership.Adopting a long-standing practice from successful corporations, some health care institutions, medical societies, and business schools now offer leadership programs that address these differentiating leadership competencies. The author draws on experience with such programs through the Cleveland Clinic Academy to provide recommendations for health care leadership training and to identify unanswered questions about such programs.The author recommends that such training should be broadly available to all health care leadership communities (i.e., nurses, administrators, and physicians). A progressive curriculum, starting with foundational concepts and extending to coaching and feedback opportunities through experiential learning, recognizes the challenge of becoming an effective leader and the long time line needed to do so. Linking leadership courses to continuing medical education and to graduate credit opportunities is appealing to participants. Other recommendations focus on the importance of current leaders' involvement in nominating emerging leaders for participation, embedding leadership development discussions in faculty's professional reviews, and blending discussion of frameworks and theory with practical, experiential lessons. The author identifies questions about the benefits of formal health care leadership training that remain to be answered.
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[Situational leadership in nursing in a health institution in Bucaramanga, Colombia].
Torres-Contreras, Claudia Consuelo
2013-01-01
In nursing, it is crucial to know the leadership style required in each situation to act as a leader. The clinical nurse must have an effective leadership style that suits the situations presented during the performance of their functions, in order to achieve the objectives in the care of the patient and family. To describe the situational leadership styles present in nurses in hospital departments, including intensive care, according to the theory of Hersey and Blanchard and to determine the relationship between leadership styles and occupational variables. A cross-sectional descriptive study was conducted on a sample population of 107nurses working in clinical areas of hospital and intensive care in two health institutions. The Dr. Herman Bachenheimer situational leadership tool was applied to nursing staff. The nurses at the hospital area (61) and intensive care (46) have mainly a guide-leadership style (35.4%), followed by a participative style (33.9%) and manager-style (27.9%). Delegation leadership style (2.8%) was not present in clinical nurses. There is no significant relationship between leadership styles and the time working in the institution. A statistically significant relationship was found between leadership styles and length of management experience in the clinical area (P=.011). The predominant leadership style of hospital nurses is to guide, and for intensive care nurses it is participatory. Copyright © 2012 Elsevier España, S.L. All rights reserved.
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Leadership Quality for Malaysia Construction Leader to Steer a Success Construction Project
Directory of Open Access Journals (Sweden)
Ngah Nasaruddin Nur Ain
2016-01-01
Full Text Available Issues that dominate the construction industry for the long time such as time overrun, cost overrun, quality of construction and also safety during the construction process are difficult to resolve because of several factors involved which amongst them are leadership quality in the industry. Solving these issues can make the industry more sustainable in nature. This paper presents the need of leadership quality among construction parties involved to steer a construction project successfully. Literature work found that 11 leadership qualities to ensure construction project success. From the frequency analysis, five most dominant leadership qualities are team building, communication skill, visioning, planning & strategy skill, and decision making. Beside the literature, this study also seeks an opinion from a senior leader of a successful construction company regarding the need of these qualities amongst parties to resolve the construction issues. The results from an interview session indicate that he fully agreed with the need of all the qualities in the construction industry. This shows that there is a strong relationship between solving the issues with the leadership quality in ensuring construction project success. These qualities should be further investigated to acquire a better representation of leadership quality in resolving construction issues for Malaysia construction industry.
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Against professionalizing leadership: the roles of self-formation and practical wisdom in leadership
DEFF Research Database (Denmark)
Jørgensen, Kenneth Mølbjerg; Svane, Marita Susanna
2018-01-01
misconceives the role of leadership education to be only a question of acquiring epistemic (rational and universal) knowledge and skills while it fails to acknowledge technê as craft and art and local and situated awareness and sensitivity. Practical wisdom involves all dimensions. Leadership education......Based on the concepts self-formation and phronesis (practical wisdom), this chapter argues against professionalizing leadership. Professionalization implies rules, guidelines, procedures, and accreditation standards in relation to contents, curricula and the pedagogy of education. It thus...... is important because of its potential to nurture a creative, critical and responsible relation to the world. Leadership thus requires a practice-based educational program and a “free space” for experimentation, reflection and self-formation, which is inconsistent with turning leadership into a profession....
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Clinical program leadership: skill requirements for contemporary leaders.
Spallina, Joseph M
2002-01-01
With knowledge of these leadership requirements and a shrinking base of experienced managers, healthcare organizations and professional societies have little choice in their approach to prepare for the leadership development challenges of the future. Organizations will focus leadership development, training, and continuing management education on integrating business tools and skills into clinical program management. The management requirements for clinical programs will continue to grow in complexity and the number of qualified managers will continue to diminish, New approaches to solving this shortage will evolve. Professional, forprofit companies, healthcare provider organizations, and academic programs will develop clinical program management training tracks. Organizations that create solutions to this management imperative will maintain their competitive edge in the challenging times that will greet the industry in the future.
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School Leadership Skill Development
Weigel, Richard A.
2013-01-01
The purpose of this study was to investigate the relationship between what is currently understood about skills for school leadership and the need for a greater understanding of those skills. The importance of developing leadership skills to improve school performance and effectiveness is great. In the field of school leadership, most leaders…
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Yang, Yi-Feng
2012-02-01
This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. Transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment.
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Thinking in Three Dimensions: Leadership for Capacity Building, Sustainability, and Succession
Byrne-Jimenez, Monica; Orr, Margaret Terry
2012-01-01
Urban schools often experience rapid turnover among teachers and leaders. Yet, research and practice highlight the importance of sustained leadership over time as an integral component of school improvement. Successful leadership requires principals who operate in multiple dimensions at once, moving from individual capacity to group empowerment,…
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Ginzburg, Samara B; Deutsch, Susan; Bellissimo, Jaclyn; Elkowitz, David E; Stern, Joel Nh; Lucito, Robert
2018-01-01
The evolution of health care systems in response to societal and financial pressures has changed care delivery models, which presents new challenges for physicians. Leadership training is increasingly being recognized as an essential component of medical education training to prepare physicians to meet these needs. Unfortunately, most medical schools do not include leadership training. It has been suggested that a longitudinal and integrated approach to leadership training should be sought. We hypothesized that integration of leadership training into our hybrid problem-based learning (PBL)/case-based learning (CBL) program, Patient-Centered Explorations in Active Reasoning, Learning and Synthesis (PEARLS), would be an effective way for medical students to develop leadership skills without the addition of curricular time. We designed a unique leadership program in PEARLS in which 98 medical students participated during each of their six courses throughout the first 2 years of school. A program director and trained faculty facilitators educated students and coached them on leadership development throughout this time. Students were assessed by their facilitator at the end of every course on development of leadership skills related to teamwork, meaningful self-assessment, process improvement, and thinking outside the box. Students consistently improved their performance from the first to the final course in all four leadership parameters evaluated. The skills that demonstrated the greatest change were those pertaining to thinking outside the box and process improvement. Incorporation of a longitudinal and integrated approach to leadership training into an existing PBL/CBL program is an effective way for medical students to improve their leadership skills without the addition of curricular time. These results offer a new, time-efficient option for leadership development in schools with existing PBL/CBL programs.
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Interprofessional student experiences on the HAVEN free clinic leadership board.
Scott, Elizabeth Anne; Swartz, Martha K
2015-01-01
In this study, we examined the experiences of students serving on the leadership board of HAVEN - the student-run free clinic of the Yale University health professional schools. Open-ended responses were collected from 18 of the 28 members of the 2011-2012 leadership board through an online survey. Students reported an overall positive experience participating on the board and valued the opportunity to be part of a committed community creating change. The majority of students reported that their time as a board member had improved their attitude towards interprofessional collaboration (78%) and had also fostered their leadership skills (67%). Around two thirds (67%) reported that their experience had positively impacted their future career plans, either reinforcing their desire to work with underserved populations or encouraging them to pursue leadership roles. Based on these data, it is suggested that the HAVEN Free Clinic offers a useful opportunity for students to experience the demands of clinical care leadership while working together in an interprofessional context.
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Barriers to Women in Roles of Leadership in Higher Education: An Examination of Leadership Texts
Lewis, Heather Hall
2012-01-01
This content analysis study identifies ten leadership books currently in use in college leadership courses and explores the issues of gender bias as well as masculine and feminine leadership styles throughout the selected texts. An objective of this research was to gain understanding of the unique ways women approach leadership and to determine if…
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Leadership: Why gender and culture matter.
Ayman, Roya; Korabik, Karen
2010-04-01
For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory), behavioral (including the two-factor, transformational-transactional leadership, and leader-member exchange models), and contingency (i.e., contingency model of leadership effectiveness and normative decision making). We discuss how dynamics related to either culture or gender (e.g., stereotypes and schemas, ingroup-outgroup interaction, role expectations, power and status differentials) can have an important impact on many aspects of leadership. (PsycINFO Database Record (c) 2010 APA, all rights reserved).
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DEFF Research Database (Denmark)
Elmholdt, Claus Westergård
2012-01-01
Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst.......Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst....
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Leadership: Why Gender and Culture Matter
Ayman, Roya; Korabik, Karen
2010-01-01
For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory),…
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Vogt, Krista Lee
2007-01-01
This study examined how students’ leadership behaviours are related to both their personal leadership experience and their involvement in a leadership education program. The context of the study was the University of Guelph’s Certificate in Leadership program. The Student Leadership Practices Inventory (LPI) was administered to 33 student leaders who did not participate in the Leadership Certificate and 14 students who were at various levels of completion of the Certificate. No significant di...
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Canadian Model of Military Leadership as a Successful Mixture of Civilian and Military Experiences
Directory of Open Access Journals (Sweden)
Piotr Malinowski
2015-06-01
Full Text Available The origins of military leadership are rooted in ancient times and its embodiment are great chieftains and commanders. However, since the moment when in organisation and management sciences the civil theories of leadership started to emerge, the military forces have incorporated their solutions to structure the assumptions of new, coherent and effective models of military leadership. A good example of such solutions is the Canadian model of military leadership, competently merging the civil theories with experience and needs of the military environment. This solution may be a perfect example of effective application of leadership theory to modify the existing national model of military leadership and construct a more efficient one.
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Development of managerial leadership skills
VEJVODOVÁ, Klára
2013-01-01
This work summarizes the most important theoretical approaches of leadership, describes the main styles leadership styles and task of managers in the organization, influences on the effectiveness of leadership, and how to develop leadership skills. The practical part applies this knowledge in practice and provides the particular company guidance of management development on the basis of data collected by questionnaire survey.
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Leadership training in health care action teams: a systematic review.
Rosenman, Elizabeth D; Shandro, Jamie R; Ilgen, Jonathan S; Harper, Amy L; Fernandez, Rosemarie
2014-09-01
To identify and describe the design, implementation, and evidence of effectiveness of leadership training interventions for health care action (HCA) teams, defined as interdisciplinary teams whose members coordinate their actions in time-pressured, unstable situations. The authors conducted a systematic search of the PubMed/MEDLINE, CINAHL, ERIC, EMBASE, PsycINFO, and Web of Science databases, key journals, and review articles published through March 2012. They identified peer-reviewed English-language articles describing leadership training interventions targeting HCA teams, at all levels of training and across all health care professions. Reviewers, working in duplicate, abstracted training characteristics and outcome data. Methodological quality was evaluated using the Medical Education Research Study Quality Instrument (MERSQI). Of the 52 included studies, 5 (10%) focused primarily on leadership training, whereas the remainder included leadership training as part of a larger teamwork curriculum. Few studies reported using a team leadership model (2; 4%) or a theoretical framework (9; 17%) to support their curricular design. Only 15 studies (29%) specified the leadership behaviors targeted by training. Forty-five studies (87%) reported an assessment component; of those, 31 (69%) provided objective outcome measures including assessment of knowledge or skills (21; 47%), behavior change (8; 18%), and patient- or system-level metrics (8; 18%). The mean MERSQI score was 11.4 (SD 2.9). Leadership training targeting HCA teams has become more prevalent. Determining best practices in leadership training is confounded by variability in leadership definitions, absence of supporting frameworks, and a paucity of robust assessments.
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The Leadership Conundrum: Leadership Development Perspectives in Higher Education.
Walker, David A.
This paper presents the views of three leaders in the field of higher education on various aspects of the role of leadership in today's colleges and universities. Dave Ambler of the University of Kansas notes that the traditional leadership style, which he refers to as the "plastic president," produces leaders who become combinations of…
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Leadership and safety culture. Leadership for safety
International Nuclear Information System (INIS)
Fischer, Erwin; Nithack, Eckhard
2016-01-01
The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.
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Leadership and safety culture. Leadership for safety
Energy Technology Data Exchange (ETDEWEB)
Fischer, Erwin; Nithack, Eckhard [PreussenElektra GmbH, Hannover (Germany)
2016-08-15
The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.
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Leadership Team | Water Power | NREL
Leadership Team Leadership Team Learn more about the expertise and technical skills of the water Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls
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The embodiment of authentic leadership.
Waite, Roberta; McKinney, Nicole; Smith-Glasgow, Mary Ellen; Meloy, Faye A
2014-01-01
Development of student leadership capacity and efficacy is critical to the nursing profession, and vital to this process is a strong foundation in critical thinking that includes a depth of understanding of self (i.e., authentic leadership development). This article will (a) present a theoretical overview of authentic leadership as compared with other popular leadership theories, (b) provide an overview of development/implementation of an authentic leadership course, the first in a series of six one-credit courses as an integral component of the Macy Undergraduate Leadership Fellows Program for upper-level nursing students, and (c) discuss related implications for nursing education. Findings from an investigator-developed quantitative pre-post survey and qualitative evaluation questions are provided. Student feedback regarding the comprehensive nature of the course was extremely positive and affirmed the value of introspection associated with authentic leadership in ongoing personal and professional development. Critical pedagogy and action-oriented learning strategies also proved beneficial to student engagement. Copyright © 2014 Elsevier Inc. All rights reserved.
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Curral, Luis; Marques-Quinteiro, Pedro; Gomes, Catarina; Lind, Pedro G
2016-01-01
Recent theoretical contributions have suggested a theory of leadership that is grounded in complexity theory, hence regarding leadership as a complex process (i.e., nonlinear; emergent). This article tests if complexity leadership theory promotes efficiency in work groups. 40 groups of five participants each had to complete four decision making tasks using the city simulation game SimCity4. Before engaging in the four decision making tasks, participants received information regarding what sort of leadership behaviors were more adequate to help them perform better. Results suggest that if complexity leadership theory is applied, groups can achieve higher efficiency over time, when compared with other groups where complexity leadership is not applied. This study goes beyond traditional views of leadership as a centralized form of control, and presents new evidence suggesting that leadership is a collective and emergent phenomenon, anchored in simple rules of behavior.
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Leadership of Cyber Warriors: Enduring Principles and New Directions
2011-07-11
technologists across networks (right) [6,7]. 4 smallwarsjournal.com song of conducting unethical or illegal activities, particularly as one‟s skills...analysis course. The best leaders will adapt to the characteristics and needs of their people. The cyber warrior is a different animal than the...Subordinates In this section we present leadership principles tailored to leading the cyber warrior. We‟ve included some of the 11 time- tested leadership
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2015-06-12
placed in a subordinate role by Monroe and his aggressive leadership style conflicted with Izard’s more measured approach. Perhaps in time the two... leadership , visionary leadership , technical leadership , adaptive leadership , and exemplary followership.33 Successful leaders often display many of these...
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Climate Leadership Awards and Conference
The seventh annual Climate Leadership Awards Dinner will be held during the 2018 Climate Leadership Conference; the event publicly recognize individuals and organizations for their outstanding leadership in reducing greenhouse gas emissions.
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Advancing leadership capacity in nursing.
Scott, Elaine S; Miles, Jane
2013-01-01
To address the potential shortage of nurse leaders, the profession must evaluate current strategies in both education and practice. While many new graduates dream of becoming a nurse practitioner or nurse anesthetist, few transition into practice with the goal of becoming a nurse leader. To increase the number of nurses capable of leadership, the profession must address 2 critical issues. First, effort must be made to augment faculty and students' conceptualization of nursing such that leadership is seen as a dimension of practice for all nurses, not just those in formal leadership roles. In so doing, leadership identity development would be seen as a part of becoming an expert nurse. Second, a comprehensive conceptual framework for lifelong leadership development of nurses needs to be designed. This framework should allow for baseline leadership capacity building in all nurses and advanced leadership development for those in formal administrative and advanced practice roles. The knowledge and skill requirements for quality improvement and patient safety have been explored and recommendations made for Quality and Safety Education for Nurses, but parallel work needs to be done to outline educational content, objectives, and effective pedagogy for advancing leadership development in nursing students at all levels.
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Holistic School Leadership: Systems Thinking as an Instructional Leadership Enabler
Shaked, Haim; Schechter, Chen
2016-01-01
As instructional leadership involves attempts to understand and improve complex systems, this study explored principals' perceptions regarding possible contributions of systems thinking to instructional leadership. Based on a qualitative analysis, systems thinking was perceived by middle and high school principals to contribute to the following…
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Are Leaders born or made? Leadership Training Effects on Employee Perceptions of Leadership
DEFF Research Database (Denmark)
Andersen, Lotte Bøgh; Bøllingtoft, Anne; Jacobsen, Christian Bøtcher
Scholars have discussed for many years whether leaders are born or made. A key question is whether leadership training can push leaders to a more active leadership behavior - also in the eyes of their employees. This article presents the results of a large-scale field experiment where public...... and private leaders were randomly assigned to a control group or one of three leadership training modules aimed at affecting employee-perceived transformational and/or transactional leadership. The participating leaders are from different Danish organizations: Tax agencies, primary and secondary schools......, daycare centers, and banks. All participating leaders and employees were surveyed before and after the training programs, providing us with panel data from 4,782 employees from 474 organizations. We find that the three leadership training programs significantly affected the level of employee...
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Lean leadership: an ethnographic study.
Aij, Kjeld Harald; Visse, Merel; Widdershoven, Guy A M
2015-01-01
The purpose of this study is to provide a critical analysis of contemporary Lean leadership in the context of a healthcare practice. The Lean leadership model supports professionals with a leading role in implementing Lean. This article presents a case study focusing specifically on leadership behaviours and issues that were experienced, observed and reported in a Dutch university medical centre. This ethnographic case study provides auto-ethnographic accounts based on experiences, participant observation, interviews and document analysis. Characteristics of Lean leadership were identified to establish an understanding of how to achieve successful Lean transformation. This study emphasizes the importance for Lean leaders to go to the gemba, to see the situation for one's own self, empower health-care employees and be modest. All of these are critical attributes in defining the Lean leadership mindset. In this case study, Lean leadership is specifically related to healthcare, but certain common leadership characteristics are relevant across all fields. This article shows the value of an auto-ethnographic view on management learning for the analysis of Lean leadership. The knowledge acquired through this research is based on the first author's experiences in fulfilling his role as a health-care leader. This may help the reader examining his/her own role and reflecting on what matters most in the field of Lean leadership.
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Conrad, Jill K.
2013-01-01
This dissertation examines the levels of and relationships between technical leadership, adaptive leadership, and defined autonomy among Denver school leaders along with their combined effects on school growth gains over time. Thirty principals provided complete responses to an online survey that included existing scales for technical leadership,…
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Rajbhandari, Mani Man Singh
2015-01-01
In educational settings, leadership flexibility and mobility is essential factor for leadership readiness. This incorporates both factors concerning the situational needs and followership situational readiness. Leadership in education require multi facet dimensional approaches that enables the educational leaders to fill in the gaps and reduces…
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'Apo Poimen Eis Paidagogos: From Pastor into Schoolmaster--A Study of Maturing Servant Leadership
Barber, Robert S.
2009-01-01
I have chosen to be a servant leader. Servant leadership is a style of leadership that encourages leaders to serve others by meeting needs. Many leaders are fortunate enough to adapt and maintain a particular leadership style over long periods of time because they stay in a particular field. Others have the opportunity to practice and test their…
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Eddy, Pamela L.; VanDerLinden, Kim E.
2006-01-01
The higher education literature suggests that alternative leadership styles are replacing the traditionally held definitions of leadership and provide new and different (and possibly superior) ways to understand leadership. This article looks for parallels within the current leadership literature to see if community college administrators use the…
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Building Trust Through Servant Leadership
2016-06-10
expand on their individual leadership styles and compare them with the principals of Servant Leadership . All three portions of the Literature Review...legitimize the theory of Servant Leadership , but also to develop it as a viable style . To expand upon this, it has been narrowed down to three basic...current leadership style . 43 Phillip Bryant, “Enthusiastic Skepticism: The Role of SLTP in advancing
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Spirituality and leadership through transcendence
2015-01-01
M. Phil. (Personal, Interpersonal and Professional Leadership) Orientation: Personal experience of the phenomenon of transcendence and a preliminary literature review indicates that the phenomenon of transcendence can be better integrated within the Personal, Interpersonal and Professional Leadership (PPL) framework as well as within other leadership theories. Research purpose: The aim of the study is to conceptualise transcendence within PPL and leadership in general using auto-ethnograph...
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Leadership Practices in Hospital Nursing: A Self of Manager Nurses
Directory of Open Access Journals (Sweden)
Vânea Lúcia dos Santos Silva
Full Text Available Abstract OBJECTIVE To assess the frequency of the leadership practices performed by the manager nurses of hospital institutions and their association with the variables of the socioprofessional profile. METHOD Cross-sectional, descriptive, correlational study conducted in four hospitals in a city of the state of São Paulo. A sociodemographic questionnaire and the instrument Leadership Practices Inventory were used. Data collection and analysis were based on an exemplary Leadership Practices Model. RESULTS Eighty-four manager nurses participated in the study. The mean values of the leadership practices used by the nurses were: enable others to act (50.6; encourage the heart (48.2; model the way (46.7; challenge the process (43.3; and inspire a shared vision (43.1. Data analysis also evidenced a correlation between the practice encourage the heart and the variables time of care and employment relationship. Conclusion The study evidenced the presence of manager nurses exercising moderate leadership, and promoting teamwork, an environment of trust, and a horizontal vision. However, moderate values also reveal managerial aspects to be improved by the leaders by means of organizational strategies and/or tools aimed at best leadership practices.
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Development and evaluation of a leadership program for veterinary students.
Moore, D A; Klingborg, D J
2001-01-01
Leadership skills are important for many facets of professional life, but no known leadership training programs exist in North American veterinary schools. It was the purpose of this project to develop, deliver, and evaluate a leadership program for first-year veterinary students. Leadership attributes emphasized in the course included effective communication, openness to learning from others, self-awareness, commitment beyond self-interest, motivation, decision making, understanding issue complexity, and team building. The five-day course was delivered to 21 new veterinary students randomly selected just prior to their first-year orientation in the fall of 2000. Participants ranked themselves higher than non-participants in a post-course evaluation on their ability to be effective leaders. Participants reported an increase in self-confidence and a clearer understanding of their leadership roles. Participants also noted new support systems among co-participants and expressed a new ability to consider complex issues more broadly. Most reported that they frequently used enhanced skills in giving and receiving feedback and team building. Other leadership tools identified as valuable included negotiation, group dynamics, a structured approach to problem solving, time management, and an awareness of personal learning style preferences as a means to improve communication.
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Gertler, Matthew; Verma, Sarita; Tassone, Maria; Seltzer, Jane; Careau, Emmanuelle
2015-01-01
As health systems become increasingly complex, there is growing emphasis on collaborative leadership education for health system change. The Canadian Interprofessional Health Leadership Collaborative conducted research on this phenomenon through a scoping and systematic review of the health leadership literature, key informant interviews and an inventory of health leadership programs in Canada. The inventory is unique, accounting for educational programming missed by traditional scholarly literature reviews. A major finding is that different health professions have access to health leadership education in different stages of their careers. This pioneering inventory suggests that needs may differ between health professions but also that there is a growing demand for multiple types of programs for specific targeted audiences, and a strategic need for collaborative leadership education in healthcare.
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Hauge, Trond Eiliv; Norenes, Svein Olav; Vedøy, Gunn
2014-01-01
This study examines the features of school leadership as it evolved in an upper secondary school attempting to enhance school improvement through a dedicated team of developmental leaders. We study the team leadership's tools and design over one school year and report on the evolution of a collective approach to leadership for school…
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Leadership and Human Resource Management in Project Circumstances
Fadjar, Adnan
2008-01-01
Leadership is a very important issue in any organizations. The complexity of a project makes the role of the project manager as the leader even more challenging because he/she has to work in an organization which has relatively short time period and dealing with many people who come from various backgrounds. This paper discusses various theories of leadership and proposes their application in project circumstances. As It is often said that the project management is effective if it can manage ...
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Leadership and positive human functioning: a triphasic proposal
Gomes, António Rui
2014-01-01
This chapter addresses the topic of leadership by proposing the Triphasic Model of Leadership Efficacy. The model explains leadership efficacy by suggesting that the best results achieved by the leaders result from a congruent hypothesis that congregates a conceptual cycle of leadership (that includes the elements of leadership philosophy, leadership practice, and leadership criteria) and a practical cycle of leadership (that includes the elements of leadership philosophy, leadership in pract...
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Coaching Leadership: Building Educational Leadership Capacity through Partnership. Second Edition
Robertson, Jan
2016-01-01
"Coaching Leadership" is about building leadership capacity in individuals, and in institutions, through enhancing professional relationships. It is based on the importance of maximising potential, and harnessing the ongoing commitment and energy needed to meet personal and professional goals. This book is for anyone interested in…
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Leadership and Project Success in Development Sector
Directory of Open Access Journals (Sweden)
Saghir Ahmed
2017-10-01
Full Text Available Aim/purpose - The study aims to investigate the relationship among the leadership, operational efficiency and project success in general and the impact of transformational leadership and operational efficiency on project success in particular. Design/methodology/approach - Mean comparison from descriptive statistics and multiple linear regression from inferential statistics was used to determine the association between variables and further impact of the transformational leadership and operational efficiency on project success in the development sector. The paper presents the results of a survey conducted among 200 employees from the top, middle & lower management levels of various national & international development organizations working in Pakistan like Microfinance Banks and other Rural Support Programs. Statistical Package for Social Sciences (SPSS was used to process data. Findings - The result shows positive association among transformational leadership, operational efficiency and project success. In addition, it was found that transformational leadership and operational efficiency have a positive and statistically significant impact on the project success. It is concluded that both transformational leadership and operational efficiency are vital to achieving the optimum level of success in any project, especially in the development sector. Research implications/limitations - The integral limitation of the study was the respondents because most of the development organizations have their operations in rural areas where access was difficult because of limited time and resources. In addition, such organizations are always reluctant to provide survey feedback. Originality/value/contribution - The paper contribution is in the theoretical and practical knowledge of the project success factors in the development sector which is still a somehow unexplored area. Regulators of the development sector may be benefited from this study.
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Preparation for Full Time Employment: A Capstone Experience for Students in Leadership Programs
Gifford, Gregory T.; Cannon, Karen J.; Stedman, Nicole L.; Telg, Ricky W.
2011-01-01
This practice paper describes the development and implementation of a senior capstone course for communication and leadership development for undergraduate students. The resulting course is a unique combination of experiential skill development and career preparation. The success of this course provides students with an important and meaningful…
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Meanings of Success and Successful Leadership in Ontario, Canada, in Neo-Liberal Times
Winton, Sue; Pollock, Katina
2016-01-01
The provincial government of Ontario, Canada, has committed itself to raising student achievement, closing achievement gaps, and increasing the public's confidence in public education. It has introduced many policies, including the Ontario Leadership Strategy (OLS), to support these goals. Our study examined how teachers, administrators, support…
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Henrickson Parker, Sarah; Flin, Rhona; McKinley, Aileen; Yule, Steven
2013-06-01
Surgeons must demonstrate leadership to optimize performance and maximize patient safety in the operating room, but no behavior rating tool is available to measure leadership. Ten focus groups with members of the operating room team discussed surgeons' intraoperative leadership. Surgeons' leadership behaviors were extracted and used to finalize the Surgeons' Leadership Inventory (SLI), which was checked by surgeons (n = 6) for accuracy and face validity. The SLI was used to code video recordings (n = 5) of operations to test reliability. Eight elements of surgeons' leadership were included in the SLI: (1) maintaining standards, (2) managing resources, (3) making decisions, (4) directing, (5) training, (6) supporting others, (7) communicating, and (8) coping with pressure. Interrater reliability to code videos of surgeons' behaviors while operating using this tool was acceptable (κ = .70). The SLI is empirically grounded in focus group data and both the leadership and surgical literature. The interrater reliability of the system was acceptable. The inventory could be used for rating surgeons' leadership in the operating room for research or as a basis for postoperative feedback on performance. Copyright © 2013 Elsevier Inc. All rights reserved.
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Boamah, Sheila
2018-03-01
Background While improving patient safety requires strong nursing leadership, there has been little empirical research that has examined the mechanisms by which leadership influences patient safety outcomes. Aim To test a model examining relationships among transformational leadership, structural empowerment, staff nurse clinical leadership, and nurse-assessed adverse patient outcomes. Methods A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada. Structural equation modeling was used to test the hypothesized model. Results The model had an acceptable fit, and all paths were significant. Transformational leadership was significantly associated with decreased adverse patient outcomes through structural empowerment and staff nurse clinical leadership. Discussion This study highlights the importance of transformational leadership in creating empowering practice environments that foster high-quality care. The findings indicate that a more complete understanding of what drives desired patient outcomes warrants the need to focus on how to empower nurses and foster clinical leadership practices at the point of care. Conclusion In planning safety strategies, managers must demonstrate transformational leadership behaviors in order to modify the work environment to create better defenses for averting adverse events.
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Educational Leadership ? understanding and developing practice
DEFF Research Database (Denmark)
Hargreaves, Andy; Fink, Dean; Southworth, Geoff
institutions. Different stakeholders bring different interests into policy debate, practice and research on leadership.The articles in this book explore and discuss the theme of 'Educational leadership: Understanding and developing practice' from the following perspectives.- Leadership and change- Leadership...
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IS LEADERSHIP OVERRATED? PUBLIC LEADERSHIP COMPETENCIES AND CHALLENGES FOR THE FUTURE
MARK GAL
2013-01-01
In our days the concept of leadership is often met. Whether we read books or articles on business management, public administration, human resources management, etc. we are bound to “meet” the term of leadership in some way. This paper aims to present the current and future competencies and challenges of leadership, putting a bigger emphasis on the public sector, because in the last 4-5 years it has become an emerging phenomenon within public administration, which is mostly due to the fact th...
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Cole, Kris
2012-01-01
Created especially for the Australian customer! Improve your leadership skills and bring out the best in the people you lead People may join organisations, but they stay because of good leaders. Find out how inspiring and bringing out the best in the people you lead helps you fulfil your organisation's visions and key priorities. Leadership For Dummies, Australian and New Zealand Edition, quickly gets you up to speed on the latest leadership theories, providing practical strategies and surefire techniques to ensure you and your followers are working in the same direction. Discover how to: D
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Technical Leadership Development Program
2010-12-13
the traditional tenets of leadership and management , systems thinking, understanding SOS issues, and thinking and acting holistically. Our research...international element 2.0 Enterprise Leadership and Management UNCLASSIFIED Contract Number: H98230-08-D-0171 DO 002. TO002, RT 004 Report No...mechanisms for leadership of the overall technical effort, for systems engineering, for requirements, management , and for systems integration. o Develop
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JT Bachman Leadership Framework
2017-07-01
DAHLGREN DIVISION NAVAL SURFACE WARFARE CENTER Dahlgren, Virginia 22448-5100 NSWCDD/MP-17/300 JT BACHMAN LEADERSHIP FRAMEWORK...REPORT TYPE Miscellaneous Publication 3. DATES COVERED (From - To) 27 Sept 2016 – 08 June 2017 4. TITLE AND SUBTITLE JT BACHMAN LEADERSHIP FRAMEWORK...distribution is unlimited. 13. SUPPLEMENTARY NOTES 14. ABSTRACT This document describes the leadership framework of a civil servant following
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Leadership at Antarctic Stations.
1987-03-01
Claseification 6. No. Pegees LEADERSHIP AT ANTARTIC STATIONS hxIs i4 5, C =r~eta(C), 17 Rfs~W (R, Udusiied U)J 7. No Refs 8. Author(s) Edocumesnt I...whether there is a "best" approach to leadership at an Antartic Station and what leadership style may have the most to offer. 3~~ __ ___ Tipesis to be
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The development of training based on the PM leadership theory
International Nuclear Information System (INIS)
Yoshida, Michio; Misumi, Jyuji; Yamada, Akira; Misumi, Emiko; Sakurai, Yukihiro; Kinjo, Akira; Matsuda, Ryosuke; Matsuo, Hidehisa; Tokudome, Eiji.
1995-01-01
The PM leadership theory developed by Misumi, et al., basically identifies leadership behavior in terms of two dimensions, i.e., P(Performance) behavior and M(Maintenance) behavior, and divides it into four types, PM, M, P and pm, depending on the degree to which each of them performs its behavior. Thus, it has been verified that the differences between these types have an effect on various variables, such as subordinates' morale, productivity and reduced incidence of accidents. To be more concrete, it has been consistently found as a result of a number of studies that what brings about the most desirable results in the eyes of organizations is the PM type, followed by M, P and pm in the order mentioned. The most basic premise for the PM theory is that leadership lies not in the leader's personal traits but in his behavior. Consequently, any leadership type is not 'carved in stone', and it can change according to the leader's behavior. From this, it follows that leadership can be improved and upgraded. As the PM leadership theory has become well-established, the development research and implementation of leadership training aimed at improving and upgrading leadership was launched. In this paper, the leadership training that is now in progress will be discussed, with particular reference to its purpose, current status of its overall progress and its typical training schedule. That done, the history of development of the leadership training will be reviewed, and at the same time, its effects will be examined on the basis of some empirical data. Also some proposals will be presented concerning the relationship between organizational development and training as well as some problems to be addressed in the future. (author)
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The development of training based on the PM leadership theory
Energy Technology Data Exchange (ETDEWEB)
Yoshida, Michio [Kumamoto Univ. (Japan). Faculty of Education; Misumi, Jyuji; Yamada, Akira; Misumi, Emiko; Sakurai, Yukihiro; Kinjo, Akira; Matsuda, Ryosuke; Matsuo, Hidehisa; Tokudome, Eiji
1995-09-01
The PM leadership theory developed by Misumi, et al., basically identifies leadership behavior in terms of two dimensions, i.e., P(Performance) behavior and M(Maintenance) behavior, and divides it into four types, PM, M, P and pm, depending on the degree to which each of them performs its behavior. Thus, it has been verified that the differences between these types have an effect on various variables, such as subordinates` morale, productivity and reduced incidence of accidents. To be more concrete, it has been consistently found as a result of a number of studies that what brings about the most desirable results in the eyes of organizations is the PM type, followed by M, P and pm in the order mentioned. The most basic premise for the PM theory is that leadership lies not in the leader`s personal traits but in his behavior. Consequently, any leadership type is not `carved in stone`, and it can change according to the leader`s behavior. From this, it follows that leadership can be improved and upgraded. As the PM leadership theory has become well-established, the development research and implementation of leadership training aimed at improving and upgrading leadership was launched. In this paper, the leadership training that is now in progress will be discussed, with particular reference to its purpose, current status of its overall progress and its typical training schedule. That done, the history of development of the leadership training will be reviewed, and at the same time, its effects will be examined on the basis of some empirical data. Also some proposals will be presented concerning the relationship between organizational development and training as well as some problems to be addressed in the future. (author)
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Role of organizational leadership in plant life management
International Nuclear Information System (INIS)
Mohindra, R.K.; Chou, Q.B.
2007-01-01
The nuclear power plant (NPP) operational trend shows that the plants of the same design and brought to service about the same time demonstrate a wide range of life time operational performance. Based on years of performance assessment experience from various types of industry audits, it can be seen that there is a strong relationship between organizational leadership and the good performing plants. A review based on this relationship is provided to suggest important characteristics needed in management and leadership team for an organization to have a successful life management program in a NPP. The required characteristics and attributes are discussed in the following three important organizational elements: Environment, People and Process
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Analysis of the Relationship between Shared Leadership and Distributed Leadership
Goksoy, Suleyman
2016-01-01
Problem Statement: The current study's purpose is: First, to examine the relationship between shared leadership and distributed leadership, which, despite having many similar aspects in theory and practice, are defined as separate concepts. Second, to compare the two approaches and dissipate the theoretical contradictions. In this sense, the main…
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How Leadership Content Knowledge in Writing Influeces Leadership Practice in Elementary Schools
Olsen, Heather Stuart
2010-01-01
In an era of increased accountability mandates, school leaders face daunting challenges to improve instruction. Despite the vast research on instructional leadership, little is known about how principals improve teaching and learning in the subject of writing. Leadership content knowledge is the overlap of knowledge of subject matter and instruction in leadership. Using a cross case study format, this study examined the work of three elementary school principals who had different levels of...
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Leadership and Teamwork in Trauma and Resuscitation.
Ford, Kelsey; Menchine, Michael; Burner, Elizabeth; Arora, Sanjay; Inaba, Kenji; Demetriades, Demetrios; Yersin, Bertrand
2016-09-01
Leadership skills are described by the American College of Surgeons' Advanced Trauma Life Support (ATLS) course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. We searched the PubMed database using the keywords "leadership" and then either "trauma" or "resuscitation" as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1) how leadership affects patient care; 2) which tools are available to measure leadership; and 3) methods to train physicians to become better leaders. We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS) is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ) was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs included didactic teaching followed by simulations. Although programs
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Walisongo’s Educational Leadership through Modelling and Fulfilment of Human Basic Needs
Directory of Open Access Journals (Sweden)
Nanang Hasan Susanto
2017-12-01
Full Text Available This study aims to trace the Walisongo’s (the Nine Saints leadership model that is often considered successful in Islamizing the Javanese community in a relatively short time and almost without conflict. Through the literature search using analytic descriptive, this study brings the conclusion that based on the conventional leadership model division, the Walisongo’s leadership can be categorized into transformational leadership with characteristics capable of fostering the trust, pride, loyalty and respect of Javanese society. In addition, the Walisongo's leadership also conforms to the characteristics proposed by Tobroni, which include spiritual leadership, with characteristics based on the divine aspect, done with honesty and sincerely, drawing public sympathy and mobilizing them to follow the Walisongo’s teachings. This research also produces a finding that the success of Walisongo in educating the people of Java is due to their concern on the efforts to meet the basic needs of the society and provide models to follow.
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Ethical aspects of transformational leadership.
Cassidy, V R; Koroll, C J
1994-10-01
The requirements of leadership in the current environment of health care reform necessitate a clear distinction between leadership and management, an alteration in traditional leadership roles, and an evaluation of the knowledge and skills needed to address the ethical issues that arise from such reform. Transformational leadership is well suited to the current climate in health care because of the manner in which it actively embraces and encourages innovation and change. The article explores the elements of transformational leadership, describes the need for transformational leaders to be cognizant of the ethical aspects of their roles, and outlines the responsibilities of transformational leaders as moral agents.
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Leadership Training in Otolaryngology Residency.
Bent, John P; Fried, Marvin P; Smith, Richard V; Hsueh, Wayne; Choi, Karen
2017-06-01
Although residency training offers numerous leadership opportunities, most residents are not exposed to scripted leadership instruction. To explore one program's attitudes about leadership training, a group of otolaryngology faculty (n = 14) and residents (n = 17) was polled about their attitudes. In terms of self-perception, more faculty (10 of 14, 71.4%) than residents (9 of 17, 52.9%; P = .461) considered themselves good leaders. The majority of faculty and residents (27 of 31) thought that adults could be taught leadership ability. Given attitudes about leadership ability and the potential for improvement through instruction, consideration should be given to including such training in otolaryngology residency.
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Informal Leadership in the Clinical Setting: Occupational Therapist Perspectives
Directory of Open Access Journals (Sweden)
Clark Patrick Heard
2018-04-01
Full Text Available Background: Leadership is vital to clinical, organizational, and professional success. This has compelled a high volume of research primarily related to formal leadership concepts. However, as organizations flatten, eliminate departmental structures, or decentralize leadership structures the relevance of informal leaders has markedly enhanced. Methods: Using a qualitative phenomenological methodology consistent with interpretative phenomenological analysis, this study examines the impact of informal leadership in the clinical setting for occupational therapists. Data was collected through the completion of semi-structured interviews with 10 peer-identified informal occupational therapy leaders in Ontario, Canada. Collected data was transcribed verbatim and coded for themes by multiple coders. Several methods were employed to support trustworthiness. Results: The results identify that informal leaders are collaborative, accessible, and considered the “go to” staff. They demonstrate professional competence knowledge, experience, and accountability and are inspirational and creative. Practically, informal leaders organically shape the practice environment while building strength and capacity among their peers. Conclusion: Recommendations for supporting informal leaders include acknowledgement of the role and its centrality, enabling informal leaders time to undertake the role, and supporting consideration of informal leadership concepts at the curriculum and professional level.
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Situational leadership and persons with disabilities.
Cubero, Christopher G
2007-01-01
Does situational leadership style impact workers with disabilities? Situational leadership as a model and style of organizational management is defined. With a concentration on workers with disabilities, employer and employee perceptions of the workplace environment are analyzed as a contributing factor to the choice of leadership styles. Leadership style and its potential impact on workers with disabilities are included. Advantages of situational leadership style as an organizational model for managers that matches the intricate needs of workers with disabilities are argued. Methods for increasing awareness of the needs of persons with disabilities in the workplace and improving leadership models are discussed. Implications and potential outcomes for workers with disabilities based on the use of situational leadership by managers are discussed.
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Madrasah Culture Based Transformational Leadership Model
Directory of Open Access Journals (Sweden)
Nur Khoiri
2016-10-01
Full Text Available Leadership is the ability to influence, direct behavior, and have a particular expertise in the field of the group who want to achieve the goals. A dynamic organization requires transformational leadership model. A school principal as a leader at school aims to actualize good learning leadership. Leadership learning focuses on learning which components include curriculum, teaching and learning process, assessment, teacher assessment and development, good service in learning, and developing a learning community in schools based on organizational culture as value, assumption, belief evolved from the roots of member thought of the organization and believed by all members of the organization and implemented in everyday life that could give meaning Keywords: leadership, transformational leadership, headmaster, instructional leadership, organizational culture.
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Munir, Fehmidah; Nielsen, Karina
2009-09-01
This paper is a report of a study conducted to investigate the longitudinal relationship between transformational leadership behaviours and employees' sleep quality, and the mediating effects of self-efficacy. Although there is evidence for the influential role of transformational leadership on health outcomes, researchers have used either attitude outcomes (e.g. job satisfaction) or softer health measures, such as general well-being. Specific measures of well-being such as sleep quality have not been used, despite its association with working conditions. A longitudinal design was used to collect data from Danish healthcare workers at time 1 in 2005 (n = 447) and 18 months later at time 2 in 2007 (n = 274). Structural equation modelling was used to investigate the relationships between transformational leadership, self-efficacy and sleep quality at both time points independently (cross-sectionally) and longitudinally. For all constructs, time 2 measures were influenced by the baseline level. Direct relationships between transformational leadership and sleep quality were found. This relationship was negative cross-sectionally at both time points, but positive between baseline and follow-up. The relationship between leadership and employees' sleep quality was not mediated by employees' self-efficacy. Our results indicate that training managers in transformational leadership behaviours may have a positive impact on healthcare workers' health over time. However, more research is needed to examine the mechanisms by which transformational leadership brings about improved sleep quality; self-efficacy was not found to be the explanation.
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Authentic leadership: develop the leader within.
Yasinski, Lesia
2014-03-01
Great leadership usually starts with a willing heart, a positive attitude, and a desire to make a difference. Strong leadership is important, in today's health care climate, to ensure optimal patient outcomes and the fostering of future generations of knowledgeable, motivated and enthusiastic perioperative nurses. This article will explore key elements necessary for the development of authentic leadership. While highlighting the role that personal development plays in leadership skills, this article will also discuss ways to cultivate authenticity in leadership. The following questions will be addressed: What is authentic leadership? How does one become an authentic leader?
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Leadership Characteristics 1900-1982.
1983-04-01
complex of factors associated with leadership status (Bass 1981), the entertainment of this premise by comtemporary researchers is viewed as unreliable...to direct their total energies in the formulation of a small business rather than support the missions of tradi- tional corporate or military...effort is directed toward the development and man- agement of personal sideline businesses . They eventually succeed in turning part-time sidelines
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DEFF Research Database (Denmark)
Holmgreen, Lise-Lotte
2018-01-01
Questioning the assumption that identities can be controlled through a shared organisational culture, the article explores the inculcation of a discourse of diversity into leadership identities in a Danish bank and building society. Thus, it intends to demonstrate that, on the one hand, discourse...... plays a significant role in identity construction and, on the other, that leaders’ constructions may have many sources of inspiration within and outside the organisation, emphasising that identity construction is a complex process in which organisational efforts to promote a common leadership identity...... to construct their leadership identities. While the respondents present comparable identities to the interviewer, the analysis reveals that the they draw on different discourses and employ a number of different discursive means to present this identity. This, the article argues, may be the result of a number...
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Leadership and Management in Aesthetic Medicine.
Brennan, Connie
2016-01-01
The aesthetic provider is obligated to leverage their leadership, management, and teamwork skills on a daily basis in order to deliver optimum aesthetic outcomes for their clients. This article discusses leadership and motivational theories, leadership and management traits, complexity theory, Gardner's tasks of leadership, and the role of emotional intelligence in leading, managing, and following, so the aesthetic provider can identify and align with a particular leadership and management style that suits their practice philosophy.
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Leadership Theories--Managing Practices, Challenges, Suggestions
Hawkins, Cheryl
2009-01-01
A shortage of community college executives due to the number of retirements occurring among current leaders is predicted. An examination of three leadership theories--servant-leadership, business leadership and transformational leadership--suggests techniques for potential community college leaders. Servant-leaders focus on the needs of their…
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Developing leadership talent in healthcare organizations.
Wells, Wendy; Hejna, William
2009-01-01
Effective initiatives for developing and retaining leadership talent are built around five supporting elements: Identification of key leader competencies. Effective job design. A strong focus on leadership recruitment, development, and retention. Leadership training and development throughout all levels of the organization. Ongoing leadership assessment and performance management.
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Latorre, Julia Talarico
Perceptions of engineers and leaders in the field of engineering regarding leadership preparation for engineers were evaluated in this dissertation. More specifically, engineers' and leaders' perceptions of leadership preparation and the necessary skills of leaders in technical fields were studied. The design and analyses of the study were divided into two parts: (1) Data for employment and college enrollment for engineers in New York State (NYS) were plotted using Geographic Information Systems (GIS) in order to evaluate recent data regarding employment and college enrollment for engineers in order to better understand the relevance of leadership preparation in engineering, (2) Perceptions regarding engineering leadership preparedness were analyzed using descriptive statistical methods and inferential statistical methods and engineers' perceptions regarding the importance of chosen leadership attributes were analyzed using inferential statistics and Generalizability Theory (G-theory). Responses to open-ended questions regarding the importance of leadership or management training for engineers, and responses discussing possible implications of increasing leadership or management training for engineers were also examined. Possible implications of the study, and suggestions for future research, were also included.
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Entrepreneurial leadership practices and school innovativeness
Directory of Open Access Journals (Sweden)
Zaidatol Akmaliah Lope Pihie
2014-01-01
Full Text Available Entrepreneurial leadership, as a distinctive type of leadership required for dealing with challenges and crises of current organizational settings, has increasingly been applied to improve school performance. However, there is limited research on the impact ofschool leaders' entrepreneurial leadership practices on school innovativeness. The main purpose of this study is to identify the relationship between principals' entrepreneurial leadership practices and school innovativeness through the teachers' perspectives. The participants included 294 Malaysian secondary school teachers in Selangor, Malaysia. A questionnaire containing 64 items (50 items on school principals' entrepreneurial leadership practices and 14 items on school innovativeness was utilized. An analysis of the data indicates that teachers perceive entrepreneurial leadership as highly important for school principals. However, the principals practise it moderately. Furthermore, this study found a significant correlation between teachers' perceptions of school principals' entrepreneurial leadership practices and school in-novativeness. Implications of the findings for developing school principals' entrepreneurial leadership and school innovativeness are discussed.
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Sailing the "Seven C's" of Leadership.
Weismuller, Penny C; Willgerodt, Mayumi A; McClanahan, Rachel; Helm-Remund, Terri
2016-01-01
Nurses are increasingly being called upon to lead changes within health care. How do nurses and, in particular, school nurses become leaders? School nurses lead daily in their work but often do not recognize themselves as leaders. The "Five C's of Leadership"-character, commitment, connectedness, compassion, and confidence-identified by Kowalski and Yoder-Wise are foundational to the development of leadership and are particularly relevant to school nurses and their role. Two additional attributes found in the literature-courage and capacity-also undergird school nursing practice. In this article, we describe how school nurses already embody these leadership qualities. Each leadership attribute is reviewed in light of the literature, followed by specific examples to demonstrate how school nurses provide leadership. Through these illustrations, school nurses can recognize and embrace their present leadership abilities. In addition, by using the "Seven C's" of leadership, school nurses can enhance their inherent leadership abilities. © 2015 The Author(s).
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Directory of Open Access Journals (Sweden)
Cephas Tushima
2016-06-01
Full Text Available The pattern of leadership succession observed globally in most contemporary Pentecostal movements and churches can be characterised as dynastic succession. Yet historic modern Pentecostalism (in the Azusa tradition prided itself on being biblical. This article explores the biblical sources, examining first the leadership structure and then the leadership succession patterns in the apostolic church as well as the extra-biblical sources of the apostolic patristic era. Our findings from this New Testament (and patristic sources survey of leadership succession in the apostolic church and post-apostolic churches furnish a template for critical evaluation of the prevalent succession approaches of contemporary Pentecostal groups. Critical elements of apostolic and leadership structure and succession patterns are highlighted, and needed inferences are drawn for the re-shaping of leadership and its succession in contemporary Christian ministries and churches. Keywords: Azusa; Apostolic Leadership; Leadership Succession; Pentecostalism; Evangelicals; Leadership Patterns
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A scoping review identifying contemporary issues in rural nursing leadership.
Bish, Melanie; Kenny, Amanda; Nay, Rhonda
2012-12-01
Rural nurse leaders on a global scale are being challenged to create structures and processes to enable excellence in nursing care. The purpose of this scoping review is to offer an indication of the available literature relating to contemporary issues in rural nursing leadership. A review of contemporary issues facing rural nurse leaders is timely to assist strategy development that will achieve the goal of excellence in nursing. An interpretative scoping literature review methodological framework has been used with an emphasis on thematic construction. Literature published between 2008 and 2012 was reviewed from five electronic databases using the key words rural, nursing, and leadership. Four themes have been identified: expectations of rural nursing leadership, a highly educated workforce, competing interests, and partnering within rural healthcare systems. The content may resonate with rural nurse leaders and encourage a greater awareness of their relevance to leadership practices. The findings provide a greater awareness and understanding of contemporary issues facing rural nurse leaders and may assist with the development of context-sensitive leadership strategies to facilitate excellence in nursing care. © 2012 Sigma Theta Tau International.
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Merry, Philip
2017-01-01
LAY SUMMARY SYNCHRONICITY AND LEADERSHIP TILBURG PHD DISSERTATION, PHILIP MERRY World’s First PhD to Research Synchronicity And Leadership Using Grounded Theory OUT OF THE BLUE COINCIDENCES: research topic Most people have had the experience of thinking of someone and then, almost magically have
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Practical Strategies for School Counsellor Leadership: The Leadership Challenge Model
Shillingford, Margaret
2013-01-01
It is crucial to the progression of the school counselling profession that counsellors-in-training receive the training, knowledge, and practice in leadership that they need to counter systemic challenges that they may face. Effective leadership practices have been shown in research to be instrumental in promoting program delivery success in the…
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Leadership with a Conscience: Educational Leadership as a Moral Science
Palestini, Robert
2011-01-01
Leaders and aspiring leaders are constantly searching for role models who are successful in placing leadership theory into effective practice. This book identifies ten such role models whose heroic leadership behavior is analyzed in order to reveal what particular abilities and skills made them successful and how those attributes can be applied to…
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Path-Goal Theory of Leadership
1975-04-01
Leadership and Turnover Among Managers ," Organization Behavior and Human Performance, 10(1973), pp. 184-200; R. J. House, "A Path-Goal Theory of...of Leadership ." 6R. J. House and G. Dessler, "Path-Goal Theory of Leadership " R. M. Stqg- dill. Managers , Employees, Organization (Ohio State...of Control." 23 R. J. House, "Notes on the Path-Goal Theory of Leadership " (University of Toronto, Faculty of Management Studies, May 1974). 24 R
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National Research Council Canada - National Science Library
Hill, James R
2008-01-01
... a successful leadership style. The process of developing leadership styles, however, is not easy and it requires a prodigious amount of determination, time, planning, training, mentoring, and refinement...
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2012-03-30
.../31/12 Agro Dutch Foods Limited (Agro Dutch Industries Limited) Himalya International Ltd. Hindustan...., Ltd. Blue Field (Sichuan) Food Industrial Co., Ltd. China National Cereals, Oils & Foodstuffs Import...
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Lees, Howard; Faulkner, Bruce
2010-01-01
In this paper the authors present a careful consideration about the role of leadership, the fundamental element for the success of Behavior-Based Safety (B-BS) programs within companies. Lees and Faulkner have been training, coaching and writing about Behavior-Based Safety for the last ten years. Considerable data has been gathered during this process and the paramount factor in its success is leadership. An effective leader can create many spectacular successes. The success stories are all predicated on good leadership, without that a good product, great processes and quality people are all wasted and often find themselves on the rocks of frustration.
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Deepening system leadership : teachers leading from below
Boylan, Mark
2013-01-01
The increasing importance of educational collaborations and networks that blur organizational boundaries requires conceptual developments in leadership theory. One approach to both theorizing and promoting such phenomena is through the idea of system leadership. Three different meanings of the term are identified: interschool leadership; a systemic leadership orientation and identity; and leadership of the school system as a whole. Previous descriptions of system leadership, and policy initia...
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Global Leadership Study: A Theoretical Framework
Perkins, Anne W.
2009-01-01
Traditional leadership theory and research courses do not adequately prepare students for cross-cultural leadership. This article notes six premises of Western theories and demonstrates the limitations of these premises in non-Western settings. A framework for the study of cross-cultural leadership, The Global Leadership-Learning Pyramid, is…
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Twenty-Five Leadership Support Tips: Some Thoughts on Leadership Support Roles.
Goeres, Ernest R.
1994-01-01
A discussion of college administrative staff in leadership support roles looks at the qualities, attitudes, and skills managers must have to be effective and successful. These include personal and professional abilities; relationships with subordinates, peers, and leadership; organizational communication; flexibility; and empathy. (MSE)
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[Leadership strategies--the Bible as a guide to management in the health care system].
Kudlacek, Stefan; Meran, Johannes G
2006-06-01
Management and leadership are an integral part of any organisation, to optimise procedures and increase efficiency. Aims, ideals and structures first need to be defined for tasks to be carried out successfully, particularly in difficult times. A good example for the way communities can effectively and with conviction pass on their values and standpoints from generation to generation, grow in strength and also influence their surroundings is provided by religion. This paper focuses leadership provided by charismatic personalities within the Jewish and Christian religions. Monasteries have run hospitals without governmental support ever since the Middle Ages. Leadership within today's health care system calls for a variety of strategies in the different phases of development. In times of limited resources and multifarious societies, leadership implies both a scientific as well as an ethical challenge.
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Pitfalls in �Biblical� leadership
Directory of Open Access Journals (Sweden)
Volker Kessler
2013-02-01
Full Text Available This article is about the pitfalls involved in writing a Christian handbook on leadership. By analysing some elements of the Rule of Benedict it is argued that it is impossible to write such a handbook without using non-Biblical sources. Moreover, there are typical pitfalls when authors attempt to develop a pure Biblical leadership theory. The first pitfall is typical of Christians representing Niebuhr�s type of �Christ against Culture�. As early as 1951, Niebuhr claimed that in the field of leadership in particular the radical exclusive Christians reintroduced rules from non-Christian cultures. Examples from the last decade support Niebuhr�s observation. The second pitfall, referred to as reconstruction, is typical of those authors who are open to secular sources but who seek to give Biblical evidence for their leadership theory. This pitfall is illustrated by analysing the process in which the secular concepts of transforming leadership and vision statements found their way into evangelical books on Christian leadership. Reconstruction typically consists of four steps: Perception (a secular model of leadership becomes popular, Acceptance (this model is examined and accepted for the context of the church Assimilation (it is claimed that leaders in the Bible worked exactly as described in the model, books are written about Biblical leadership, exemplifying the model. The secular source becomes obsolete. and Standardisation (this model of leadership is declared to be the Biblical norm for every Christian leader. I argue that step 3 is at least problematic and step 4 is a fatal error.
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Leadership theory and practice
Northouse, Peter G
1997-01-01
Leadership: Theory and Practice provides a description and analysis of a wide variety of different theoretical approaches to leadership, giving special attention to how each theory can be employed to improve leadership in real-world organizations. Written in a clear, concise manner, the first edition has been widely used in undergraduate and graduate courses in business, organizational communication, political science, public administration, training and development, and health services.
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Ulrich, Dave; Smallwood, Norm
2007-01-01
How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.
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Leadership Competences Among Managers
Directory of Open Access Journals (Sweden)
Anna Baczynska
2017-06-01
Full Text Available Purpose: The aim of this paper is to present the results of a survey conducted among managers (N=38 in the framework of the project “Development of the Bounded Leadership Theory”. The research juxtaposes two types of variables: (1 leadership competencies outlined in Kozminski’s theory (i.e. anticipatory, visionary, value-creating, mobilizing, self-reflection with (2 three psychological predispositions of leaders, such as intelligence, personality and ability to influence others. The tested predispositions represented three groups: non-variable traits, or permanent characteristics (intelligence, partially variable characteristics (personality and variable characteristics (influence tactics. Methodology: A total of 38 middle and senior managers, students of the MBA programme at Kozminski University, took part in the survey. Participants flled out a preliminary version of the Leadership Competence Questionnaire, as well as tests pertaining to intelligence, personality and influence tactics. The hypotheses were tested using Spearman’s rho correlation. The research has brought interesting results relating to the correlation between the fve tested competencies and leadership predispositions. Findings: Permanent and partly stable characteristics do not correlate with leadership competencies, i.e. a high score in leadership competencies is not necessarily synonymous with high intelligence levels or positive personality traits. Correlations have been observed between mobilization skills and influence tactics in the surveyed sample, i.e. legitimacy and personal appeals that leaders have recourse to and, in the case of value-creating competencies, an interesting correlation with legitimacy. Originality: The study constitutes an important contribution to the extant literature, as – first and foremost – it represents a new approach to the understanding of leadership competencies. Secondly, it reveals correlations between complex skills, i
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Leadership Quality for Malaysia Construction Leader to Steer a Success Construction Project
Ngah Nasaruddin Nur Ain; Abdul Rahman Ismail
2016-01-01
Issues that dominate the construction industry for the long time such as time overrun, cost overrun, quality of construction and also safety during the construction process are difficult to resolve because of several factors involved which amongst them are leadership quality in the industry. Solving these issues can make the industry more sustainable in nature. This paper presents the need of leadership quality among construction parties involved to steer a construction project successfully. ...
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Elliott, Naomi
2017-01-01
To highlight the organisation-level management's role in building leadership capacity in advanced nurse practitioners and the need for appropriate supports to increase their becoming leaders. Little is published about the role of organisation-level management in building leadership capacity and in developing the next generation of nurse leaders. In times of economic constraint, organisations need to focus their efforts on targeted leadership initiatives. Advanced nurse practitioners are ideally positioned to act as leaders both within and beyond the health care organisation. From the available research evidence, several support structures and mechanisms are identified as enablers for advanced nurse practitioners to enact their leadership role. Health care organisations need to include building leadership capacity as a priority in their strategic plan and take action to build-up the level of advanced nurse practitioner leadership. Nurse executives have a vital role in influencing the organisation's strategic plan and making a business case for prioritising leadership capacity building within advanced nurse practitioners. A challenge for nurse executives faced with competing service and leadership development demands, involves strategic decision-making regarding whether the advanced nurse practitioner's role is limited to service delivery or its potential in leading health care reforms is realised. © 2016 John Wiley & Sons Ltd.
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Directory of Open Access Journals (Sweden)
Sapia Moalam Abdulrachman
2012-08-01
Full Text Available This research concludes that development of Muslim communities in the Philippines primarily relies on local initiatives and people’s assertive character to institute behavioral reform. It entails a transformation process involving all sectors of the society in such a way that true and committed Muslim leaders will emerge to provide direction and at the same time orchestrate the development of the communities.It is therefore argued that transformational leadership is the most appropriate model that could improve the living conditions of Muslims in the Philippines Firstly, this study provides the empirical evidence that leaders and followers believe that it is through Islamic leadership that their communities can be developed. Secondly, the history of the leadership of Prophet Mohammad and his four caliphs proved that Islamic leadership is indeed transformational leadership one, hence, they deserve to be emulated by Muslims.
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Keating, Kari; Rosch, David; Burgoon, Lisa
2014-01-01
The development of effective leadership capacity involves multiple factors including increasing students' leadership self-efficacy, motivation to lead, and leadership skills. This study of 165 undergraduate students enrolled in an introductory leadership theory course explores the degree to which students report changes in these three areas of…
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Transformational leadership: a cascading chain reaction.
Murphy, Lorraine
2005-03-01
Historical influences still permeate contemporary nursing practise. These are mirrored in organizational philosophies, transactional and autocratic leadership styles and disempowered staff. Whilst there is disparity amongst the theorists' definitions of leadership, there is consensus pertaining to the attributes necessary to realize effective leadership. Transformational leadership is heralded as new criterion for nurse managers, and can be achieved through training, education and professional development in key leadership competencies. To achieve a chain reaction, charismatic transformational leaders espouse intellectual stimulation and individual consideration to empower staff and enhance patient care. Nurse managers that develop and foster transformational leadership can surmount oppressive traditions and confidently navigate a complex and rapidly changing health care environment.
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Directory of Open Access Journals (Sweden)
I Dewa Gede Dadhi Rakasiwi
2017-12-01
Full Text Available Perilaku karyawan yang melebihi peran yang diwajibkan dikategorikan dalam perilaku organizational citizenship behavior. Tujuan dari penelitian ini untuk menguji pengaruh servant leadership terhadap organizational citizenship behavior dengan mediasi trust in leadership pada karyawan The Lodek Villas Seminyak dengan menggunakan metode sensus (total sampling dalam menentukan sampel sebanyak 65 responden, melalui teknik analisis jalur (Path analisis. Hasil analisis menunjukkan bahwa servant leadership memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Servant leadership memiliki pengaruh positif dan signifikan terhadap trust in leadership yang diterapkan pimpinan The Lodek Villa. Trust in leadership memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Trust in leadership mampu memediasi hubungan positif servant leadership terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Pimpinan perusahaan disarankan mempertimbangkan kepentingan bersama dalam mengambil keputusan sehingga karyawan merasa dihargai. Sebagai seorang pemimpin harus menjaga kebersamaan dengan mengajak karyawan berdiskusi untuk memberikan masukan dan saran yang berguna untuk kepentingan perusahaan.
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Developing leadership in nursing: exploring core factors.
Curtis, Elizabeth A; de Vries, Jan; Sheerin, Fintan K
This article provides an introduction to the issue of nursing leadership, addressing definitions and theories underpinning leadership, factors that enhance leadership in nursing, and the nature of leadership content taught in undergraduate programmes. Highlighted are differences between leadership and management, and the notion that leadership can be 'learned'. The authors also point out that there is a discrepancy between how leading undergraduate nursing programmes prepare students primarily in the transition of education to practice, and the suggestion from a number of nursing publications that leadership in nurses should be fostered throughout their education.
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Empowering Leadership: Developing Behaviors for Success
Martin, Ann M.
2013-01-01
This book takes the mystery out of leadership by illustrating the visible and invisible components of leadership. Essential questions, reflective strategies, and practical tips within each chapter will bring school librarians to their next level in leadership while they recognize the hidden leadership opportunities in daily tasks that are already…
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Nursing Education Leaders' Perceived Leadership Practices
DeLong, Dianne
2010-01-01
The purpose of this study was to examine the leadership practices perceived by nursing education leaders as measured by the Leadership Practices Inventory (LPI). The framework used was a contemporary transformational leadership model described in "The Leadership Challenge" ("4th ed.") by Dr. James Kouzes and Dr. Barry Posner,…
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Chinese implicit leadership theory.
Ling, W; Chia, R C; Fang, L
2000-12-01
In a 1st attempt to identify an implicit theory of leadership among Chinese people, the authors developed the Chinese Implicit Leadership Scale (CILS) in Study 1. In Study 2, they administered the CILS to 622 Chinese participants from 5 occupation groups, to explore differences in perceptions of leadership. Factor analysis yielded 4 factors of leadership: Personal Morality, Goal Efficiency, Interpersonal Competence, and Versatility. Social groups differing in age, gender, education level, and occupation rated these factors. Results showed no significant gender differences, and the underlying cause for social group differences was education level. All groups gave the highest ratings to Interpersonal Competence, reflecting the enormous importance of this factor, which is consistent with Chinese collectivist values.
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Leadership: current theories, research, and future directions.
Avolio, Bruce J; Walumbwa, Fred O; Weber, Todd J
2009-01-01
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
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Larsson, Gerry; Sandahl, Christer; Söderhjelm, Teresa; Sjövold, Endre; Zander, Ann
2017-02-01
The aim was to evaluate effects of leadership courses based on the developmental leadership model at the leadership behavioral level. A longitudinal design was employed with assessments before, one and six months after the leadership courses. The sample consisted of 59 leaders who made self-ratings and were rated by at least three subordinates on each occasion. Leadership behaviors were measured with the Developmental Leadership Questionnaire (DLQ). A limited increase of favorable leadership behaviors and a significant reduction of unfavorable leadership behaviors were found, particularly according to the subordinates' ratings. A cluster analysis yielded three meaningful leader profiles and showed that this pattern was found in all three profiles, irrespective of how favorably they were rated before the onset of the intervention. © 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd.
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DEFF Research Database (Denmark)
Fogsgaard, Morten Kusk; Elmholdt, Claus Westergård
2016-01-01
of this contribution is to emphasize the dynamics of power and leadership relations in organizations. Power is traditionally defined as forms of influence based on the execution of control and sanctions (Hatch 2011; Fogsgaard and Elmholdt 2014). However, in relation to leadership, this definition is insufficient...
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Leadership and Teamwork in Trauma and Resuscitation
Ford, Kelsey; Menchine, Michael; Burner, Elizabeth; Arora, Sanjay; Inaba, Kenji; Demetriades, Demetrios; Yersin, Bertrand
2016-01-01
Introduction Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS) course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. Methods We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1) how leadership affects patient care; 2) which tools are available to measure leadership; and 3) methods to train physicians to become better leaders. Results We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS) is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ) was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs included didactic teaching
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Leadership and Teamwork in Trauma and Resuscitation
Directory of Open Access Journals (Sweden)
Michael Menchine
2016-09-01
Full Text Available Introduction: Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. Methods: We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1 how leadership affects patient care; 2 which tools are available to measure leadership; and 3 methods to train physicians to become better leaders. Results: We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs
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National Research Council Canada - National Science Library
Conroy, William
2001-01-01
The U.S. Navy's present-day leadership training program, referred to as the Leadership Continuum, provides for leadership training for all enlisted personnel and officers at initial entry into the naval...
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Good leadership for good quality
Franzon, Vilma Maria
2016-01-01
Good leadership is important if you like to have high quality in the results. My experience in the production of the television industry is that conditions for good leadership is insufficient. Therefore, I have tried to get answers for those two questions in my exam report: What are the characteristics of good leadership? What are the prerequisites for good leadership out of production? The method I used is a literature study and observation. I have read a number of books and research studies...
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Learning for clinical leadership.
Cook, Michael J; Leathard, Helen L
2004-11-01
Clinical leadership has been acclaimed widely as a major factor influencing the quality of patient care but research has revealed a paucity of preparation for this significant role. Leadership literature has rarely addressed clinical leadership specifically or referred to the difficulties in characterizing effective clinical leaders. The research informing this paper focused on clinical leadership and identified five attributes of effective clinical leaders: creativity, highlighting, influencing, respecting, and supporting. Effective clinical leaders adopted a transformational leadership style and improved care, through others, by including transformational (soft) knowledge as an integral part of their effective practice repertoire. Phronesis is introduced as practical wisdom that is gained through immersion in relevant experience, and as an essential element of preparation for clinical nursing leadership practice. It is argued, that learning to transform care requires opportunities to work within an environment that engenders and supports aspiring leaders. The paper describes the research process, elucidates the attributes through illustrative examples from the research data, and discusses an emergent educational strategy for the development of these attributes by clinicians in their practice environments. The paper also describes the application of this research through an interdisciplinary programme for staff leading teams in both health and social services sectors.
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Selfish or servant leadership? Leadership and followership personalities in coordination games
Gillet, J.; Cartwright, E.; van Vugt, M.
2010-01-01
We study the personalities of emergent leaders in two coordination games in groups of four players each with monetary incentives. Our results support the evolutionary hypothesis that leadership is a social good for the group: leadership benefits followers but is potentially costly for the individual
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Leadership and power in medical imaging
Energy Technology Data Exchange (ETDEWEB)
Yielder, Jill [School of Health and Community Studies, Unitec New Zealand, Private Bag 92 025, Mt Albert, Auckland (New Zealand)]. E-mail: jyielder@unitec.ac.nz
2006-11-15
This article examines the concept of professional leadership in medical imaging. It explores the context of power issues in which such leadership is located, the differences between leadership and management, the qualities needed for effective leadership and how an individual's psychology may affect it. The article concludes that in the current climate of change and development, the medical imaging profession needs strong and appropriate leadership to profile the profession effectively and to lead it through to a more autonomous future.
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Leadership and power in medical imaging
International Nuclear Information System (INIS)
Yielder, Jill
2006-01-01
This article examines the concept of professional leadership in medical imaging. It explores the context of power issues in which such leadership is located, the differences between leadership and management, the qualities needed for effective leadership and how an individual's psychology may affect it. The article concludes that in the current climate of change and development, the medical imaging profession needs strong and appropriate leadership to profile the profession effectively and to lead it through to a more autonomous future
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The Significance of Leadership Style.
Goldman, Elise
1998-01-01
In a learning environment, leadership style reflects a leader's deeply held educational beliefs, which are mirrored in the school's culture. Case studies illustrate how the leadership styles of three principals affect school ambience. Good leadership practice means acknowledging each person's differing gifts, strengths, and concerns, and utilizing…
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Dual leadership in a hospital practice
DEFF Research Database (Denmark)
Thude, Bettina Ravnborg; Thomsen, Svend Erik; Stenager, Egon
2017-01-01
, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed...... to clarify how dual leadership works in a hospital context. All interviews were transcribed and coded. During coding, focus was on the nine principles found in the literature and another principle was found by looking at the themes that were generic for all six interviews. Findings Results indicate......Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works...
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Profaning the Sacred in Leadership Studies
DEFF Research Database (Denmark)
Sliwa, Martyna; Spoelstra, Sverre; Meier Sørensen, Bent
2013-01-01
of the novel, we discuss how it contributes to profaning particular notions of sacrifice and the sacred in leadership thinking. In the novel, self-sacrifice does not function as a way of establishing a leadership position, but as a way to avoid the dangers associated with leadership, and possibly redeem humans......The leadership literature is full of stories of heroic self-sacrifice. Sacrificial leadership behaviour, some scholars conclude, is to be recommended. In this article we follow Keith Grint's conceptualization of leadership as necessarily pertaining to the sacred, but-drawing on Giorgio Agamben......'s notion of profanation-we highlight the need for organization scholars to profane the sacralizations embedded in leadership thinking. One example of this, which guides us throughout the article, is the novel A Wild Sheep Chase, by the Japanese author Haruki Murakami. By means of a thematic reading...
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Developing nurses' transformational leadership skills.
Fischer, Shelly Ann
2017-08-16
Healthcare is a complex area with significant potential for service improvement despite the effects of increasing economic and social pressures on the quality and safety of patient care. As the largest group of healthcare professionals in direct contact with patients, nurses are well positioned to contribute to improvements in healthcare services and to the development of new policies. To influence healthcare improvements and policies effectively, nurses require leadership skills. Historically, it was thought that only nurses in management roles required leadership skills; however, the ability to influence change is a requirement at all levels of clinical practice. Transformational leadership competencies provide nurses with the skills to contribute to improvements in the quality and safety of patient care, while enhancing their career satisfaction. This article examines how nurses can apply transformational leadership to their practice. It also informs nurses how to conduct an initial self-assessment of their leadership skills and to formulate a transformational leadership development plan.
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Directory of Open Access Journals (Sweden)
M. Russenberger
2010-07-01
Full Text Available This article is a sociological-historical study of the inter-relation between the historically developed leadership culture of democracy and leadership practice in the evangelical churches of Switzerland. Contemporary Swiss leadership style is based on the cultural inheritance of the Celts, the Romans and the Germanic tribes, the foundation of the Confederation, as well as the history of Christianity. The core values that shaped Swiss leadership culture are the idea that not too much power should vest in the individual, that there should be a democratic right of co-determination, that there should be federal freedom, and that work and achievement are very important. These same basic values still affect leadership in Swiss evangelical congregations today.
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Leadership Effectiveness and Gender
National Research Council Canada - National Science Library
Gedney, Christine
1999-01-01
.... It specifically looks at the current definitions of leadership and looks at some historical background information relating to the more common theories that relate to leadership and effectiveness...
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Using Aha! Moments to Understand Leadership Theory
Moore, Lori L.; Lewis, Lauren J.
2012-01-01
As Huber (2002) noted, striving to understand how leadership is taught and learned is both a challenge and an opportunity facing leadership educators. This article describes the "Leadership Aha! Moment" assignment used in a leadership theory course to help students recognize the intersection of leadership theories and their daily lives while…
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2012-01-01
With contributions from leading authors in the most important areas of current research, this book provides insight into the streams that are driving leadership theory and practice today. The Nature of Leadership, Second Edition provides students with an updated and complete yet concise handbook that solidifies and integrates the vast and disparate leadership literature.Key Features of the Second Edition· Provides contributions from twenty-three subject-matter experts-ranging from the eminent...
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Yang, Yi-Feng
2016-08-01
This study discusses the influence of transformational leadership on job satisfaction through assessing six alternative models related to the mediators of leadership trust and change commitment utilizing a data sample (N = 341; M age = 32.5 year, SD = 5.2) for service promotion personnel in Taiwan. The bootstrap sampling technique was used to select the better fitting model. The tool of hierarchical nested model analysis was applied, along with the approaches of bootstrapping mediation, PRODCLIN2, and structural equation modeling comparison. The results overall demonstrate that leadership is important and that leadership role identification (trust) and workgroup cohesiveness (commitment) form an ordered serial relationship. © The Author(s) 2016.
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Analysis of leadership styles in Croatia
Directory of Open Access Journals (Sweden)
Ana Udovčić
2014-10-01
Full Text Available During the last two decades, leadership has become the focus of intense interest and research by scientists and theorists. A large number of leadership models have been developed in order to define and enable a certain level of business flexibility that is crucial for survival in a new business environment characterized by frequent market changes, growing global competition and technology development together with demographic changes of employees. This paper aims to determine the dominant leadership style in organizations in Croatia. For the purpose of this paper, empirical research was conducted with the goal of defining the leadership styles of top and middle management of 205 active organizations in Croatia. The research was based on the leadership model developed and established by Rensis Likert. An analysis of leadership styles variables showed that there is a distinguished leadership style in organizations in Croatia. Furthermore, there is an empirically distinguished leadership style concerning the size of the organizations, ownership type and the branches of activity of the organizations in Croatia.
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Analyzing the Existing Undergraduate Engineering Leadership Skills
Directory of Open Access Journals (Sweden)
Hamed M. Almalki
2016-12-01
Full Text Available Purpose: Studying and analyzing the undergraduate engineering students' leadership skills to discover their potential leadership strengths and weaknesses. This study will unveil potential ways to enhance the ways we teach engineering leadership. The research has great insights that might assist engineering programs to improve curricula for the purpose of better engineering preparation to meet industry's demands. Methodology and Findings: 441 undergraduate engineering students have been surveyed in two undergraduate engineering programs to discover their leadership skills. The results in both programs were revealing that undergraduate engineering students are lacking behind in the visionary leadership skills compared to directing, including and cultivating leadership styles. Recommendation: A practical framework has been proposed to enhance the lacking leadership skills by utilizing the Matrix of Change (MOC, and the Balanced Scorecard BSC to capture the best leadership scenarios to design virtual simulation environment as per the lacking leadership skills which is the visionary leadership skills in this case. After that, the virtual simulation will be used to provide an experiential learning by replacing human beings with avatars that can be managed or dramatized by real people to enable the creation of live, practical, measurable, and customizable leadership development programs.
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A Typology of Black Leadership.
Tryman, Donald L.
1977-01-01
A leadership typology is developed which describes the relationship of Black leadership styles to the Black masses. The role that such leadership plays in the political integration of Blacks as an ethnic group is analyzed. Four authority types are discussed: traditional brokerage, cultural nationalist, religious nationalist, and faddist…
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Mapping the landscape of shared leadership
DEFF Research Database (Denmark)
Ulhøi, John Parm; Müller, Sabine
2014-01-01
As can be seen from the substantial increase in the volume and scope of leadership publications over the last ten to fifteen years, leadership is a construct with important social and relational properties. Shared leadership in particular has attracted considerable attention from organization......, and to develop synthesized framework of shared leadership. The paper closes with a brief discussion of avenues for future research and implications for managers....... and management scholars, although there has been surprisingly little focus on the key structuring processes and mechanisms that enable shared leadership. The aim of this paper is to rectify this by identifying the critical factors and mechanisms which enable shared leadership and its antecedents and outcomes...
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Moral Leadership A Business Imperative
Goh, Alex Shaw Peng
2003-01-01
The above Enron-centric quotations serve to set the stage for the spirit of this research. While care should be accorded to ensure that one does not generalize on the current leadership situation from this one high profile case of business failure, it is fair to note that the level of trust on current business leadership is being questioned and that business schools are beginning to focus on the softer aspects of the business leadership program. Moral leadership in business is about doing the...
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Quality leadership skills Standards of Leadership Behavior
Leatherman, Richard W
2008-01-01
Would you like to really know how to empower employees to take greater charge over their careers? To teach employees how to take more responsibility for their performance appraisals? To delegate work to employees? You'll get clear direction in Quality Leadership - a practical manual that addresses today's need for quality performance and gives techniques for handling a wide array of employee problems. This how-to-do-it resource for new and future leaders explains basic leadership tasks in a simple, step-by-step manner. It is full of practical advice - not theories - and outlines clear standard
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Leadership mindset in mental health.
Ng, Lillian; Steane, Richard; Scollay, Natalie
2018-02-01
The objective of this study was to explore the concept of mindset for psychiatrists who are considering stepping into the leadership arena. Qualitative themes were extracted from dialogue on leadership development at a Royal Australian and New Zealand College of Psychiatrists forum for early career psychiatrists. Three key themes were identified: adapting to a professional identity as psychiatrists; developing a mindset for leadership; and acting intentionally to seek opportunities for leadership. Shifts in professional identity occur in the transition from trainee to specialist as early career psychiatrists become increasingly aware of broad systemic factors in clinical care. The concept of a mindset, distinct from a skillset of knowledge and expertise, may be an emergent quality for psychiatrists who are seeking to develop their leadership potential.