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Sample records for intermediate officer leadership

  1. A Study of Officer's use of Leadership Skills Learned in the Navy's Intermediate Officer Leadership Course

    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...

  2. A Study of Officer's use of Leadership Skills Learned in the Navy's Intermediate Officer Leadership Course

    National Research Council Canada - National Science Library

    Conroy, William

    2001-01-01

    .... However, past studies have revealed that leadership training course graduates are provided with little to no incentives by their supervisors to utilize the leadership skills learned after they returned...

  3. Leadership Behaviors In Project Design Offices

    OpenAIRE

    Kasapoğlu, Esin

    2011-01-01

    Leadership may be defined as the ability to collect a group of people around definite objectives and the achievement of said objectives. An architectural design team needs a leader, and in this paper, the owner of the office is the formal leader. Leadership behaviors of employer architects are directly related to the performance of the design team; therefore, effective leadership is key to a successful design process. Data were collected through a questionnaire on leadership behaviors that wa...

  4. Leadership Styles of Oxford House Officers.

    Science.gov (United States)

    Komer, Anne C; Jason, Leonard A; Harvey, Ronald; Olson, Brad

    Oxford House recovery homes are unusual compared to most recovery homes in that they function entirely without the use of staff; instead members are elected to officer positions. The aim of this study was to perform preliminary analysis of the types of leadership styles utilized by members of oxford house. Twentynine house residents of five Oxford Houses were asked to rate their own leadership styles using the leader behavior description questionnaire and the multifactor leader questionnaire. Results showed that participants were more likely to use person-oriented behaviors above task-oriented actions. Transformational leadership was associated with higher outcomes than Transactional leadership. Implications for future research are discussed.

  5. Leadership in Education Abroad Office: A Case Study Based on the Interactional Framework of Leadership and the Transformational-Transactional Leadership Theory

    Science.gov (United States)

    Deng, Jie

    2017-01-01

    This case study explored the unique context and dynamics of leadership in an education abroad office. The focus was on how leadership took place in the synergistic interactions among the leader, the followers, and specific situations in such an office. Interviews, observations, and document review were used to collect data. Hughes, Ginnett, and…

  6. Running Head: Curriculum Influence of the Navy Intermediate Officer Leadership Training Course

    National Research Council Canada - National Science Library

    Lohmeyer, Terrie

    1999-01-01

    ... to carry out this mission (Dalton, 1994). The course provides leadership training in the areas of values, leadership, communication, subordinate development, managing systems and processes, command development, and mission execution...

  7. Learning Vicariously: Students' Reflections of the Leadership Lessons Portrayed in "The Office"

    Science.gov (United States)

    Wimmer, Gaea; Meyers, Courtney; Porter, Haley; Shaw, Martin

    2012-01-01

    Leadership educators are encouraged to identify and apply new ways to teach leadership. This paper provides the qualitative results of post-secondary students' reflections of learning leadership concepts after watching several episodes of the television show, "The Office." Students used reflective journaling to record their reactions and…

  8. Assessing the authority of political office-holders : The leadership capital index

    NARCIS (Netherlands)

    Bennister, Mark; t Hart, Paul; Worthy, Benjamin

    2015-01-01

    This article argues that the extent to which political office-holders can effectively attain and wield authority is a function of the stock of ‘leadership capital’. Drawing on the concept of political capital, the article defines leadership capital as aggregate authority composed of three

  9. The Role of Leadership in Navy Program Offices. Executive Summary

    Science.gov (United States)

    1973-05-01

    PROGRAM MANAGEMENT COURSE- SSTUDENT STUDY PROGRAM Fort Beivoir, Virginia, 22060 THE ROLE OF LEADERSHIP IN NAVY PROGRAM OFFICES STUDY REPORT PMC 73-1...jLa I1 • 1. Men at the Top. Osborne kLliott 1 2. "Understanding Leadership ". W. 0. H. Prentice, HBR Sep- Oct 1966 j 3. "A Theory of Human Motivation...Drucker, IMI reprint 9. Technical Management Institute Thifnkpiece, " Leadership " 1 • 0. "The Effective Manager ". Peter Drucker, LMI r~print 11. Sur-ival In

  10. District Central Office Leadership as Teaching: How Central Office Administrators Support Principals' Development as Instructional Leaders

    Science.gov (United States)

    Honig, Meredith I.

    2012-01-01

    Purpose: Research on educational leadership underscores the importance of principals operating as instructional leaders and intensive job-embedded supports for such work; this research also identifies central office staff as key support providers. However, it teaches little about what central office staff do when they provide such support and how…

  11. Interest Patterns and Leadership Styles of Successful U S Army Officers.

    Science.gov (United States)

    The paper reports the findings of a study which was made to measure the interests and leadership styles of some senior, male Army officers. Army...however, there seems to be a low positive correlation between these two leadership styles . Eighteen percent of the sample would prefer that their

  12. Determining Effective Leadership Behaviors for USAF Company Grade Officers

    National Research Council Canada - National Science Library

    Berry, Warren

    1998-01-01

    ... (Yukl and Van Fleet, 1986). The purpose of this investigation is to determine the critical leadership behaviors required by junior officers at the direct level of responsibility in the USAF, and to determine differences...

  13. The Self-Perceived Leadership Styles of Chief State School Officers and Models of Educational Governance

    Science.gov (United States)

    Wiggins, Lori A.

    2013-01-01

    This study examined the leadership styles of the chief state school officers of the United States and the District of Columbia. The entire population of 51 chief state school officers was surveyed and a response rate of 60% was obtained. The study examined the relationship between the leadership style, select demographic variables, and the…

  14. Operations Management And Leadership; A Case-Study Of Implementation of Centralized Back Office Activities

    Directory of Open Access Journals (Sweden)

    Camelia Cojocaru

    2013-05-01

    Full Text Available The concept of leadership is extremely complex and very often, there is a confusion between leadership and management. Although people are using these words interchangeably, they play very different, but still essential, roles. This paper aims to present a case study regarding an implementation project in banking back-office activities, in order to prove the importance of managing correct the back-office resources, but in the same time the need for a vision that would lead the people toward the scope of a project. The paper describes the existence of a relationship between leadership and operational excellence, also.

  15. Transformational Leadership: The Chief Nursing Officer Role in Leading Quality and Patient Safety.

    Science.gov (United States)

    Jones, Pam; Polancich, Shea; Steaban, Robin; Feistritzer, Nancye; Poe, Terri

    This department column highlights leadership perspectives of quality and patient safety practice. The purpose of this article is to provide strategic direction for transformational quality and safety leadership as the chief nursing officer (CNO) within the academic medical center environment.

  16. Transformational leadership practices of chief nursing officers in Magnet® organizations.

    Science.gov (United States)

    Clavelle, Joanne T; Drenkard, Karen; Tullai-McGuinness, Susan; Fitzpatrick, Joyce J

    2012-04-01

    This study describes the transformational leadership practices of Magnet® chief nursing officers (CNOs). It is believed that transformational leadership practices influence quality and are integral to Magnet designation. E-mail surveys of 384 Magnet CNOs were conducted in 2011 using the leadership practices inventory (LPI). Enabling others to act and modeling the way are top practices of Magnet CNOs. Those 60 years or older and those with doctorate degrees scored significantly higher in inspiring a shared vision and challenging the process. There was a significant positive relationship between total years as a CNO and inspiring a shared vision and between total scores on the LPI and number of beds in the organization. As CNOs gain experience and education, they exhibit more transformational leadership characteristics. Magnet organizations should take steps to retain CNOs and support their development and advancement.

  17. Leadership Styles of Chief Financial Officers in Higher Education in the Mid-Atlantic Region

    Science.gov (United States)

    Benson, Patricia

    2017-01-01

    The purpose of this research was to explore the factors that contribute to a chief financial officer's (CFO) success and demise within a higher education setting. Relatively little attention has been given to the study of leadership in educational institutions (Vroom, 1983). Leadership defines what the future should look like, aligns people with…

  18. A Comparison of Air Force Field Grade and Company Grade Officer Leadership

    National Research Council Canada - National Science Library

    Enrequez, Arnel

    1998-01-01

    ...), indicating that empirical development of a similar model for the USAF should be feasible. The purpose of this study was to determine differences in importance of leadership behaviors between AF company grade officers (CGOs), majors (O-4s...

  19. INFLUENCE OF TRAINING SPIRITUAL LEADERSHIP AND CLIMATE OF WORKING ON THE EMPLOYEES PERFORMANCE IN OFFICE EDUCATION PROVINCE OF LAMPUNG

    Directory of Open Access Journals (Sweden)

    Siti Patimah

    2016-03-01

    Full Text Available The leadership and the atmosphere in the working environment within the organization as a manager and leader of an organization have a very big role in creating a conducive and innovative working environment. Therefore, this study investigates leadership and working climate influencing on employee performance of Lampung Provincial Education Office. It uses a quantitative approach and descriptive survey method. Based on data analysis, the results are as follows: first, in general the results of data analysis showed that the leadership, the climate of employee and employee performance Education Office of Lampung Province is categorised as middle/enough, it means that the leadership, work climate and employee performance still need to be improved. Based on the results it can be argued that in order to improve the performance of employees can be done through visionary leadership, hard work, perseverance, steel service and discipline as well as to create a conducive working environment.

  20. NOAA Workforce Management Office

    Science.gov (United States)

    Management Fellows (PMFs) Program Coordination Office - Leadership Development Program (PCO-LDP) Employee (NRAP) Presidential Management Fellows (PMFs) Program Coordination Office - Leadership Development ) NOAA Leadership Seminar (NLS) NOAA Rotational Assignment Program (NRAP) Presidential Management Fellows

  1. THE RELATIONSHIP BETWEEN MANAGERS' LEADERSHIP STYLES IN PHYSICAL EDUCATION OFFICES UNIVERSITIES AND SPORT VOLUNTEERS' SATISFACTION

    Directory of Open Access Journals (Sweden)

    Reza Andam

    2012-08-01

    Full Text Available The purpose of the present study was to investigate the relationship between managers' leadership styles in physical education offices universities and sport volunteers' satisfaction. Statistical populations of this study included the whole volunteer students in sport associations of countries decimal zones universities. The sample of the study consisted of 231 volunteers who were selected by Morgan Table (n=231, which the results of 208 questionnaires were statistically analyzed. After verifying the validity of questionnaires by the experts, their reliability were calculated as (α=0.91 and α=0.88 respectively for leadership style and Satisfaction questionnaires by Cronbach's alpha coefficient in a pilot study. Data were analyzed with parametric tests at P0.05. Also, There was negative significant relationship between laissez-faire leadership style and volunteers' satisfaction (r= -0.355, sig=0.001. Furthermore, there was a significant difference between preferences of managers' leadership styles. Thus, transformational style (3.723+0.683 was in first and the transactional (3.476+0.572 and laissez-faire (2.827+0.833 styles were in next preferences. Also, from volunteer students' perspective, Satisfaction of acquiring experience, career and social were the most important dimensions, and material Satisfaction was the least important factor. According to research results, It seems that managers of Physical Education offices universities can increase the amount of volunteers' Satisfaction and provide background of their more and most effective attendance in sport association with transformational and inspiration leadership styles, appropriate incentive policies and converting sport association environment to a place in which easier accessibility to individuals' volunteer incentives becomes possible.

  2. The Relationship between Chief Information Officer Transformational Leadership and Computing Platform Operating Systems

    Science.gov (United States)

    Anderson, George W.

    2010-01-01

    The purpose of this study was to relate the strength of Chief Information Officer (CIO) transformational leadership behaviors to 1 of 5 computing platform operating systems (OSs) that may be selected for a firm's Enterprise Resource Planning (ERP) business system. Research shows executive leader behaviors may promote innovation through the use of…

  3. Evaluation and Refinement of a Screening Instrument for U.S. Army Recruiters: Noncommissioned Officer Leadership Skills Inventory

    National Research Council Canada - National Science Library

    Horgen, Kristen E; Kubisiak, U. C; Bruk-Lee, Valentina; Connell, Patrick W; Penney, Lisa M; Borman, Walter C; Pace, Victoria L; Lentz, Elizabeth; White, Leonard A; Young, Mark C; Bowles, Stephen V

    2006-01-01

    ... (USAREC), and their contractor, Personnel Decisions Research Institutes, Inc. (PDRI) have collaborated to implement the online administration of the Noncommissioned Officer Leadership Skills Inventory (NLSI...

  4. Leadership, Governance

    Science.gov (United States)

    : 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

  5. Relationships between ethical climate, political behavior, ethical leadership, and job satisfaction of operational officers in a wholesale company, Bangkok Metropolitan region

    Directory of Open Access Journals (Sweden)

    Patthiya Naiyananont

    2017-09-01

    Full Text Available This research investigated whether the ethical climate, political behavior, ethical leadership, and job satisfaction in one organization have an impact on each other. The research was conducted using a selected group of 177 operational officers in a wholesale business company in the Bangkok Metropolitan region. The operational officers were recruited from four divisions (commercial, finance, marketing, and administration using a stratified random sampling approach. The majority was female and the participants' average age was 32 years. The instrument used was a designed questionnaire divided into five sections and consisting of checklists, opened-end questions, and rating scales. The data were analyzed statistically using percentages, means, standard deviations, Pearson's Product Moment Correlation Coefficient, and multiple regression analyses. The results showed that the operational officers in the wholesale business company had a high level of overall ethical climate, a low level of overall political behavior, and moderate levels of overall ethical leadership and overall job satisfaction. The ethical climate and ethical leadership were positively correlated with job satisfaction. The multiple regression analyses method also confirmed that the ethical climate, political behavior, and ethical leadership constructively had significant predictive ability regarding job satisfaction.

  6. The Leadership Orientations of Public College and University Chief Financial Officers: A Frame Analysis

    Science.gov (United States)

    Hannah, Charles Russell

    2013-01-01

    The role of the chief financial officer (CFO) is critical to the effective leadership of U.S. four-year public colleges and universities. Self-awareness and the capacity to view situations simultaneously in multiple ways and from different perspectives are essential elements of CFO effectiveness and success in the higher education environment. The…

  7. James Edward Scott: The Leadership Journey of a Senior-Level African American Student Affairs Officer

    Science.gov (United States)

    Willis, Salatha T.

    2013-01-01

    The purpose of this study was to examine, understand, and describe the life, leadership, and influence of Dr. James Edward Scott on higher education and more specifically student affairs; as one of the most well-known and respected African American male chief student affairs officers in the late 20th and early 21st centuries. Using a qualitative…

  8. Navy definitions of leadership and LMET/NAVLEAD competency clusters compared to selected leadership theories

    OpenAIRE

    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 ...

  9. Relationships between ethical climate, political behavior, ethical leadership, and job satisfaction of operational officers in a wholesale company, Bangkok Metropolitan region

    OpenAIRE

    Patthiya Naiyananont; Thipthinna Smuthranond

    2017-01-01

    This research investigated whether the ethical climate, political behavior, ethical leadership, and job satisfaction in one organization have an impact on each other. The research was conducted using a selected group of 177 operational officers in a wholesale business company in the Bangkok Metropolitan region. The operational officers were recruited from four divisions (commercial, finance, marketing, and administration) using a stratified random sampling approach. The majority was female an...

  10. Is Transformational Leadership Effective in a System Program Office

    Science.gov (United States)

    1988-09-01

    Management , 31: 12-16 (March-April 1988). 12. Fiedler, Fred E. A Theory of Leadership Effectiveness. New York: McGraw Hill, Inc., 1967. 13. Fulghum, David... management and leadership . It was my hope to profit personally from this research by becoming a better leader and manager in the future. I am indebted...centers around the situational theory of lec;Iership, which suggests that the most effective style of leadership depends on the individual situation the

  11. The effect of strategic leadership factors of administrators on school effectiveness under the Office of Maha Sarakham Primary Educational Service Area 3

    Directory of Open Access Journals (Sweden)

    Thanomwan Prasertcharoensuk

    2017-09-01

    Full Text Available The main aim of this paper was to examine the effect of strategic leadership factors of administrators on school effectiveness under the Office of Maha Sarakham Primary Educational Service Area 3. The designed research survey was utilized to investigate the strategic leadership behavior of administrators and school effectiveness, followed by comparing both key variables in terms of school size. Further exploration was carried out to validate the goodness-of-fit of a structural equation model of the strategic leadership factors of administrators affecting school effectiveness. Finally, the direct, indirect, and total effect of strategic leadership factors affecting school effectiveness were identified. In total, 510 samples comprised of administrators and teachers were selected as respondents. The research instrument was a 5-point rating scale questionnaire. Data were analyzed using both descriptive and inferential statistics. The results revealed that administrators showed a high level of strategic leadership behavior in their administration but the overall school effectiveness was at the moderate level. In addition, the findings also indicated that all the comparisons of either the strategic leadership of administrators or school effectiveness were significantly different according to school size, respectively. Furthermore, a structural equation model of strategic leadership factors affecting school effectiveness was fitted. Finally, the direct effect, indirect effect, and overall effect of the administrators' strategic leadership had no significant impact on school effectiveness at the .05 level.

  12. Averting the Train Wreck of Captain Attrition - A Leadership Solution

    National Research Council Canada - National Science Library

    Weafer, Thomas

    2001-01-01

    .... This paper looks at officer attrition in the context of a leadership challenge - it examines current perceived problems in leadership culture and command climate and recommends several changes focused on improving morale and retention of young officers.

  13. 75 FR 3448 - Federal Advisory Committee; Military Leadership Diversity Commission

    Science.gov (United States)

    2010-01-21

    ... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership... of Defense established the Military Leadership Diversity Commission (hereafter referred to as the... INFORMATION CONTACT: Jim Freeman, Deputy Committee Management Officer for the Department of Defense, 703-601...

  14. 75 FR 81244 - Military Leadership Diversity Commission Meeting

    Science.gov (United States)

    2010-12-27

    ... DEPARTMENT OF DEFENSE Office of the Secretary Military Leadership Diversity Commission Meeting... will take place: 1. Name of Committee: Military Leadership Diversity Commission (MLDC). 2. Date... Military Leadership Diversity Commission to continue their efforts to address congressional concerns as...

  15. Office of Disability Employment Policy

    Science.gov (United States)

    ... STATES DEPARTMENT OF LABOR Facebook Twitter RSS Email Office of Disability Employment Policy (ODEP) Menu About ODEP ... LABOR DEPARTMENT Español A to Z Index Agencies Office of Inspector General Leadership Team Contact Us Subscribe ...

  16. Leadership set-up

    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....

  17. 75 FR 2114 - Military Leadership Diversity Commission (MLDC); Meeting

    Science.gov (United States)

    2010-01-14

    ... DEPARTMENT OF DEFENSE Office of the Secretary Military Leadership Diversity Commission (MLDC....150, the Department of Defense announces that the Military Leadership Diversity Commission (MLDC) will... commissioners of the Military Leadership Diversity Commission to continue their efforts to address congressional...

  18. Office of Diversity Management and Equal Opportunity

    Science.gov (United States)

    Opportunity Office of Diversity Management and Equal Opportunity Home About ODMEO Leadership Documents News Skip to main content (Press Enter). Toggle navigation Office of Diversity Management and Equal Opportunity Search Search ODMEO: Search Search ODMEO: Search Office of Diversity Management and Equal

  19. 5 CFR 960.106 - OPM leadership.

    Science.gov (United States)

    2010-01-01

    ... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false OPM leadership. 960.106 Section 960.106 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL EXECUTIVE BOARDS § 960.106 OPM leadership. (a) Role of the Director. The Director is responsible to the...

  20. THE IMPACT OF VISIONARY LEADERSHIP, LEARNING ORGANIZATION AND INNOVATIVE BEHAVIOR TO PERFORMANCE OF CUSTOMS AND EXCISE FUNCTIONAL

    Directory of Open Access Journals (Sweden)

    Muhammad Anshar

    2017-12-01

    Full Text Available This research aims to determine the impact of visionary leadership, learning organization, and innovative behavior on the performance of Functional Officers of Customs and Excise Inspectors at Tanjung Priok Customs and Excise Main Service Office. The research was conducted at Tanjung Priok Customs and Excise Service Office using the number of samples of 78 Functional Officers of Customs and Excise Inspectors. The sample was selected using simple random sampling technique. Data collection was done by using questionnaire and data analysis using path analysis. The results showed that 1 visionary leadership, learning organization and innovative behavior have a direct and positive impact on performance, 2 visionary leadership, and learning organization have a direct and positive impact on innovative behavior and 3 visionary leadership have a direct and positive impact on learning organization. The conclusion of this research is to improve the performance of Functional Officer of Customs and Excise Inspectors at TanjungPriok Customs and Excise Main Service Office, it is necessary to increase the aspect of visionary leadership from Head of Main Service Office, learning organization at Main Service Office and innovative behavior at Functional Officers of Customs and Excise Inspectors.

  1. Office of Equal Opportunity Programs

    Science.gov (United States)

    Chin, Jennifer L.

    2004-01-01

    The NASA Glenn Office of Equal Opportunity Programs works to provide quality service for all programs and/or to assist the Center in becoming a model workplace. During the summer of 2004, I worked with Deborah Cotleur along with other staff members to create and modify customer satisfaction surveys. This office aims to assist in developing a model workplace by providing functions as a change agent to the center by serving as an advisor to management to ensure equity throughout the Center. In addition, the office serves as a mediator for the Center in addressing issues and concerns. Lastly, the office provides assistance to employees to enable attainment of personal and organizational goals. The Office of Equal Opportunities is a staff office which reports and provides advice to the Center Director and Executive Leadership, implements laws, regulations, and presidential executive orders, and provides center wide leadership and assistance to NASA GRC employees. Some of the major responsibilities of the office include working with the discrimination complaints program, special emphasis programs (advisory groups), management support, monitoring and evaluation, contract compliance, and community outreach. During my internship in this office, my main objective was to create four customer satisfaction surveys based on EO retreats, EO observances, EO advisory boards, and EO mediation/counseling. I created these surveys after conducting research on past events and surveys as well as similar survey research created and conducted by other NASA centers, program for EO Advisory group members, leadership training sessions for supervisors, preventing sexual harassment training sessions, and observance events. I also conducted research on the style and format from feedback surveys from the Marshall Equal Opportunity website, the Goddard website, and the main NASA website. Using the material from the Office of Equal Opportunity Programs at Glenn Research Center along with my

  2. NOAA Workforce Management Office - About Us

    Science.gov (United States)

    Agency's mission. The WFMO provides NOAA-wide leadership to workforce management functions including * WorkLife Center * WebTA * New Employee Info * Separation Info Workforce Management Office (WFMO) Serving accomplishment of the NOAA mission and the Nation's interests. The NOAA Workforce Management Office (WFMO

  3. Leadership Stability in Army Reserve Component Units

    Science.gov (United States)

    2013-01-01

    OMB control number. 1. REPORT DATE 2013 2. REPORT TYPE 3. DATES COVERED 00-00-2013 to 00-00-2013 4. TITLE AND SUBTITLE Leadership Stability in...standards for research quality and objectivity. Leadership Stability in Army Reserve Component Units Thomas F. Lippiatt, J. Michael Polich NATIONAL SECURITY...RESEARCH DIVISION Leadership Stability in Army Reserve Component Units Thomas F. Lippiatt, J. Michael Polich Prepared for the Office of the

  4. Examining Gender Differences of Servant Leadership: An Analysis of the Agentic and Communal Properties of the Servant Leadership Questionnaire

    Science.gov (United States)

    Barbuto, John E., Jr.; Gifford, Gregory T.

    2010-01-01

    This study examined the use of five servant leadership dimensions including altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship by male and female servant leaders. Staff members (368) employed in county government offices across a Midwestern state were sampled using the Servant Leadership Questionnaire…

  5. A journey of leadership: from bedside nurse to chief executive officer.

    Science.gov (United States)

    Comack, Margret Tannis

    2012-01-01

    Understanding leadership from the inside out was a journey that spanned a 40-year career in health care. This article describes an individual's journey of becoming an effective executive leader using the LEADS in a caring environment--capabilities framework. This framework was recently developed in Canada and is now used broadly to understand the complexity and depth of health care leadership skills and challenges. The author utilizes the framework to explore leadership skill development from a personal perspective to a broader system transformation level. Challenges and successes along this journey are included to highlight the manner in which leadership evolves with experience, time, and determination. A retrospective view of a successful career in health care provides the model for others to consider a similar career path using a theoretical base and a thoughtful process of personal development.

  6. Distributed Leadership of Elementary School Principals as Perceived by Teachers in Khon Kaen Province

    Directory of Open Access Journals (Sweden)

    Akkharadet Neelayothin

    2017-09-01

    Full Text Available This research aims 1 to study distributed leadership of elementary school principals as perceived by teachers in Khon Kaen province and 2 to compare and analyze the distributed leadership by genders, work experiences and levels of education. The survey methodology was used, gathering data from a sample of the population who are the elementary school teacher in Khon Kaen Primary Educational Service Area Offices. Determining the sample size by using square blocks of Krejcei and Morgan on a sample of 345. Collecting data from a sample with a simple random sampling method. Using five rating scale questionnaires with reliability at 0.935. Collected data were analyzed by standard deviations, t-test, and testing methods, the mean pair of Scheffe. The results showed that (1 the behavior of elementary school principals in Khon Kaen Primary Educational Service Area Offices reflected the distributed leadership was in a high extent. (2 With different genders, the distributed leadership of elementary school principals in Khon Kaen Primary Educational Service Area Offices reflected that was no different. (3 With different work experiences, the distributed leadership of elementary school principals in Khon Kaen Primary Educational Service Area Offices was different. And (4 with different levels of education, the distributed leadership of elementary school principals in Khon Kaen Primary Educational Service Area Offices reflected that was different.

  7. 75 FR 69641 - Meeting of the Military Leadership Diversity Commission (MLDC)

    Science.gov (United States)

    2010-11-15

    ... DEPARTMENT OF DEFENSE Office of the Secretary Meeting of the Military Leadership Diversity... Committee meeting of the Military Leadership Diversity Commission (MLDC) will take place: DATES: December 2... Leadership Diversity Commission about its mission and functions. Written statements may be submitted at any...

  8. 75 FR 56516 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC)

    Science.gov (United States)

    2010-09-16

    ... internal DoD difficulties, beyond the control of the Military Leadership Diversity Commission or its... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership...), and 41 CFR 102-3.150, the Department of Defense announces that the Military Leadership Diversity...

  9. 39 CFR 3001.39 - Intermediate decisions.

    Science.gov (United States)

    2010-07-01

    ... 39 Postal Service 1 2010-07-01 2010-07-01 false Intermediate decisions. 3001.39 Section 3001.39 Postal Service POSTAL REGULATORY COMMISSION PERSONNEL RULES OF PRACTICE AND PROCEDURE Rules of General Applicability § 3001.39 Intermediate decisions. (a) Initial decision by presiding officer. In any proceedings in...

  10. Spiritual leadership: a new model.

    Science.gov (United States)

    Wolf, Emily J

    2004-01-01

    Recent unethical business practices of some corporations and the overall loss of confidence by the public in corporate leadership have given rise to a unique leadership model--one that focuses on spirituality. "Ninety percent of our diverse American population and health-care workforce have spiritual and religious beliefs. While these beliefs may be mystical, religious, or secular, there are many common patterns that influence change and leadership within our organizations." So says Gary Strack, CHE, president and chief executive officer of Boca Raton (FL) Community Hospital. Strack presented a seminar on the topic at ACHE's 2003 Congress on Healthcare Management.

  11. Center for Leadership Development (CLD) Repository

    Data.gov (United States)

    Office of Personnel Management — The Center for Leadership Development Repository stores various data including policies, procedures, governance, guidance, security, and financial documents of the...

  12. Leaders, Leadership and Democracy--Are They Compatible?

    Science.gov (United States)

    Schostak, John

    2016-01-01

    This article is taken from a talk given by John Schostak at the Co-Operative Head Office, Manchester on 25 September 2015. Question addressed in this paper include: (1) To what extent is leadership needed for a democratic life?; (2) What form of democratic organisation, if any, is compatible with leadership?; and (3) Is democracy undermined by…

  13. Associations between perceived leadership and presenteeism in an industrial population.

    Science.gov (United States)

    Vänni, Kimmo J; Neupane, Subas; Nygård, Clas-Håkan

    2017-12-30

    Presenteeism has received increasing attention in occupational health research but the evidence for its association with perceived leadership is scant. To assess the association of perceived leadership and presenteeism among industrial workers. Survey responses from employees on perceived leadership were linked to the personnel register of a food industry company. The Presenteeism Scale method was used to determine the presenteeism percentage. Perceived leadership was measured as a composite variable of six individual items on motivating and participating leadership. Generalized linear models were used to determine the association of perceived leadership with presenteeism. There were 847 participants. The majority of office workers of both genders reported better perceived leadership than factory workers. We found that perceived poor leadership was associated with a higher likelihood of presenteeism (rate ratio (RR) 1.64, 95% confidence intervals (CIs) 1.51-1.78). However, there was variation amongst and within occupational groups and genders, with a higher risk of presenteeism amongst male factory workers (RR 2.28, 95% CI 2.02-2.52) than female office workers. Leadership was found to be significantly associated with presenteeism, with a greater risk of presenteeism in those reporting poor perceived leadership. The association between levels of perceived leadership and presenteeism was stronger in men than women. Organizations should focus on motivating leadership practices to reduce the risk of presenteeism, especially among men. © The Author 2017. Published by Oxford University Press on behalf of the Society of Occupational Medicine. All rights reserved. For Permissions, please email: journals.permissions@oup.com

  14. Adaptive Leadership in Times of Crisis

    Science.gov (United States)

    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

  15. 2009: the year of positive leadership.

    Science.gov (United States)

    Christmas, Kate

    2009-01-01

    Leadership has morphed into a cult of personality, with charisma or a dynamic profile often substituting for skills. True leadership requires equal parts vision and humility, with the ability to confront hard truths and to coach and mentor. In the nursing profession, as in many disciplines, leaders have evolved from an old school approach of control and command to a much more participatory style which includes individualized mentoring. Let's make 2009 the beginning of a transformation of nursing leadership styles that are celebratory, visionary, and inclusive. Let's come to agreement among chief nursing officers, nurse educators, and those working shifts to transform nursing

  16. THE EFFECT OF COMPETENCE, LEADERSHIP, AND MANAGEMENT INNOVATION OVER THE PERFORMANCE OF STRUCTURAL OFFICIAL OF ECHELON IVB

    Directory of Open Access Journals (Sweden)

    Bedjo Sujanto

    2017-07-01

    Full Text Available The aim of this research was to analyze the effect of competency, leadership, and innovations management on structural office holder of echelon IVB performance.This research was conducted at the One Stop Service Agency of Province of DKI Jakarta, using the method of path analysis in hypothesis testing. The sample in this research is of 75 people with simple random sampling. The results of this study are: (1 Competency positive direct effect on structural office holder echelon IVB performance. (2 Leadership positive direct effect on structural office holder echelon IVB performance. (3 Management of Innovation positive direct effect on structural office holder echelon IVB performance. (4 Competency positive direct effect on Management of Innovation, and (5 Leadership positive direct effect on Management of Innovation.The results of this research has implications for the effect of competency, leadership, and innovations management which can support on the structural office holder of echelon IVB performance One Stop Service Agency of Province of Jakarta Special Capital Region.

  17. Leadership Styles in United States Marine Corps Transport Helicopter Squadrons

    Science.gov (United States)

    1989-12-01

    This thesis examined leadership styles in United States Marine Corps transport helicopter squadrons. Analyses were conducted to determine how... leadership styles related to subordinate extra effort, leader effectiveness, satisfaction with leader, unit cohesion, and unit morale. The importance of...military history to the development of military leaders was also examined. Leadership styles of officers were evaluated by the leader himself as well as

  18. The sexual division of leadership in volunteer emergency medical service squads.

    Science.gov (United States)

    Thompson, A M

    1995-01-01

    This article reports on theoretical and empirical research that explored the hypothesis that there is a sexual division of leadership in volunteer emergency medical service (EMS) squads. This hypothesis was tested against survey data obtained from 216 current members of nine upstate New York volunteer EMS squads. Despite several mitigating characteristics of these organizations, and despite the lack of supporting statistical evidence at the aggregate level of officership, the research found statistically significant confirmation of sex bias in officer selection when leadership was disaggregated into line and staff officer positions. Medical qualifications and length of EMS squad membership were also included in the model as determinants of leadership experience. These results are discussed relative to the question of the sexual division of leadership in the overarching nonprofit and voluntary sector of the U.S. economy.

  19. 77 FR 42768 - Leadership Meeting on Maternal, Fetal, and Infant Opioid Exposure and Neonatal Abstinence Syndrome

    Science.gov (United States)

    2012-07-20

    ... OFFICE OF NATIONAL DRUG CONTROL POLICY Leadership Meeting on Maternal, Fetal, and Infant Opioid Exposure and Neonatal Abstinence Syndrome AGENCY: Office of National Drug Control Policy. ACTION: Notice. SUMMARY: An ONDCP Leadership Meeting on Maternal, Fetal and Infant Opioid Exposure and Neonatal Abstinence...

  20. NOAA Workforce Management Office, e-Learning, Commerce Learning Center

    Science.gov (United States)

    Assignment Program (NRAP) Presidential Management Fellows (PMFs) Program Coordination Office - Leadership (CLC) Home Careers at NOAA Search Criteria Click to Search WORKFORCE MANAGEMENT OFFICE Executive Resources Senior Executive Service ST and SL Responsibilities Performance Management Performance

  1. 40 CFR 1.29 - Office of Inspector General.

    Science.gov (United States)

    2010-07-01

    ... 40 Protection of Environment 1 2010-07-01 2010-07-01 false Office of Inspector General. 1.29 Section 1.29 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY GENERAL STATEMENT OF ORGANIZATION... operations. The Office provides leadership and coordination and recommends policies for other Agency...

  2. Linking Leadership Studies to Corporate Brand Management: A Review

    OpenAIRE

    Zullina H. Shaari; Amzairi Amar; M. Radzi Zainol; Azamudin Badri Harun

    2015-01-01

    Two models of corporate brand or reputation management include ¡°leadership and success¡± as a dimension that influences reactions of multiple stakeholders to organisations. Primary groups of stakeholders such as shareholders/investors, employees, and customers, often associate leadership of organisations with Chief Executive Officers (CEOs) or managing directors. This paper proposes that if CEOs are to be capitalised as part of corporate brand management, their leadership should be projected...

  3. Modeling of Core Competencies in the Registrar's Office

    Science.gov (United States)

    Pikowsky, Reta

    2009-01-01

    The Office of the Registrar at the Georgia Institute of Technology, in cooperation with the Office of Human Resources, has been engaged since February 2008 in a pilot project to model core competencies for the leadership team and the staff. It is the hope of the office of Human resources that this pilot will result in a model that can be used…

  4. 75 FR 47281 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC)

    Science.gov (United States)

    2010-08-05

    ... DEPARTMENT OF DEFENSE Federal Advisory Committee; Military Leadership Diversity Commission (MLDC..., the Department of Defense announces that the Military Leadership Diversity Commission (MLDC) will meet... Federal Officer (DFO) opens meeting. Commission Chairman opening remarks. Deliberation on the definition...

  5. What You Need to Know about Leadership

    CERN Document Server

    Grout, Jeff

    2011-01-01

    What You Need to Know About Leadership Business Needs Leaders. Every day, good and bad leaders make and break organizations. If you want to get anywhere in your career, showing leadership is crucial. So what do you really need to know about leadership? Find out:What it's all aboutWhy vision mattersHow you can build a great teamWhy leaders need to motivate and inspire the people around themHow to lead when the going gets tough What You Need to Know about Leadership is the book you need to get to the corner office. Read More in the What You Need to Know Series and Get up to Speed on the Essentia

  6. 5 CFR 792.104 - Responsibilities of the Office of Personnel Management.

    Science.gov (United States)

    2010-01-01

    ... § 792.104 Responsibilities of the Office of Personnel Management. OPM shall provide overall leadership... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false Responsibilities of the Office of Personnel Management. 792.104 Section 792.104 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT...

  7. Junior Officer Leadership Development in the New Zealand Army

    Science.gov (United States)

    2017-06-09

    further cemented within existing ideas, and establishes leadership (and the development thereof) as core business . When values are stated and followed, it...of millennials /generation Y etc. Although they are different from us, they meet my expectations. They require a different approach to development

  8. Assessing Community Leadership: Understanding Community Capacity for Health Improvement.

    Science.gov (United States)

    Castle, Billie; Wendel, Monica; Kelly Pryor, Brandy N; Ingram, Monique

    The purpose of this study was to pilot a quantitative instrument to measure aspects of community leadership within an assessment framework. The instrument includes 14 Likert-type questions asking residents how they perceive leaders within 5 sectors: Louisville Metro Council/Mayor's Office, the faith community, education, business, and the civic sector. Louisville/Jefferson County, Kentucky, has a population of about 743 000 residents. Respondents were asked to examine leadership within West Louisville, an economically deprived area of the city made up of 9 contiguous neighborhoods. This area is predominantly African American (78% compared with 22% in Louisville Metro), with an overall poverty rate of 43% (compared with 18% in Louisville Metro), and unemployment rate of 23% (compared with 8% in Louisville Metro). Residents of West Louisville are looking to leadership to address many of the inequities. Twenty-seven participants representing 7 community sectors completed the survey, of whom 90% work in West Louisville. The instrument measured local perceptions of leadership strength, effectiveness, trust, communication, community building, and leadership development. The majority of respondents agree that strong leadership exists across the 5 sectors, with variation regarding perceptions of the quality of that leadership. City leadership within the Mayor's Office and Metro Council is largely viewed positively, while the growing tensions within the education sector were reflected in the survey results. The perception of community leadership is important to understanding local community capacity to improve health and also inclusivity of community voice in the assessment and community improvement processes. Results from such assessments can offer useful information for strengthening community capacity and sustaining relationships needed to enact progressive and equitable solutions to address local issues. Leaders in a variety of settings can utilize this instrument to

  9. An evaluation of the leadership attitudes of managers in Turkish Armed Forces' hospitals.

    Science.gov (United States)

    Kostik, Zafer; Forces, Turkish Armed; Sahin, Bayram; Demir, Cesim; Kavuncubasi, Sahin; Sen, Dervis

    2005-03-01

    As in any other institution, the success of hospitals, which use approximately one-half of all resources in the health sector, depends on moving human resources toward the institution's goals. Ensuring that the workers are used intentionally for specific, predetermined goals, and that the workers are motivated toward achieving these institutional goals are the responsibilities of the managers. In this study, the leadership attitudes of the higher rank executive officers in Turkish Armed Forces' military hospitals were evaluated. The managerial grid developed by Blake and Mouton was used to evaluate the leadership attitudes of the officers. A total of 172 questionnaires was sent out to managers, but only 142 (82.6%) were returned completed. The study results show that the managers substantially preferred team leadership styles in terms of leadership philosophy, planning, and evaluation functions, but preferred task-oriented leadership and mid-way leadership styles in terms of execution. Also, it was found that 72% of all managers practiced team leadership in terms of the overall leadership manner. It seems as if the type of leadership participants preferred was team leadership, and the least was passive leadership. From this finding, we suggest that the managers in Turkish Armed Forces' hospitals are not only interested in their work and goals, but also in the interests of their workers as human beings.

  10. Leadership profile: HealthAchieve 2013 Nursing Leadership Award Winner, Tiziana Rivera.

    Science.gov (United States)

    Rivera, Tiziana

    2014-03-01

    Tiziana Rivera, the winner of the 2013 Nursing Leadership Award at the November HealthAchieve conference, is chief nursing executive and chief practice officer at Mackenzie Health. As such, she provides strategic leadership for the development and implementation of a shared vision for professional practice, nursing and all disciplines to promote innovative care and the development of care delivery models that will improve quality of care and population health.Prior to assuming her position at Mackenzie Health, Rivera provided strategic leadership for the Seniors' Health Program at Trillium Health Centre, where her role focused on the development of seniors' health services across the continuum of care. She has published numerous articles in refereed journals, conducted several research studies and presented her papers provincially, nationally and internationally. Rivera has a clinical appointment at the University of Toronto Faculty of Nursing, a faculty adviser position at Ryerson and an adjunct faculty position at the School of Health Sciences, York University and at the School of Health Sciences, Humber Institute of Technology and Advanced Learning.In the following Q and A, Rivera shares her thoughts on leadership in nursing and perspectives on several critical issues.

  11. Nimitz and Goleman: Study of a Civilian Leadership Model

    Science.gov (United States)

    2009-06-01

    since 1941, however, with the advent of information sharing on a global scale, today’s military officers are exposed to a wide range of leadership styles . This...Goleman’s model is feasible for use in a military environment. Secondary research questions are as follows: (1) How do Goleman’s six leadership styles (coercive

  12. 77 FR 33203 - Notice of Submission for OMB Review; Office of Innovation and Improvement; School Leadership...

    Science.gov (United States)

    2012-06-05

    ...; School Leadership Program (SLP) Annual Performance Report SUMMARY: The School Leadership Program (SLP... to this notice will be considered public records. Title of Collection: School Leadership Program (SLP... Leadership Program. There are two GPRA performance objectives and six performance measures for SLP grantees...

  13. 75 FR 24927 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC)

    Science.gov (United States)

    2010-05-06

    ... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership... amended), and 41 CFR 102-3.150, the Department of Defense announces that the Military Leadership Diversity... diversity management Mr. Mario L. Barnes briefs the MLDC on legal issues related to diversity management...

  14. The Mindful Development Officer

    Science.gov (United States)

    Taft, Deb

    2012-01-01

    Delivering on a commitment to diversity in schools, colleges, and universities is a living, breathing endeavor for many members of the advancement community. While a diversity leadership agenda is set clearly from the top, advancement officers can and must play a critical role in this arena. Effective development and alumni leaders are uniquely…

  15. Chief Knowledge Officers? Perceptions, Pitfalls, & Potential.

    Science.gov (United States)

    Corcoran, Mary; Jones, Rebecca

    1997-01-01

    Argues that few librarians possess the needed competencies to fill the role of "chief knowledge officer" or "knowledge executive." Outlines executive competencies required: communications, leadership, experience, financial management, customer focus, entrepreneurial insight, and information technology grounding; examines gaps…

  16. Exploring leadership and team communication within the organizational environment of a dental practice.

    Science.gov (United States)

    Chilcutt, Alexa Stough

    2009-10-01

    A lack of training in leadership and communication skills can place dentists at a disadvantage, leading to high degrees of staff-related stress and turnover. A dentist's leadership style directly affects an office's communication practices, and specific leadership behaviors affect the degree of team identity, interdependence and social distance (a measure of the influential power of team members). The author recruited 10 dental offices to take part in a study. Qualitative methods included in-depth interviews of one dentist, one senior staff member and one newer staff member from each office. The interview findings show that clear and definable relationships exist between leadership behaviors--hierarchical or team-oriented organizational perspectives, proactive or laissez-faire leadership styles, and autocratic or participative decision-making processes--and the team's communication practices. Decision-making processes directly affect the degree of team identification experienced by staff members, and conflict-management tactics affect team members' sense of interdependence and social distance. The findings of this study indicate that dentists should engage in participative decision-making processes that include staff members, thereby communicating their value to the practice and empowering employees. They also must become proactive in facilitating an environment that encourages collaboration and confrontation as healthy forms of conflict management. These leadership and communication behaviors are the most significant in creating a real rather than nominal team culture, which, in turn, leads to increased overall productivity, an enhanced level of services provided to patients and improved team member satisfaction.

  17. 75 FR 37765 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC); Correction

    Science.gov (United States)

    2010-06-30

    ... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership... Military Leadership Diversity Commission (MLDC) on July 7 and 8, 2010, in Baltimore, MD. This document... topic ``Deliberation of decision paper for definition of diversity.'' and add in its place the topic...

  18. The Impact of Leadership Styles and Knowledge Sharing on Police Officers' Willingness to Exert Extra Effort to Provide Better Security: A Study in the Riot Unit of the Turkish National Police

    Science.gov (United States)

    Tombul, Fatih

    2011-01-01

    The motivation for this study is to understand the factors affecting police officers' willingness to exert extra effort for providing better service through knowledge sharing in different working environments such as riots. Since managers' leadership styles may be important factors affecting subordinates' willingness to exert extra effort, this…

  19. 77 FR 64394 - Redelegation of Authority for Office of Field Policy and Management

    Science.gov (United States)

    2012-10-19

    ...'s decision, through the Office of Field Policy and Management leadership. Only the program Assistant... for Office of Field Policy and Management AGENCY: Office of Field Policy and Management, HUD. [[Page... Secretary for Field Policy and Management redelegates certain operational management authority to the HUD...

  20. Cultivating Leadership Development for Support Staff.

    Science.gov (United States)

    Russell, Sharon

    1997-01-01

    Describes an urban school district's focus on leadership development for support staff. The project identified and trained 500 front-line supervisors representing office managers, food service managers, head custodians, and district maintenance supervisors. This paper explains program design, objectives, participants, management support, content,…

  1. Leading ladies: women in healthcare leadership.

    Science.gov (United States)

    Fontenot, Teri

    2012-01-01

    Women represent an overwhelming majority of the healthcare workforce, yet they are significantly underrepresented in leadership positions, particularly at the executive and board levels. However, women are uniquely positioned to leverage traits such as compassion, transparency, and the ability to foster teamwork to lead organizations into the next phase of contemporary healthcare delivery. In the future, the pace with which women gain access to the C-suite will accelerate as organizations embrace diversity and select the best qualified leaders in terms of both experience and leadership style that supports organizational culture. While the future for women in healthcare leadership looks bright, many women are currently struggling to reach the executive office, facing glass ceilings, competing priorities, and lack of access to support and guidance. In this article I discuss the role of women in healthcare leadership and offer practical suggestions on how women can reach the top echelon and achieve their goals and aspirations.

  2. Tacit Knowledge in Military Leadership: Evidence of Construct Validity

    National Research Council Canada - National Science Library

    Hedlund, Jennifer

    1998-01-01

    Army officers within the command structure of 44 CONUS battalions were administered tests developed to measure the tacit leadership knowledge of platoon leaders, company commanders and battalion commanders...

  3. PNNL Highlights for the Office of Basic Energy Sciences (July 2013-July 2014)

    Energy Technology Data Exchange (ETDEWEB)

    Anderson, Benjamin; Warren, Pamela M.; Manke, Kristin L.

    2014-08-13

    This report includes research highlights of work funded in part or whole by the U.S. Department of Energy, Office of Science, Office of Basic Energy Sciences as well as selected leadership accomplishments.

  4. The Nursing Leadership Institute program evaluation: a critique

    Directory of Open Access Journals (Sweden)

    Havaei F

    2015-08-01

    Full Text Available Farinaz Havaei, Maura MacPhee School of Nursing, University of British Columbia, Vancouver, BC, Canada Abstract: A theory-driven program evaluation was conducted for a nursing leadership program, as a collaborative project between university faculty, the nurses' union, the provincial Ministry of Health, and its chief nursing officers. A collaborative logic model process was used to engage stakeholders, and mixed methods approaches were used to answer evaluation questions. Despite demonstrated, successful outcomes, the leadership program was not supported with continued funding. This paper examines what happened during the evaluation process: What factors failed to sustain this program? Keywords: leadership development, theory-driven evaluation, mixed methods, collaborative logic modeling

  5. Relationship between Army Officer Personality Type, Combat Identifier, Leadership Style, and Career Satisfaction

    Science.gov (United States)

    2011-12-16

    Delimitations The following six major theories were not selected for inclusion in this study because of their listed non-applicability and limited...theories and the inclusion of Boje’s theory for this study. Theoretical Orientation and Conceptual Framework Boje’s X, Y, Z Leadership Theory...Almonte, and J. Rodriguez- Ponce. 2006. Transformational and transactional Leadership: A study of their influence in small companies. Revista chilena de

  6. Leadership by Design: The Gendered Construction of Military (Air Force) Officers

    National Research Council Canada - National Science Library

    Harrington, Kathleen

    1999-01-01

    ...) conflate notions of national protection with levels of masculine prowess. Therefore, by gendered default, such discursive representations diminish women or entirely exclude them from the ultimate leadership scenario war...

  7. 75 FR 8310 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC); Meetings

    Science.gov (United States)

    2010-02-24

    ... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership..., as amended), and 41 CFR 102-3.150, the Department of Defense announces that the Military Leadership... commission process management DFO adjourns the meeting March 17, 2010 (open to the public) 8 a.m.-12 p.m. DFO...

  8. 75 FR 29727 - Federal Advisory Committee; Military Leadership Diversity Commission (MLDC)

    Science.gov (United States)

    2010-05-27

    ... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; Military Leadership Diversity Commission (MLDC) AGENCY: Office of the Under Secretary of Defense for Personnel and Readiness... Commission (MLDC) will meet on June 16 and 17, 2010, in Mc Lean, VA. The meeting is open to the public, but...

  9. 75 FR 32657 - Delegations to Office of Energy Policy and Innovation

    Science.gov (United States)

    2010-06-09

    ...; Order No. 736] Delegations to Office of Energy Policy and Innovation May 28, 2010. AGENCY: Federal... regulations to delegate authority to the newly established Office of Energy Policy and Innovation to allow... Innovation (OEPI) to provide leadership in the development and formulation of policies and regulations to...

  10. Structuring Naval Special Warfare junior officer professional military education

    OpenAIRE

    Donovan, Thomas A.

    2007-01-01

    Naval Special Warfare does not currently have a designated career path for an officer that requires professional military education (PME) for SEAL junior officers after the rank of Ensign (O-1) and before the rank of Lieutenant Commander (O-4). There currently is interest in this subject matter at the Naval Special Warfare Command and Center. SEAL officers increasingly hold key leadership positions and influence critical decisions in the execution of national strategy. This growing respo...

  11. 34 CFR 403.70 - How must funds be used under the State Programs and State Leadership Activities?

    Science.gov (United States)

    2010-07-01

    ... State Leadership Activities? 403.70 Section 403.70 Education Regulations of the Offices of the... the Basic Programs? State Programs and State Leadership Activities § 403.70 How must funds be used under the State Programs and State Leadership Activities? A State shall use funds reserved under section...

  12. Leadership, the financial sector and development in Nigeria

    African Journals Online (AJOL)

    DR.DANIEL

    financial sector represented by banks in this article is so crucial to the Nigerian economy in terms of .... development in the Nigerian banking sector than personalized leadership based on a 'dictatorial' and 'all knowing' Chief. Executive Officer.

  13. The Role of the Business Officer.

    Science.gov (United States)

    Weitman, Brenda C.

    The primary responsibilities of chief financial or business officers at community colleges include attending to business and financial affairs, dealing with the physical plan and real estate, handling legal affairs and auxiliary enterprises, providing leadership for policy matters, and acting as a financial advisor. Due to the significant…

  14. Programs of the Office of the Science Advisor (OSA)

    Science.gov (United States)

    Office of the Science Advisor provides leadership in cross-Agency science and science policy. Program areas: Risk Assessment, Science and Technology Policy, Human Subjects Research, Environmental Measurement and Modeling, Scientific Integrity.

  15. Between Potential, Performance and Prospect: Revisiting the Political Leadership of the EU Commission President

    Directory of Open Access Journals (Sweden)

    Henriette Müller

    2016-06-01

    Full Text Available This contribution argues that although the latest EU treaties formalized the Commission presidency to substantial degree, it remains a constitutionally weak office for the provision of political leadership. The capacity to lead thus still strongly depends on the individual incumbent. As a first step, the article examines the legal-procedural structure of the office before and after the Lisbon Treaty came into force. Secondly, it analyzes the political leadership performance of the Commission president José Barroso in comparison with his predecessor Jacques Delors. In bridging formal institutional rules with concrete performances this article contributes to the understanding of the relationship between structure and agency in international institutions as well as to the growing literature on political leadership in the European Union.

  16. Lessons learned from women in leadership positions.

    Science.gov (United States)

    Elias, Eileen

    2018-01-01

    Eileen Elias has decades of experience in leadership positions within government and nongovernmental organizations. As the first female Commissioner for Mental Health in the Commonwealth of Massachusetts and the US in the early 1990s, Elias gained experience on navigating gender-based challenges to attain recognized performance outcomes. From lessons learned from women leaders, educate young women entering their careers on attaining leadership positions. Comprehensive research of literature from 2012 through 2017 and interviews with women leaders representing non-Fortune 500 companies including academia, research, non-profit, for-profit, and primary and secondary education. Interviewees included:1.Gail Bassin, Co-Chief Executive Officer and Treasurer, JBS International Inc.2.Jeri Epstein, Executive Director, The Ambit Foundation3.Valerie Fletcher, Executive Director, Institute for Human Centered Design4.Christine James-Brown, President and CEO, Child Welfare League of America5.Daria Mochly-Rosen, PhD, Professor and Fellow, Chemical and Systems Biology, Stanford University School of Medicine6.Eileen O'Keefe, MD, MPH, Clinical Associate Professor and Director, Boston University Health Sciences7.Jeri Shaw, President and Co-Chief Executive Officer, JBS International Inc. A comprehensive understanding of key women leaders' lessons learned and recommendations targeting young women as they assess leadership opportunities in the public or private sectors.

  17. A Leadership Model for University Geology Department Teacher Inservice Programs.

    Science.gov (United States)

    Sheldon, Daniel S.; And Others

    1983-01-01

    Provides geology departments and science educators with a leadership model for developing earth science inservice programs. Model emphasizes cooperation/coordination among departments, science educators, and curriculum specialists at local/intermediate/state levels. Includes rationale for inservice programs and geology department involvement in…

  18. The Office of Science Data-Management Challenge

    Energy Technology Data Exchange (ETDEWEB)

    Mount, Richard P.; /SLAC

    2005-10-10

    Science--like business, national security, and even everyday life--is becoming more and more data intensive. In some sciences the data-management challenge already exceeds the compute-power challenge in its needed resources. Leadership in applying computing to science will necessarily require both world-class computing and world-class data management. The Office of Science program needs a leadership-class capability in scientific data management. Currently two-thirds of Office of Science research and development in data management is left to the individual scientific programs. About $18M/year is spent by the programs on data-management research and development targeted at their most urgent needs. This is to be compared with the $9M/year spent on data management by DOE computer science. This highly mission-directed approach has been effective, but only in meeting just the highest-priority needs of individual programs. A coherent, leadership-class, program of data management is clearly warranted by the scale and nature of the Office of Science programs. More directly, much of the Office of Science portfolio is in desperate need of such a program; without it, data management could easily become the primary bottleneck to scientific progress within the next five years. When grouped into simulation-intensive science, experiment/observation-intensive science, and information-intensive science, the Office of Science programs show striking commonalities in their data-management needs. Not just research and development but also packaging and hardening as well as maintenance and support are required. Meeting these needs is a medium- to long-term effort requiring a well-planned program of evolving investment. We propose an Office of Science Data-Management Program at an initial scale of $32M/year of new funding. The program should be managed by a Director charged with creating and maintaining a forward-looking approach to multiscience data-management challenges. The program

  19. Leadership Adaptation and Traits in Nepalese Police Forces

    Directory of Open Access Journals (Sweden)

    Thakur Mohan Shrestha

    2015-07-01

    Full Text Available Recently, the role of leadership has been considered as one of the crucial factors for the success of any organization. However, what constitutes the effective leaders and what is the status of leaderships is still a subject of study. Hence, this research article is carried out with a mixed method. Based on the evaluation of 7 leadership styles, Bass and Avolio (1994's "5Is" behaviors, 49 traits, and 28 affecting elements for the development of police officers in Nepal, this study has used a survey questionnaire from 1111(N and in-depth interview from 21(N respondents from all the districts of Nepal. The findings of the study display that people are expecting a lot from police administration for adaptation of transformational leadership followed by participative/democratic, authentic and strategic models which were rated with highest ratings respectively. The trait status does not seem sound since the negative traits seem dominant with highest rating-' moderately to mostly', whereas the majority of positive traits are rated with 'a little to moderately'. Moreover, the transformational leadership behaviour is dealt with 'a little to moderately', which needs to be improved. Keywords: Leadership Styles, Leadership Traits, Transformational Behavior, Security Concern Functions of the country

  20. Leadership, leadership, wherefore art thou leadership?

    Science.gov (United States)

    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.

  1. The Relationship Between US Military Officer Leadership Behaviors and Risk of Sexual Assault of Reserve, National Guard, and Active Component Servicewomen in Nondeployed Locations.

    Science.gov (United States)

    Sadler, Anne G; Mengeling, Michelle A; Booth, Brenda M; O'Shea, Amy M J; Torner, James C

    2017-01-01

    To determine if military leader behaviors are associated with active component and Reserve-National Guard servicewomen's risk of sexual assault in the military (SAIM) for nondeployed locations. A community sample of 1337 Operation Enduring Freedom and Operation Iraqi Freedom-era Army and Air Force servicewomen completed telephone interviews (March 2010-December 2011) querying sociodemographic and military characteristics, sexual assault histories, and leader behaviors. We created 2 factor scores (commissioned and noncommissioned) to summarize behaviors by officer rank. A total of 177 servicewomen (13%) experienced SAIM in nondeployed locations. Negative leader behaviors were associated with increased assault risk, at least doubling servicewomen's odds of SAIM (e.g., noncommissioned officers allowed others in unit to make sexually demeaning comments; odds ratio = 2.7; 95% confidence interval = 1.8, 4.1). Leader behavior frequencies were similar, regardless of service type. Negative leadership behavior risk factors remained significantly associated with SAIM risk even after adjustment for competing risk. Noncommissioned and commissioned officer factor scores were highly correlated (r = 0.849). The association between leader behaviors and SAIM indicates that US military leaders have a critical role in influencing servicewomen's risk of and safety from SAIM.

  2. 12 CFR 905.11 - Office of Inspector General.

    Science.gov (United States)

    2010-01-01

    ....11 Banks and Banking FEDERAL HOUSING FINANCE BOARD FEDERAL HOUSING FINANCE BOARD ORGANIZATION AND OPERATIONS DESCRIPTION OF ORGANIZATION AND FUNCTIONS General Organization § 905.11 Office of Inspector... relating to the programs and operations of the Finance Board; (2) Providing leadership and coordination...

  3. THE INFLUENCE OF PARTICIPATIVE LEADERSHIP STYLE OF COMMUNITY RELATIONS OFFICER PT. HOLCIM INDONESIA TBK. CILACAP-PLANT ON THE PERFORMANCE OF POSDAYA COMMUNITIES IN SUB-DISTRIC OF NORTH CILACAP

    Directory of Open Access Journals (Sweden)

    Riyas Anggun Putri Cahyani

    2016-09-01

    form empowerment of local communities, that is Posdaya (Family Empowerment Program. This study aims to examine and analyze the influence of participative leadership style of the Community Relations Officer (CRO PT. Holcim Indonesia Tbk Cilacap - Plant toward Posdaya (Family Empowerment Centre in North Cilacap. This study uses quantitative methods and the data collected by the distribution of questionnaires which consist as 96 samples. It was measured by using slovin formulate with a degree of error is 5 % for 126 communities. The research was used proportional sampling as a sampling technique and analyzed by SPSS for windows 16.00, include validity and reliability tests to examine the questionnaires. t-test, F-test and coefficient of determination (R2 were the part of a simple regression analysis to prove the hypothesis of the research. Based on the data analysis, the simple linear regression equation is Y = 11.370 + 0,423X, its means that there was a linearly and positively influence of participative leadership style on the performance of Posdaya communities. The conclusion is if participative leadership style of the CRO is increased, the performance of Posdaya will also increase.

  4. A Seven Nations Study of Leadership Attributes

    Directory of Open Access Journals (Sweden)

    Mączyński Jerzy

    2017-06-01

    Full Text Available The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers (CEOs from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan (with the exception of Russian CEOs and Polish middle managers were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors (constituents of charismatic leadership, team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ (TMTs dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries.

  5. Systems Theory and Systems Approach to Leadership

    Directory of Open Access Journals (Sweden)

    Dr.Sc. Berim Ramosaj

    2014-06-01

    Full Text Available Systems theory is product of the efforts of many researchers to create an intermediate field of coexistence of all sciences. If not for anything else, because of the magnitude that the use of systemic thinking and systemic approach has taken, it has become undisputed among the theories. Systems theory not only provides a glossary of terms with which researchers from different fields can be understood, but provides a framework for the presentation and interpretation of phenomena and realities. This paper addresses a systematic approach to leadership, as an attempt to dredge leadership and systems theory literature to find the meeting point. Systems approach is not an approach to leadership in terms of a manner of leader’s work, but it’s the leader's determination to factorize in his leadership the external environment and relationships with and among elements. Leader without followers is unable to exercise his leadership and to ensure their conviction he should provide a system, a structure, a purpose, despite the alternative chaos. Systems approach clarifies the thought on the complexity and dynamism of the environment and provides a framework for building ideas. If the general system theory is the skeleton of science (Boulding: 1956, this article aims to replenish it with leadership muscles by prominent authors who have written on systems theory and leadership, as well as through original ideas. In this work analytical methods were used (by analyzing approaches individually as well as synthetic methods (by assaying individual approaches in context of entirety. The work is a critical review of literature as well as a deductive analysis mingled with models proposed by authors through inductive analysis. Meta-analysis has been used to dissect the interaction and interdependence between leadership approaches.

  6. Conjoint Analysis As Robust Measure Leadership Preferences Evidence From The Military Service

    Directory of Open Access Journals (Sweden)

    Easter B. Belandres

    2015-08-01

    Full Text Available The study proves that conjoint analysis is a robust measure of preferences as it offers to be a promising technique in determining the leadership preferences in the military service. The process of conjoint analysis in this study employs both qualitative and quantitative methods. The qualitative result shows that the ideal military leadership style in Baguio City and in Benguet is authentic servant transformational and transactional leadership. The findings led to the construction of a data gathering tool for the quantitative method to determine the average importance utility weight that the respondents attach to their preferences on military leadership. Quantitative results reveal that the respondents give a higher degree of importance to military officers who carry out transformational transactional servant and authentic leadership in decreasing order of importance.

  7. 41 CFR 105-53.134 - Office of Administration.

    Science.gov (United States)

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Office of Administration. 105-53.134 Section 105-53.134 Public Contracts and Property Management Federal Property Management... Associate Administrator for Administration, participates in the executive leadership of the agency...

  8. Examining Community College Leadership Dyads: A Case Study

    Science.gov (United States)

    Lane, David J.

    2017-01-01

    Information technology has the potential to change community college administration procedures; merging technological knowledge and business skill; creating a need for further definition and understanding of current Chief Information Officer (CIO) position. However, the existing research on this topic focuses on the merging leadership roles and…

  9. The U.S. Marine Corps Leadership Model: Can the Central Intelligence Agency Model After It?

    Science.gov (United States)

    2010-04-26

    Daft , Richard L. Leadership Theory and Practice. The Dryden Press. Fort Worth, TX, 1999. Faddis, Charles S. Beyond Repair,· The Decline and Fall...Military Studies Research Paper September 2009 - April 2010 4. TITLE AND SUBTITLE Sa. CONTRACT NUMBER The U.S. Marine Corps Leadership Model: can the...protecting our nation against foreign threats. Over the last few years, former CIA officers argue that the Agency’s organizational leadership structure needs

  10. Bridge to shared governance: developing leadership of frontline nurses.

    Science.gov (United States)

    Dearmon, Valorie A; Riley, Bettina H; Mestas, Lisa G; Buckner, Ellen B

    2015-01-01

    Transforming health care systems to improve quality is the responsibility of nurse executives and frontline nurses alike, yet frontline nurses are often ill-prepared to share leadership and accountability needed for transformation. The aim of this qualitative study was to describe the process used to build leadership capacity of frontline nurses engaged in resolving operational failures interrupting nursing care. The leadership development process served to bridge staff transition to shared governance. This institutional review board-approved qualitative research was designed to identify the effects of mentoring by the chief nursing officer and faculty partners on leadership development of frontline nurses working to find solutions to operational failures. Twelve nurses from 4 medical surgical units participated in a Frontline Innovations' nurse-led interdisciplinary group, which met over 18 months. Transcriptions of audiotaped meetings were analyzed for emerging process and outcome themes. The transcripts revealed a robust leadership development journey of frontline nurses engaged in process improvement. Themes that emerged from the mentoring process included engagement, collaboration, empowerment, confidence, and lifelong learning. The mentoring process provided frontline nurses the leadership foundation necessary to initiate shared governance.

  11. The influence of administrative leadership: an interview with Dr Karen S. Hill.

    Science.gov (United States)

    Hill, Karen S; Adams, Jeffrey M

    2015-01-01

    This department highlights nursing leaders who have demonstrated a commitment to patient care leadership and innovation in practice, policy, research, education, and theory. This interview profiles Karen Hill, DNP, RN, NEA-BC, FACHE, FAAN, chief operating officer and chief nursing officer of Baptist Health in Lexington, Kentucky, and editor-in-chief of the Journal of Nursing Administration.

  12. 76 FR 16000 - Voluntary Protection Programs Information; Extension of the Office of Management and Budget's...

    Science.gov (United States)

    2011-03-22

    ... management programs including how the programs successfully address management leadership and employee...] Voluntary Protection Programs Information; Extension of the Office of Management and Budget's (OMB's... concerning its proposal to extend the Office of Management and Budget's (OMB's) approval of the information...

  13. Opportunities and strategies in contemporary health system executive leadership.

    Science.gov (United States)

    McCausland, Maureen P

    2012-01-01

    The contemporary health care environment presents opportunities for nurse executive leadership that is patient and family centered, satisfying to professional nurses and their colleagues, and results in safe quality care that is fiscally responsible and evidence based. This article focuses on the strategic areas of systemness, people, performance, and innovation and offers strategies and tactics to help move nursing in integrated delivery systems from important entity-based services to a system approach where the nursing leadership team and entity chief nursing officers are recognized as major contributors to system success.

  14. Breaking the Stained Glass Ceiling: Women's Collaborative Leadership Style as a Model for Theological Education

    Science.gov (United States)

    Lowe, Mary E.

    2011-01-01

    One of the prevailing notions within American culture is the idea that women are prevalent in leadership positions. The reality, however, is that while women are slightly more than 50% of the population, they are underrepresented in leadership. Fewer than 10% of chief executive officers in theological education are women. Traditional roles in…

  15. Process Improvement at the Aircraft Intermediate Maintenance Detachment (AIMD) at Naval Air Station Whidbey Island

    National Research Council Canada - National Science Library

    Jafar, Eric; Mejos, Terence N; Yang, Chieh

    2006-01-01

    ...) and Program Executive Office Integrated Warfare Systems (PEO IWS). The goal of this project is to analyze how the leadership of AIMD incorporated Theory of Constraints (TOC), Just in Time (JIT...

  16. Servant leadership and organizational identity: The mediating role of job involvement

    Directory of Open Access Journals (Sweden)

    Mohsen Akbari

    2014-12-01

    Full Text Available This study examines the relation between servant leadership and organizational identity and job involvement in Tax office of Guilan in Iran. One hundred and twenty two employees are participated in the study. For this purpose, a questionnaire with three parts was used. The questionnaire included three main sections, namely servant leadership, job involvement, and organizational identity. The analysis of the data obtained through the questionnaire indicated that servant leadership has significant effect on organizational identity and job involvement. Also, job involvement has positive effect on organizational identity. The findings, implications of the study, and suggestions for further research in this field are discussed in detail.

  17. Office type's association to employees' welfare: Three studies.

    Science.gov (United States)

    Danielsson, Christina Bodin

    2016-08-12

    The workplace is important for employees' daily life and well-being. This article investigates exploratory the office design's role for employees' welfare from different perspectives. By comparing different studies of the office, type's influence on different factors of employees' welfare the aim is to see if any common patterns exist in office design's impact. The three included studies investigate office type's association with employees' welfare by measuring its influence on: a) perception of leadership, b) sick leave, and c) job satisfaction.The sample consists of office employees from a large, national representative work environment survey that work in one of the seven identified office types in contemporary office design: (1) cell-offices; (2) shared-room offices; (3) small, (4) medium-sized and (5) large open-plan offices; (6) flex-offices and (7) combi-offices. Statistical method used is multivariate logistic and linear regression analysis with adjustment for background factors. Overall results show that shared-room office, traditional open plan offices and flex-office stand out negatively, but to different degree(s) on the different outcomes measured. This explorative comparison of different studies finds a pattern of office types that repeatedly show indications of negative influence on employees' welfare, but further studies are needed to clarify this.

  18. Authentic leadership, social support and their role in workplace bullying and its mental health consequences.

    Science.gov (United States)

    Warszewska-Makuch, Magdalena; Bedyńska, Sylwia; Żołnierczyk-Zreda, Dorota

    2015-01-01

    The aim of this study was to show how authentic leadership is related to social support and exposure to workplace bullying and how these variables are related to mental health. For our sample of 820 office workers employed in different Polish organizations and sectors, social support from supervisors moderated the relationship between authentic leadership and workplace bullying. Social support from co-workers moderated the relationship between workplace bullying and mental health and authentic leadership moderated the relationship between workplace bullying and mental health.

  19. Marine Corps Reserve Officer Manpower Modifications During the Long War: A Case to Achieve Parity with the Active Component

    National Research Council Canada - National Science Library

    Schaffer, Douglas

    2008-01-01

    .... To be more effective as commanders and leaders, reserve officers need to achieve parity with active duty officers in rank and command selection through education, leadership experiences, and training opportunities...

  20. 76 FR 39966 - 30-Day Notice of Proposed Information Collections: ECA/P/V Youth and Leadership Survey Questions

    Science.gov (United States)

    2011-07-07

    .../V Youth and Leadership Survey Questions ACTION: Notice of request for public comment and submission... following information collection requests to the Office of Management and Budget (OMB) for approval in... Leadership Programs: Pre Program Survey Questions. OMB Control Number: None. Type of Request: New Collection...

  1. Leadership trends in academic pediatric departments.

    Science.gov (United States)

    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.

  2. Leadership Profiling of Ocean Going Ship Masters1

    Directory of Open Access Journals (Sweden)

    Ioannis Theotokas

    2014-12-01

    This paper focuses on the ocean going ship Masters and aims at identifying their leadership profiles and understanding their attitudes and reactions in given circumstances. It analyses and discusses the results of a field study of ship officers of different nationalities employed as Masters on board ships of a leading international maritime group. Results of the research reveal that the characteristics and the competencies of ship Masters as identified using the specially developed questionnaire, are compatible with those proposed by situational leadership theories. Ship Masters seem to give priority to the people on board and their needs and try to be supportive in their decisions.

  3. The Shadow of Muhammad: Developing a Charismatic Leadership Model for the Islamic World

    Science.gov (United States)

    2002-06-01

    leadership and specific “type” of leader in the Islamic world. It is a work of synthesis in which a theory about one form of successful Islamic...DEVELOPING A CHARISMATIC LEADERSHIP MODEL FOR THE ISLAMIC WORLD by Edward W. Kostrzebski June 2002 Thesis Advisor: Anna Simons...Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20503. 1

  4. Leadership Development: A Senior Leader Case Study

    Science.gov (United States)

    2014-10-01

    LIFE model Element Investigative Question Strategy How does (development program) posture (or fail to posture ) leaders to meet organizational...Management How does (development program) adequately posture (or fail to posture ) officer talent capable of filling talent gaps within the...LIFE model in figure 1 stems from conceptualizing and integrat- ing elements of leadership development in the work of Stephen Co- hen , Lisa Gabel

  5. A Study of the Relationship Between School Leadership and the Condition of School Buildings

    OpenAIRE

    Brannon, William Lee

    2000-01-01

    The purpose of this study was to examine the relationship between school leadership and the quality, condition, maintenance, improvements, and renovations of public school buildings. The first question examined the relationship between building conditions and perceptions of school board members, superintendent and central office staff, board of supervisors, and principals. The second question examined the relationship between building conditions and the financial support of leadership positio...

  6. Authentic leadership, social support and their role in workplace bullying and its mental health consequences

    Science.gov (United States)

    Warszewska-Makuch, Magdalena; Bedyńska, Sylwia; Żołnierczyk-Zreda, Dorota

    2015-01-01

    The aim of this study was to show how authentic leadership is related to social support and exposure to workplace bullying and how these variables are related to mental health. For our sample of 820 office workers employed in different Polish organizations and sectors, social support from supervisors moderated the relationship between authentic leadership and workplace bullying. Social support from co-workers moderated the relationship between workplace bullying and mental health and authentic leadership moderated the relationship between workplace bullying and mental health. PMID:26323771

  7. Optimum Design Parameters of Box Window DSF Office at Different Glazing Types under Sub Interval of Intermediate Sky Conditions (20-40 klux)

    Science.gov (United States)

    Elayeb, O. K.; Alghoul, M. A.; Sopian, K.; Khrita, N. G.

    2017-11-01

    Despite Double skin façade (DSF) buildings are widely deployed worldwide, daylighting strategy is not commonly incorporated in these buildings compare to other strategies. Therefore, further theoretical and experimental studies would lead to adopting daylighting strategy in DSF office buildings. The aim of this study is to investigate the daylighting performance of office building at different design parameters of box window DSF using different glazing types under sub interval of intermediate sky conditions (20-40) klux using the (IES VE) simulation tool from Integrated Environmental Solutions - Virtual Environment. The implemented design parameters are window wall ratio (WWR) of internal façade (10-100) %, cavity depth (CD) of DSF (1-2.5) m and different glazing types. The glazing types were selected from the list available in the (IES VE) simulation tool. After series of evaluations, bronze tinted coating (STOPSOL) is implemented for the exterior façade while clear float, clear reflective coating (STOPSOL), grey and brown tinted coating (Anti-sun float) and blue coating tinted (SUNCOOL float) are implemented for the interior façade. In this paper, several evaluation parameters are used to quantify the optimum design parameters that would balance the daylighting requirements of a box window DSF office versus sky conditions range (20-40) klux. The optimum design parameters of DSF office building obtained under different glazing types are highlighted as follows. When using bronze tinted coating (STOPSOL) for the exterior façade, the glazing types of interior façade that showed superior daylighting performance of DSF office at (CD of 1.0m with WWR of 70%), (CD of 1.5m with WWR of 70%), (CD of 2.0m with WWR of 70%) and (CD of 2.0m with WWR of 70%) are grey tinted coating (Anti-sun float), clear reflective coating (STOPSOL), brown tinted coating (Anti-sun float), and clear float glazing respectively. Blue Coating tinted (SUNCOOL float) of interior façade glazing

  8. Special Staff - Joint Staff - Leadership - The National Guard

    Science.gov (United States)

    the ARNG Deputy Director of the ARNG Chief of Staff of the ARNG Command Chief Warrant Officer of the Site Maintenance Battle Focused Training Strategy Battle Staff Training Resources News Publications March Today in Guard History Leadership CNGB VCNGB SEA DANG DARNG Joint Staff J-1 J-2 J-3 J-4 J-5 J-6 J

  9. Chapter Leadership Profiles among Citizen Activists in the Drunk Driving Movement.

    Science.gov (United States)

    Ungerleider, Steven; Bloch, Steven

    1987-01-01

    Study of Mothers Against Drunk Drivers (MADD) analyzed the chapter emphasis, levels of satisfaction and relationship to national office on several measures. Surveying 212 chapters, MADD leadership provided profile of independent, autonomous activists in the drunk driving countermeasure movement. (Author)

  10. Leadership Training Program for Shared Leadership Based on Super Leadership at Cheo-Eum Korean Presbyterian Church: A Study of Christian Leadership

    Science.gov (United States)

    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…

  11. 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...

  12. Co-Leadership - A Management Solution for Integrated Health and Social Care.

    Science.gov (United States)

    Klinga, Charlotte; Hansson, Johan; Hasson, Henna; Sachs, Magna Andreen

    2016-05-23

    Co-leadership has been identified as one approach to meet the managerial challenges of integrated services, but research on the topic is limited. In the present study, co-leadership, practised by pairs of managers - each manager representing one of the two principal organizations in integrated health and social care services - was explored. To investigate co-leadership in integrated health and social care, identify essential preconditions in fulfilling the management assignment, its operationalization and impact on provision of sustainable integration of health and social care. Interviews with eight managers exercising co-leadership were analysed using directed content analysis. Respondent validation was conducted through additional interviews with the same managers. Key contextual preconditions were an organization-wide model supporting co-leadership and co-location of services. Perception of the management role as a collective activity, continuous communication and lack of prestige were essential personal and interpersonal preconditions. In daily practice, office sharing, being able to give and take and support each other contributed to provision of sustainable integration of health and social care. Co-leadership promoted robust management by providing broader competence, continuous learning and joint responsibility for services. Integrated health and social care services should consider employing co-leadership as a managerial solution to achieve sustainability.

  13. Diversity and Black Officer Integration in the U.S. Marine Corps for 2011 and Beyond

    Science.gov (United States)

    2011-05-06

    Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704..()1BB) Washington. DC...positions as cooks, waiters , janitors, and officers’ servants. Though segregation and exclusion from combat still ruled the day, blacks in the Army were...a team is a leadership concern with diversity implications. The effectiveness of management or the military officer is predicated on that essential

  14. Directorate of Management - Special Staff - Joint Staff - Leadership - The

    Science.gov (United States)

    NGB Official March Today in Guard History Leadership CNGB VCNGB SEA DANG DARNG Joint Staff J-1 J-2 J-3 J-4 J-5 J-6 J-7 J-8 Personal Staff Inspector General Judge Advocate General Officer Management Public Affairs Executive Support Services Legislative Liaison Special Staff Directorate of Management

  15. THE IMPACT OF VISIONARY LEADERSHIP, LEARNING ORGANIZATION AND INNOVATIVE BEHAVIOR TO PERFORMANCE OF CUSTOMS AND EXCISE FUNCTIONAL

    OpenAIRE

    Anshar, Muhammad

    2017-01-01

    This research aims to determine the impact of visionary leadership, learning organization, and innovative behavior on the performance of Functional Officers of Customs and Excise Inspectors at Tanjung Priok Customs and Excise Main Service Office. The research was conducted at Tanjung Priok Customs and Excise Service Office using the number of samples of 78 Functional Officers of Customs and Excise Inspectors. The sample was selected using simple random sampling technique. Data collection was ...

  16. The potential of spiritual leadership in workplace spirituality

    Directory of Open Access Journals (Sweden)

    Marilyn Naidoo

    2014-06-01

    Full Text Available We live in the transition period between the old definition of work as survival and the new definition of work as livelihood. A new awareness of the value of spirituality can add to the innovation and creative capacity of ‘human capital’, increased authenticity in communication and has the potential for increased ethical and moral behaviour. For organisations wanting greater commitment this means opening up the conversation to include dimensions of soul and spirit that have been traditionally left at the office door. Workplace spirituality has potential for leadership development as it allows employees and leaders to act from personal truth, integrity, values and ethical practice. Spiritual leadership taps into the fundamental needs of both leader and follower for spiritual survival so that they become more organisationally committed and productive. This article focuses on the potential of spiritual leadership to transform and to contribute to the success of an organisation.

  17. Leadership Under Challenge: Information Technology R and D in a Competitive World

    Data.gov (United States)

    Networking and Information Technology Research and Development, Executive Office of the President — The United States is today the global leader in networking and information technology NIT. That leadership is essential to U.S. economic prosperity, security, and...

  18. 41 CFR 128-1.5006-2 - Property management officer (PMO).

    Science.gov (United States)

    2010-07-01

    ... leadership, guidance, and operating procedures for personal property management functions. (b) Ensuring... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Property management officer (PMO). 128-1.5006-2 Section 128-1.5006-2 Public Contracts and Property Management Federal Property...

  19. Post-Affirmative Action: A Phenomenological Study of Admission Initiatives by Chief Diversity Officers to Support Diversity

    Science.gov (United States)

    Gichuru, Margaret

    2010-01-01

    The purpose of this phenomenological study was to explore the experiences of chief diversity officers (CDOs) and how they enhanced admission of minority students in the post-affirmative action era. Six chief diversity officers, who played a pivotal leadership role in diversity of their respective campuses, described their experiences. Using…

  20. Analysis in the Utility of Commercial Wargaming Simulation Software for Army Organizational Leadership Development

    National Research Council Canada - National Science Library

    Macintyre, Kerry

    2000-01-01

    ... analysis, operational test and evaluation, and campaign development. The intent of this monograph was to determine if commercial wargame simulations could be used to develop the organizational leadership abilities of Army officers...

  1. LEADERSHIP`S INFLUENCE ON OTHERS

    OpenAIRE

    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...

  2. The relationship between organizational leadership for safety and learning from patient safety events.

    Science.gov (United States)

    Ginsburg, Liane R; Chuang, You-Ta; Berta, Whitney Blair; Norton, Peter G; Ng, Peggy; Tregunno, Deborah; Richardson, Julia

    2010-06-01

    To examine the relationship between organizational leadership for patient safety and five types of learning from patient safety events (PSEs). Forty-nine general acute care hospitals in Ontario, Canada. A nonexperimental design using cross-sectional surveys of hospital patient safety officers (PSOs) and patient care managers (PCMs). PSOs provided data on organization-level learning from (a) minor events, (b) moderate events, (c) major near misses, (d) major event analysis, and (e) major event dissemination/communication. PCMs provided data on organizational leadership (formal and informal) for patient safety. Hospitals were the unit of analysis. Seemingly unrelated regression was used to examine the influence of formal and informal leadership for safety on the five types of learning from PSEs. The interaction between leadership and hospital size was also examined. Formal organizational leadership for patient safety is an important predictor of learning from minor, moderate, and major near-miss events, and major event dissemination. This relationship is significantly stronger for small hospitals (learning from safety events. Formal leadership support for safety is of particular importance in small organizations where the economic burden of safety programs is disproportionately large and formal leadership is closer to the front lines.

  3. A Strategic Necessity: Building Senior Leadership's Fluency in Digital Technology

    Science.gov (United States)

    Kolomitz, Kara; Cabellon, Edmund T.

    2016-01-01

    This chapter describes the opportunity for senior student affairs officers (SSAOs) to develop an increased digital fluency to meet the needs of various constituencies in the digital age. The authors explore what a digital fluency is, how it might impact SSAOs' leadership potential, and the benefits for their respective divisions.

  4. The Career Officer Attrition Dilemma: An Underlying Cause

    Science.gov (United States)

    2002-04-09

    BOOMER, XER, & MILLENIAL TRAITS COMPARISON ..................................... 23 vii viii THE CAREER OFFICER ATTRITION DILEMMA: AN UNDERLYING...provide a sustainable solution. Multiple generations in the military will always be present. What will change, however, is which generation will be in the... MILLENIAL TRAITS COMPARISON cause serious frustration both for the senior leadership and their subordinates. Even as the Xers begin to take over from

  5. Capturing the Policy that Air Force Raters Use When Writing Performance Appraisals on Junior Officers

    National Research Council Canada - National Science Library

    Stephens, Owen

    2001-01-01

    This study examined the relationship between four dimensions of performance leadership, task performance, interpersonal facilitation, and job dedication and overall performance by junior officers in the Air Force...

  6. DOD Major Automated Information Systems: Improvements Can Be Made in Reporting Critical Changes and Clarifying Leadership Responsibility

    Science.gov (United States)

    2016-03-01

    Leadership Responsibility Report to Congressional Committees March 2016 GAO-16-336 United States Government Accountability Office United...INFORMATION SYSTEMS Improvements Can Be Made in Reporting Critical Changes and Clarifying Leadership Responsibility Why GAO Did This Study The National...milestone decisions for MAIS programs. AT&L can delegate decision authority for MAIS programs to a component head who may further delegate the authority

  7. An Assessment of the Leadership Education and Development Program at the United States Naval Academy

    National Research Council Canada - National Science Library

    Zaleski, Patrick

    2003-01-01

    ...) Program was established in 1997. This program allows Navy and Marine Corps officers to receive a Master of Science in Leadership and Human Resource Development from the Naval Postgraduate School...

  8. Genesis and Evolution of the United States Air Force Academy's Officer Development System

    National Research Council Canada - National Science Library

    Price, Paul

    2004-01-01

    ...; it is called the Officer Development System (ODS). This initiative was a result of an integrative Tiger Team commissioned by USAFA senior leadership in September 2003 to design and implement a deliberate, overarching leader development system...

  9. Developing skills in clinical leadership for ward sisters.

    Science.gov (United States)

    Fenton, Katherine; Phillips, Natasha

    The Francis report has called for a strengthening of the ward sister's role. It recommends that sisters should operate in a supervisory capacity and should not be office bound. Effective ward leadership has been recognised as being vital to high-quality patient care and experience, resource management and interprofessional working. However, there is evidence that ward sisters are ill equipped to lead effectively and lack confidence in their ability to do so. University College London Hospitals Foundation Trust has recognised that the job has become almost impossible in increasingly large and complex organisations. Ward sisters spend less than 40% of their time on clinical leadership and the trust is undertaking a number of initiatives to support them in this role.

  10. Analysis of sustainable leadership for science learning management in the 21st Century under education THAILAND 4.0 framework

    Science.gov (United States)

    Jedaman, Pornchai; Buaraphan, Khajornsak; Pimdee, Paitoon; Yuenyong, Chokchai; Sukkamart, Aukkapong; Suksup, Charoen

    2018-01-01

    This article aims to study and analyze the 21st Century of sustainable leadership under the education THAILAND 4.0 Framework, and factor analysis of sustainable leadership for science learning. The study employed both quantitative and qualitative approaches in collecting data including a questionnaire survey, a documentary review and a Participatory Action Learning (PAL). The sample were sampling purposively. There were 225 administrators of Primary and Secondary Education Area Offices throughout Thailand. Out of 225, 183 (83.33%) and 42 (16.67%) respondents were the administrators of Primary and Secondary Education Offices, respectively. The quantitative data was analyzed by descriptive statistical analysis including mean, standard deviation. Also, the Confirmatory Factor Analysis (CFA) was conducted to analyze the factors associated with sustainable leadership under the education THAILAND 4.0 Framework. The qualitative data was analyzed by using three main stages, i.e., data reduction, data organization, data interpretation to conclusion. The study revealed that sustainable leadership under the education THAILAND 4.0 Framework needs to focus on development, awareness of duty and responsibility, equality, moral and knowledge. All aspects should be integrated together in order to achieve the organizational goals, good governance culture and identity. Importantly, there were six "key" elements of sustainable leadership under the education THAILAND 4.0 framework: i) Professional Leadership Role, ii) Leadership Under Change, iii) Leadership Skills 4.0 in the 21st Century, iv) Development in the Pace With Change, v) Creativity and Creative Tension, and vi) Hold True Assessments. The CFA showed that the six key elements of sustainable leadership under the education THAILAND 4.0 framework by weight of each elements were significant at the .01 significance level.

  11. Analysis of Leadership Flexibility Capability of District/City Public Health Department in North Sumatra

    Directory of Open Access Journals (Sweden)

    Achmad Rifai

    2016-02-01

    Full Text Available Leadership has an important role in the organization as leader is in charge of supervising and controlling the course of an organization. Ability to lead in mobilizing and empowering employees will affect the performance of the organization. This behavior has a significant impact on the attitudes, behavior and performance of employees. The results of the study showed there is a significant relationship between characteristics such as age (p = 0.004, education(p = 0.034, work experience (p = 0.000, the experience of the organization (p = 0.000, and educational hierarchy (p =0.000 for leadership flexibility. Sex variable is not significant to the leadership flexibility (p = 0.801. There is a relationship with the flexibility of directive leadership style (p = 0.027, supportive leadership style (p = 0.046, and participative leadership style (p = 0.009 with the flexibility of leadership. There is aso a relationship between achievement-oriented leadership style and leadership flexibility (p = 0.000. There is a relationship between the individual characteristics of leadership style and versatility with variable: educational level of leadership (p = 0.021; OR = 19.265. The result suggests that we need more organized seminars / work shop / scientific studies that stimulate the realization of learning about leadership flexibility in improving the performance of the District/City Health Office and it is necessary to study theperformance of the head of the Department of Health assessment intensively and periodically

  12. Authentic leadership, social support and their role in workplace bullying and its mental health consequences

    OpenAIRE

    Warszewska-Makuch, Magdalena; Bedyńska, Sylwia; Żołnierczyk-Zreda, Dorota

    2015-01-01

    The aim of this study was to show how authentic leadership is related to social support and exposure to workplace bullying and how these variables are related to mental health. For our sample of 820 office workers employed in different Polish organizations and sectors, social support from supervisors moderated the relationship between authentic leadership and workplace bullying. Social support from co-workers moderated the relationship between workplace bullying and mental health and authenti...

  13. Motivating Peak Performance: Leadership Behaviors That Stimulate Employee Motivation and Performance

    Science.gov (United States)

    Webb, Kerry

    2007-01-01

    The impact of leader behaviors on motivation levels of employees was examined in this study. Two hundred twenty-three vice presidents and chief officers from 104 member colleges and universities in the Council for Christian Colleges and Universities were sampled. Leaders were administered the Multifactor Leadership Questionnaire (MLQ-rater…

  14. Academic Leadership Forum on Faculty Workload, Engagement, and Development. Executive Summary

    Science.gov (United States)

    WCET, 2011

    2011-01-01

    A select group of academic officers and deans from institutions (all sectors) whose programs are primarily online and whose teaching faculty differ considerably from traditional faculty participated in the Academic Leadership Forum, October 26, 2011, held in conjunction with WCET's (WICHE Cooperative for Educational Technologies') Annual Meeting.…

  15. The Long Walk to Leadership: Are Women their Own Worst Enemies?

    Directory of Open Access Journals (Sweden)

    Samson Mutsagondo

    2015-12-01

    Full Text Available This study traces subordinate women’s perceptions of the root causes of the rift and polarization between women in subordinate positions and women in super-ordinate positions and how this impacts female leadership emergence. Unlike many earlier studies on leadership, this investigation interrogates the feminine leadership crisis from the point of view of women in subordinate positions. Whilst using a case study research design, 50 female teachers from Gweru in Zimbabwe completed questionnaires while 10 officers from the Ministry of Women Affairs were interviewed. Descriptive statistics, mainly, frequencies and percentages were used to analyze data. The study reveals that women play a significant role in their own demise in leadership as they spent a lot of time and energy fighting each other. Most subordinate women expressed that they neither like nor support female leaders and prefer working under male leaders. This confirms the prevalence of the “Pull Her Down Syndrome”. The study serves to remind women that a divided house falls and therefore, it encourages women to support and help each other in leadership circles in the true spirit of feminism.

  16. Subtractive Leadership

    Science.gov (United States)

    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…

  17. The Relationship between Authentic Leadership and Job Satisfaction in a University Setting

    Science.gov (United States)

    Williams, Leonard C.

    2014-01-01

    This study examined the relationship between career services staff member job satisfaction and the career services staff member-perceived authentic leadership characteristics of university career services leaders in a southeastern state. Career services offices are vital to building and maintaining employer partnerships, career development for…

  18. The Impact of Leadership Behaviors and Communication Styles of Military Leaders on the Performance of Followers

    OpenAIRE

    Sousa, Paulo; Rouco, Carlos; Nogueira, Fernanda; Carvalho, Ana Branca; Dias, Damasceno

    2015-01-01

    Abstract: The aim of this research is to analyze and relate the leadership behaviors and communication styles required of Infantry junior officers in their daily command tasks, in order to influence their subordinates to achieve extraordinary effort, group effectiveness and satisfaction. For this study, was used quantitative method and a survey was implemented comprising three questionnaires: one on leadership competences, one on communication styles, and one on with three criterion facto...

  19. Innovation in transformative nursing leadership: nursing informatics competencies and roles.

    Science.gov (United States)

    Remus, Sally; Kennedy, Margaret Ann

    2012-12-01

    In a recent brief to the Canadian Nurses Association's National Expert Commission on the Health of Our Nation, the Academy of Canadian Executive Nurses (ACEN) discussed leadership needs in the Canadian healthcare system, and promoted the pivotal role of nursing executives in transforming Canada's healthcare system into an integrated patient-centric system. Included among several recommendations was the need to develop innovative leadership competencies that enable nurse leaders to lead and advance transformative health system change. This paper focuses on an emerging "avant-garde executive leadership competency" recommended for today's health leaders to guide health system transformation. Specifically, this competency is articulated as "state of the art communication and technology savvy," and it implies linkages between nursing informatics competencies and transformational leadership roles for nurse executive. The authors of this paper propose that distinct nursing informatics competencies are required to augment traditional executive skills to support transformational outcomes of safe, integrated, high-quality care delivery through knowledge-driven care. International trends involving nursing informatics competencies and the evolution of new corporate informatics roles, such as chief nursing informatics officers (CNIOs), are demonstrating value and advanced transformational leadership as nursing executive roles that are informed by clinical data. Copyright © 2013 Longwoods Publishing.

  20. Leadership as a predictor of stigma and practical barriers toward receiving mental health treatment: a multilevel approach.

    Science.gov (United States)

    Britt, Thomas W; Wright, Kathleen M; Moore, Dewayne

    2012-02-01

    The present research examined positive and negative leadership behaviors as predictors of stigma and practical barriers to mental health treatment. Soldiers completed measures of noncommissioned officer (NCO) and officer leadership, stigma, and practical barriers to getting mental health treatment at 2, 3, and 4 months following a 15-month deployment to Afghanistan. The results revealed that positive and negative NCO and officer leader behaviors were predictive of overall stigma and barriers to care (collapsed across the three time periods), with only NCO positive and negative behaviors being uniquely predictive of stigma when included in the same model with officer behaviors. In addition, negative and positive NCO leader behaviors were predictive of stigma within participants over the course of the three month time period, and positive NCO leader behaviors were inversely related to practical barriers to mental health treatment within participants across the same time period. The results are discussed in terms of how different leader behaviors may be linked to different factors influencing a soldier's decision to seek mental health treatment.

  1. Comparing Three of the Leadership Theories: Leader- Member Exchange Theory,transformational Leadership and Team Leadership

    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.

  2. SERVANT LEADERSHIP

    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

  3. Evaluation of the Science, Technology, and Engineering Leadership Program, Year Two

    Science.gov (United States)

    Wolanin, Natalie L.; Wade, Julie H.

    2013-01-01

    The Office of Shared Accountability (OSA) conducted an evaluation of the implementation of the second year (2011-2012) of the Science, Technology, and Engineering Leadership Program (STELP) in Montgomery County (Maryland) Public Schools (MCPS). Funding for STELP, including the evaluation study, is provided by a grant from the Howard Hughes Medical…

  4. Evaluation of the Science, Technology, and Engineering Leadership Program, Year Three

    Science.gov (United States)

    Wolanin, Natalie; Wade, Julie

    2014-01-01

    The Office of Shared Accountability conducted an evaluation of the implementation of the third and final year (2012-2013) of the "Science, Technology, and Engineering Leadership Program" (STELP) in Montgomery County (Maryland) Public Schools (MCPS). Funding for STELP, including the evaluation study, is provided by a grant from the Howard…

  5. Co-Leadership – A Management Solution for Integrated Health and Social Care

    Directory of Open Access Journals (Sweden)

    Charlotte Klinga

    2016-05-01

    Full Text Available Introduction: Co-leadership has been identified as one approach to meet the managerial challenges of integrated services, but research on the topic is limited. In the present study, co-leadership, practised by pairs of managers – each manager representing one of the two principal organizations in integrated health and social care services – was explored. Aim: To investigate co-leadership in integrated health and social care, identify essential preconditions in fulfilling the management assignment, its operationalization and impact on provision of sustainable integration of health and social care. Method: Interviews with eight managers exercising co-leadership were analysed using directed content analysis. Respondent validation was conducted through additional interviews with the same managers. Results: Key contextual preconditions were an organization-wide model supporting co-leadership and co-location of services. Perception of the management role as a collective activity, continuous communication and lack of prestige were essential personal and interpersonal preconditions. In daily practice, office sharing, being able to give and take and support each other contributed to provision of sustainable integration of health and social care.  Conclusion and discussion: Co-leadership promoted robust management by providing broader competence, continuous learning and joint responsibility for services. Integrated health and social care services should consider employing co-leadership as a managerial solution to achieve sustainability.

  6. 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.

  7. The Army Officer as Performance Manager. Professional Paper No. 13-74.

    Science.gov (United States)

    Fry, John P.

    This paper describes the results of one Army officer's experiment in applying the techniques of psychological research on the job. With a view to developing his subordinates' leadership ability and initiative, and permitting them an active role in managing the battalion, he emphasized particularly the principles of "contingency management"…

  8. Leadership Elasticity Enhancing Style-Flex for Leadership Equilibrium

    Science.gov (United States)

    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…

  9. Transformational leadership in the South African public service after the April 2009 national elections

    Directory of Open Access Journals (Sweden)

    Manasseh M. Mokgolo

    2012-04-01

    Full Text Available Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008, transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ, the Leadership Acceptance Scale (LAS, the Job Satisfaction Survey (JSS and the Job Performance Survey (JPS. Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction. Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment. Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

  10. Leadership in the clinical workplace: what residents report to observe and supervisors report to display: an exploratory questionnaire study.

    Science.gov (United States)

    van der Wal, Martha A; Scheele, Fedde; Schönrock-Adema, Johanna; Jaarsma, A Debbie C; Cohen-Schotanus, Janke

    2015-11-02

    Within the current health care system, leadership is considered important for physicians. leadership is mostly self-taught, through observing and practicing. Does the practice environment offer residents enough opportunities to observe the supervisor leadership behaviours they have to learn? In the current study we investigate which leadership behaviours residents observe throughout their training, which behaviours supervisors report to display and whether residents and supervisors have a need for more formal training. We performed two questionnaire studies. Study 1: Residents (n = 117) answered questions about the extent to which they observed four basic and observable Situational Leadership behaviours in their supervisors. Study 2: Supervisors (n = 201) answered questions about the extent to which they perceived to display these Situational Leadership behaviours in medical practice. We asked both groups of participants whether they experienced a need for formal leadership training. One-third of the residents did not observe the four basic Situational Leadership behaviours. The same pattern was found among starting, intermediate and experienced residents. Moreover, not all supervisors showed these 4 leadership behaviours. Both supervisors and residents expressed a need for formal leadership training. Both findings together suggest that current practice does not offer residents enough opportunities to acquire these leadership behaviours by solely observing their supervisors. Moreover, residents and supervisors both express a need for more formal leadership training. More explicit attention should be paid to leadership development, for example by providing formal leadership training for supervisors and residents.

  11. Advancing tendencies? PR leadership, general leadership, and leadership pedagogy

    OpenAIRE

    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...

  12. Situational Leadership

    OpenAIRE

    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...

  13. Leadership Epistemology

    OpenAIRE

    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...

  14. 76 FR 10755 - Establishment of Office of the Chief Scientist; Revision of Delegations of Authority

    Science.gov (United States)

    2011-02-28

    ... 1066-001, ``Establishment of the Office of the Chief Scientist.'' OCS exists to provide leadership and... the Small Business Regulatory Fairness Enforcement Act, 5 U.S.C. 801 et seq., and thus is exempt from...

  15. Leadership Epistemology

    Science.gov (United States)

    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…

  16. The Impact of Perceptions of Ethical Leadership Styles on Perceptions of Police Integrity Violations: The Case of Diyarbakir Police

    Science.gov (United States)

    Guclu, Timur

    2013-01-01

    This study has two main areas: first, the study evaluates whether the ethical leadership style of a direct supervisor has an impact on the police officers' perception of the integrity violations; second, the study scrutinizes whether police officers' moral judgment of integrity violations makes a difference in the amount of such violations. The…

  17. Leadership = Communication? The Relations of Leaders' Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes.

    Science.gov (United States)

    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.

  18. Intelligent leadership and leadership competencies : developing a leadership framework for intelligent organizations

    OpenAIRE

    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...

  19. Leadership Identity Development through an Interdisciplinary Leadership Minor

    Science.gov (United States)

    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…

  20. Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

    OpenAIRE

    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...

  1. The Council Presidency and legislative leadership: The case of occupational health and safety

    NARCIS (Netherlands)

    Warntjen, Andreas

    2009-01-01

    Many international institutions feature a leadership office to organize its decision-making process. In the case of the Council of the European Union, the rotating Council Presidency exercises the role of a process manager and enjoys proposal power. This function might allow the Presidency to steer

  2. Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

    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.

  3. 75 FR 13740 - Office of Innovation and Improvement; Overview Information; Charter Schools Program (CSP) Grants...

    Science.gov (United States)

    2010-03-23

    ... DEPARTMENT OF EDUCATION Office of Innovation and Improvement; Overview Information; Charter Schools Program (CSP) Grants for National Leadership Activities; Notice Inviting Applications for New... of public schools have been identified for improvement, corrective action, or restructuring under...

  4. Leadership, job well-being, and health effects--a systematic review and a meta-analysis.

    Science.gov (United States)

    Kuoppala, Jaana; Lamminpää, Anne; Liira, Juha; Vainio, Harri

    2008-08-01

    The aim of this systematic literature analysis was to study the association between leadership and well-being at work and work-related health. These intermediate outcomes are supposed to predict work-related loss of productivity and disability at work. Original articles published in 1970 to 2005 were searched in MEDLINE and PsycINFO databases in a systematic manner. The main search terms were leadership, job satisfaction, well-being, sick leave, and disability pension. Out of 303 references, 93 publications were retrieved. In addition, other sources produced 69 articles. The strength of evidence was evaluated comprehensively. Altogether, 109 articles were thoroughly analyzed; our conclusions are based on 27 articles providing the best evidence. There was moderate evidence that leadership is associated with job well-being (risk ratio [RR] 1.40, range 1.36 to 1.57), sick leave (RR 0.73, range 0.70 to 0.89), and disability pension (RR 0.46, range 0.42 to 0.59). The evidence was weak on that leadership is associated with job satisfaction (median RR 2.23, range 1.30 to 3.51) but not with job performance (RR 1.13, range 0.55 to 1.20). There is a relative lack of well-founded prospective studies targeting the association between leadership and employee health, but the few available good studies suggest an important role of leadership on employee job satisfaction, job well-being, sickness absences, and disability pensions. The relationship between leadership and job performance remains unclear.

  5. Leadership Innovations

    Science.gov (United States)

    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.𔃺 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

  6. Educational Leadership

    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...

  7. The Squadron Commander’s Responsibility for Officer Professional Development

    Science.gov (United States)

    2014-02-13

    during and after the reporting period. These actions are mandatory for Lieutenants and Captains, but optional above Major. 26 Sq/CCs rely on the...meetings. Many also stated they would have officers present when they executed disciplinary action . Using events and activities as shadow opportunities...competency Tactical Expertise Personal Embodies Airman Culture -Ethical Leadership - Followership -Warrior Ethos -Develops Self Communicating

  8. Transformational leadership and group potency in small military units: The mediating role of group identification and cohesion

    Directory of Open Access Journals (Sweden)

    Carlos García-Guiu

    2016-12-01

    Full Text Available In the present study, we examined an exploratory model to assess the relationship between transformational leadership and group potency and analyze the mediating role of group identification and cohesion. The research was conducted with squads of the Spanish Army. The sample was composed of 243 members of 51 squads of operational units. Our findings highlighted the importance of the transformational leadership style of command of non-commissioned officers (NCOs due to its positive relationship with the group potency of the squad. We also analyzed the indirect relationships between transformational leadership and group identification and group cohesion and found that the latter variables played a mediating role between transformational leadership and group potency. The conclusions of this study are relevant due to the growing importance of transformational leadership and actions implemented at lower levels of the command chain for the success of missions of security organizations and defense.

  9. Leadership = Communication? The relations of leaders' communication styles with leadership styles, knowledge sharing and leadership outcomes

    NARCIS (Netherlands)

    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

  10. 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.

  11. Office of Industrial Technologies research in progress

    Energy Technology Data Exchange (ETDEWEB)

    1993-05-01

    The US Department of Energy (DOE) Office of Industrial Technologies (OIT) conducts research and development activities which focus on improving energy efficiency and providing for fuel flexibility within US industry in the area of industrial conservation. The mission of OIT is to increase the utilization of existing energy-efficient equipment and to find and promote new, cost-effective ways for industrial facilities to improve their energy efficiency and minimize waste products. To ensure advancement of the technological leadership of the United States and to improve the competitiveness of American industrial products in world markets, OIT works closely with industrial partners, the staffs of the national laboratories, and universities to identify research and development needs and to solve technological challenges. This report contains summaries of the currently active projects supported by the Office of Industrial Technologies.

  12. Leadership and creativity in public services: An interview with Lord Michael Bichard, Chair of the National Audit Office

    OpenAIRE

    Bolden, R.; O'Regan, N.

    2018-01-01

    This interview with Lord Michael Bichard, one of the most distinguished public sector leaders in the UK, explores his ideas around the relationship between leadership, creativity and innovation. A champion of place-based approaches to public services, where citizens are actively involved in service design, delivery and appraisal, Bichard advocates the need for inclusive and supportive leadership that enables the emergence of the kinds of creativity required to respond to the financial challen...

  13. Effective leadership

    OpenAIRE

    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...

  14. Functional results-oriented healthcare leadership: a novel leadership model.

    Science.gov (United States)

    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.

  15. Climate Leadership Award for Organizational Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Organizational Leadership, which publicly recognizes organizations for their comprehensive greenhouse gas inventories and aggressive emissions reduction goals.

  16. Leadership for the 1970s. Organizational Leadership Tasks for Army Leadership Training

    Science.gov (United States)

    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

  17. Internalization of Air Force Core Values Among Company Grade Officers: Where are We and Where are We Going?

    National Research Council Canada - National Science Library

    Anderson, Brian

    1997-01-01

    Our senior leadership is placing renewed emphasis on Air Force core values and recognizes the internalization of these values are critical to the long-term success of our professional officer corps...

  18. Leadership in Dental Hygiene Degree Completion Programs: A Pilot Study Comparing Stand-Alone Leadership Courses and Leadership-Infused Curricula.

    Science.gov (United States)

    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.

  19. Responsible Leadership

    Science.gov (United States)

    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…

  20. A Personal Narrative: The Synergistic Leadership Theory as It Applies to the Leadership of a Principal of a Rural Intermediate School

    Science.gov (United States)

    Manuel, Karlis R.

    2010-01-01

    The purpose of this narrative study was two-fold. First, the researcher, an African American male principal in a rural, high minority, intermediate school, used to reflect on strategies implemented to enhance the learning environment that subsequently increased student achievement. Second, determined through the study was how personal leadership…

  1. 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.

  2. Computational Science at the Argonne Leadership Computing Facility

    Science.gov (United States)

    Romero, Nichols

    2014-03-01

    The goal of the Argonne Leadership Computing Facility (ALCF) is to extend the frontiers of science by solving problems that require innovative approaches and the largest-scale computing systems. ALCF's most powerful computer - Mira, an IBM Blue Gene/Q system - has nearly one million cores. How does one program such systems? What software tools are available? Which scientific and engineering applications are able to utilize such levels of parallelism? This talk will address these questions and describe a sampling of projects that are using ALCF systems in their research, including ones in nanoscience, materials science, and chemistry. Finally, the ways to gain access to ALCF resources will be presented. This research used resources of the Argonne Leadership Computing Facility at Argonne National Laboratory, which is supported by the Office of Science of the U.S. Department of Energy under contract DE-AC02-06CH11357.

  3. Digital Leadership

    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....

  4. 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

  5. Women Community College Presidents: A Qualitative Approach to Exploring Leadership and Overcoming Potential Barriers

    Science.gov (United States)

    O'Roark, Jordan J.

    2015-01-01

    Since the establishment of American higher education, the presidential profile for institutions has lacked the gender diversity in presidential leadership positions. Though women have taken positive strides as senior executive officers in higher education in the past quarter-century, the conventional post-secondary president is a white, married…

  6. Using evidence-based leadership initiatives to create a healthy nursing work environment.

    Science.gov (United States)

    Nayback-Beebe, Ann M; Forsythe, Tanya; Funari, Tamara; Mayfield, Marie; Thoms, William; Smith, Kimberly K; Bradstreet, Harry; Scott, Pamela

    2013-01-01

    In an effort to create a healthy nursing work environment in a military hospital Intermediate Care Unit (IMCU), a facility-level Evidence Based Practice working group composed of nursing.Stakeholders brainstormed and piloted several unit-level evidence-based leadership initiatives to improve the IMCU nursing work environment. These initiatives were guided by the American Association of Critical Care Nurses Standards for Establishing and Sustaining Healthy Work Environments which encompass: (1) skilled communication, (2) true collaboration, (3) effective decision making, (4) appropriate staffing, (5) meaningful recognition, and (6) authentic leadership. Interim findings suggest implementation of these six evidence-based, relationship-centered principals, when combined with IMCU nurses' clinical expertise, management experience, and personal values and preferences, improved staff morale, decreased staff absenteeism, promoted a healthy nursing work environment, and improved patient care.

  7. Healthy Native Community Fellowship: An Indigenous Leadership Program to Enhance Community Wellness

    Directory of Open Access Journals (Sweden)

    Rebecca Rae

    2016-11-01

    Full Text Available The Healthy Native Communities Fellowship (HNCF is a grassroots evidence-based mentorship and leadership program that develops the skills and community-building capacities of leaders and community teams to improve health status through several intermediate social and cultural mechanisms: (a strengthening social participation (also known as social capital or cohesion; (b strengthening cultural connectedness and revitalization of cultural identity; and (c advocating for health-enhancing policies, practices, and programs that strengthen systems of prevention and care, as well as address the structural social determinants of health. This leadership program uses a community-based participatory research (CBPR approach and participatory evaluation to investigate how the work of local American Indian and Alaska Native leaders (fellows and their community coalitions contributes to individual, family, and community level health outcomes.

  8. The Where-How of Leadership Emergence (WHOLE) Landscape: Charting Emergent Collective Leadership

    OpenAIRE

    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...

  9. Leadership and leadership development within the profession of physiotherapy in Ireland.

    Science.gov (United States)

    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.

  10. ANALYSIS OF THE RELATIONSHIP OF THE TRAINING PROGRAM (DIKLATPIM TO INCREASE THE QUALITY OF LEADERSHIP (LEADERSHIP OF CIVIL SERVANTS IN THE OFFICE OF THE LOCAL GOVERNMENT DISTRICT OF AGAM

    Directory of Open Access Journals (Sweden)

    Dina Amaluis

    2015-07-01

    Full Text Available The principal functions of human resources management, there is a function evaluation. Program training as one strategy for human resource development that requires function evaluation to determine the effectiveness of a training Program. On the Organization of the public sector, the implementation of a training Program is set based on the Government Regulation No. 101 in 2000. Training programs for civil servants aims to improve the ability of lead as well as performance improvements. In this study, the intended training program is a level III leadership Training. This research aims to quantify relationships training programme to improve the quality of leadership. Respondents consisted of 96 people level III Leadership Training Program evaluation method using the method of Kirkpatrick & Kirkpatrick. Analysis of the correlation used is simple by looking at the significance of the values between variables. Based on the research results obtained that the only training Program correlates on taraf was strong but not significantly to improve the quality of leadership. From this research can be disimpulan that the organizers of the training program is considered necessary to conduct a training needs Analysis in depth, so knowable Competency Gapsetiap potential participants and prepare a suitable training method to improve the Gap.

  11. Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes

    Science.gov (United States)

    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

  12. 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.

  13.  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.

  14. What is leadership?

    Science.gov (United States)

    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.

  15. The MHD intermediate shock interaction with an intermediate wave: Are intermediate shocks physical?

    International Nuclear Information System (INIS)

    Wu, C.C.

    1988-01-01

    Contrary to the usual belief that MHD intermediate shocks are extraneous, the authors have recently shown by numerical solutions of dissipative MHD equations that intermediate shocks are admissible and can be formed through nonlinear steepening from a continuous wave. In this paper, he clarifies the differences between the conventional view and the results by studying the interaction of an MHD intermediate shock with an intermediate wave. The study reaffirms his results. In addition, the study shows that there exists a larger class of shocklike solutions in the time-dependent dissiaptive MHD equations than are given by the MHD Rankine-Hugoniot relations. it also suggests a mechanism for forming rotational discontinuities through the interaction of an intermediate shock with an intermediate wave. The results are of importance not only to the MHD shock theory but also to studies such as magnetic field reconnection models

  16. Servant Leadership as A Leadership Model

    OpenAIRE

    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, ...

  17. Leadership

    Science.gov (United States)

    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

  18. Leadership

    OpenAIRE

    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...

  19. Competencies and leadership effectiveness: Which skills predict effective leadership?

    OpenAIRE

    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...

  20. The Sound of Leadership: Transformational Leadership in Music

    Science.gov (United States)

    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…

  1. Misconceiving medical leadership.

    Science.gov (United States)

    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.

  2. Informing Leadership Education by Connecting Curricular Experiences and Leadership Outcomes

    Science.gov (United States)

    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…

  3. Leadership Redefined: An Evocative Context for Teacher Leadership

    Science.gov (United States)

    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…

  4. Beyond profession: nursing leadership in contemporary healthcare.

    Science.gov (United States)

    Sorensen, Roslyn; Iedema, Rick; Severinsson, Elisabeth

    2008-07-01

    To examine nursing leadership in contemporary health care and its potential contribution to health service organization and management. As the nursing profession repositions itself as an equal partner in health care beside medicine and management, its enhanced nursing standards and clinical knowledge are not leading to a commensurate extension of nursing's power and authority in the organization. An ethnographic study of an ICU in Sydney, Australia, comprising: interviews with unit nursing managers (4); focus groups (3) with less experienced, intermediate and experienced nurses (29 in total); and interviews with senior nurse manager (1). Inter- and intra-professional barriers in the workplace, fragmentation of multidisciplinary clinical systems that collectively deliver care, and clinical and administrative disconnection in resolving organizational problems, prevented nurses articulating a model of intensive and end-of-life care. Professional advocacy skills are needed to overcome barriers and to articulate and operationalize new nursing knowledge and standards if nurses are to enact and embed a leadership role. The profession will need to move beyond a reliance on professional clinical models to become skilled multidisciplinary team members and professional advocates for nurses to take their place as equal partners in health care.

  5. Assessing School Leadership Challenges in Ghana Using Leadership Practices Inventory

    Science.gov (United States)

    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…

  6. Selecting Candidates for Key Leadership Positions in Program Executive Offices Ground Combat Systems and Combat Service and Combat Service Support

    Science.gov (United States)

    2016-10-14

    start or continue a profitable growth pattern and boost morale and motivation, a poor decision may bring the company to the brink of financial...HON Frank Kendall issued a memorandum titled “Key Leadership Positions and Qualification Criteria” (Kendall, 2013). This memorandum provides a...Chief Developmental Tester • Program Lead, Business Financial Manager SELECTING CANDIDATES FOR KEY LEADERSHIP POSITIONS 4

  7. Student Self-Perceptions of Leadership in Two Missouri FFA Chapters: A Collective Case Study

    Science.gov (United States)

    Kagay, Rachel Bartholomew; Marx, Adam A.; Simonsen, Jon C.

    2015-01-01

    The focus of this study is the self-perceptions of leadership engagement of FFA members in two FFA chapters in Missouri. This multiple case study used documentation of student self-perceptions, researcher observations, and focus groups. The two cases included 24 high school students comprised of FFA officers and members, who provided their…

  8. Who Teaches Leadership? A Comparative Analysis of Faculty and Student Affairs Leadership Educators and Implications for Leadership Learning

    Science.gov (United States)

    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…

  9. Shared leadership

    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....

  10. Occupational therapy practitioners' perceptions of rehabilitation managers' leadership styles and the outcomes of leadership.

    Science.gov (United States)

    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.

  11. Where Hospital Boards Often Fail: Auditing Leadership Performance.

    Science.gov (United States)

    Friedman, Susan Y; Rabkin, Mitchell T

    2018-03-06

    Hospital boards address quality of care and patient safety as well as financial performance through long-accepted practices. By contrast, a hospital's administrative operations and institutional culture are not usually subject to such detailed scrutiny. Yet, despite a healthy bottom line and patient commendations, hospital personnel can be underperforming, burdened with poor morale, and suffering from less than optimal leadership, unwarranted inefficiency, and ethically questionable management practices. The resulting employee dissatisfaction or disengagement can affect productivity, quality, turnover, innovation, patient and donor attraction and retention, public image, etc., and can be missed by an unsuspecting board. While boards do not scrutinize most administrative operations, they do examine financial performance, through review of the independent auditor's Management Letter. Designed to help the chief financial officer (CFO) improve the efficiency and integrity of the hospital's financial systems and to recommend improvements to the board for implementation (rather than to assess the CFO's performance), the Management Letter has no equal with respect to a comparable evaluation of the hospital's administrative performance and workplace culture. When, as is often the case, there is only superficial review of the chief executive officer, the board has no source of analysis or recommendations to improve the hospital's institutional environment. In this Invited Commentary, the authors suggest a methodology to provide such a review, leading to a Leadership Letter, and discuss its utility for both non-profit and for-profit organizations.

  12. Diversity and leadership.

    Science.gov (United States)

    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.

  13. Feminist critical discourse of leadership with emphasis on transformational leadership theory

    OpenAIRE

    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...

  14. An Assessment of the Army Officer Education System From an Adult Learning Perspective

    National Research Council Canada - National Science Library

    McKinley, Matthew R

    2005-01-01

    ... some underlying assumptions upon which OES rests. This study focuses on the Officer Basic Course, the Captains Career Course, and Intermediate Level Education for analysis as representatives for the entire OES...

  15. Places available – Leadership programme (up to the end of 2015)

    CERN Multimedia

    2015-01-01

    Please find below the courses in the field of leadership scheduled up to the end of 2015 and which still have places available.       For more details about a course and to register, please go to the Training Catalogue. If you need a course that is not in the catalogue, please contact your supervisor, your Departmental Training Officer or the HR-LD group at Communication.Training@cern.ch.

  16. [Unravelling medical leadership].

    Science.gov (United States)

    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.

  17. Climate Leadership Award for Supply Chain Leadership

    Science.gov (United States)

    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.

  18. Lamp light on leadership: clinical leadership and Florence Nightingale.

    Science.gov (United States)

    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.

  19. Leadership Role Identity Construction in Women's Leadership Development Programs

    Science.gov (United States)

    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,…

  20. The Levels of Leadership and Transcendent Servant Leadership Development

    Science.gov (United States)

    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…

  1. Leadership in Academic Health Centers: Transactional and Transformational Leadership.

    Science.gov (United States)

    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.

  2. Faculty perceptions of occupational therapy program directors' leadership styles and outcomes of leadership.

    Science.gov (United States)

    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.

  3. Network Centric Operations and Naval Officers of the Future: A First Order Analysis of Desired Knowledge, Skills, Abilities and Personality Traits

    National Research Council Canada - National Science Library

    Hendrix, Scott

    2001-01-01

    ... officer characteristics, A standard interview protocol is used to record the views of senior naval leadership and senior DON civilians who are experts in future warfare concepts and/or Navy manpower...

  4. A study of the impact of three leadership styles on integrity violations committed by police officers

    NARCIS (Netherlands)

    Huberts, L.W.J.C.; Kaptein, M.; Lasthuizen, K.M.

    2007-01-01

    Purpose - The purpose of this paper is to explore the connection between three aspects of leadership - role modeling, strictness, and openness - and nine types of integrity violations within the Dutch police force. Design/methodology/approach - In this paper data were collected by means of a

  5. Hierarchy of Needs, Perception and Preference for Leadership Styles within a Police Educational Institution

    Directory of Open Access Journals (Sweden)

    Alina RAUS

    2012-02-01

    Full Text Available The present research investigates Maslow’s hierarchy of needs and the leadership style (perceived and ideal in a sample of employees of a police school. The purpose of this study was to identify and propose solutions to improve the managerial activity. Based on Maslow’s theory for understanding human motivation, we developed a measurement scale for human needs. Based on Lewin’s theory of leadership style, we developed two measurement scales, one for perceived leadership and one for ideal leadership style. Agreement of judges was used to obtain valid measures. Reliable α-Cronbach coefficients were obtained for internal consistency of the measurement scales. We conducted correlational and comparative analyses between variables, regarding each professional category (police officers, police constables, civilians. The results contradict Maslow’s theoretical model for human needs, challenging the order imposed by Maslow’s pyramid. The order of the importance of needs differ from one category of personnel to another. Regardless of professional status, physiological needs are generally more significant than other needs. Comparing the perceived leadership style with the ideal style, all groups would prefer a less autocratic leadership style than it is, and more democratic than they perceive it. In addition, civilians would like a more permissive style of leadership than it is the perceived style. Perceived leadership styles are correlated differently with staff needs. Practical implications and contribution of the research are discussed.

  6. Cross-Cultural Leadership

    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.

  7. 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.

  8. Emerging Leadership Experiences: A Study of Lived Leadership Origins

    Science.gov (United States)

    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…

  9. What Do We Mean by Library Leadership? Leadership in LIS Education

    Science.gov (United States)

    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…

  10. Understanding Leadership

    Science.gov (United States)

    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

  11. Negative Leadership

    Science.gov (United States)

    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

  12. Dialogue on leadership development

    OpenAIRE

    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...

  13. Leadership for Public Health 3.0: A Preliminary Assessment of Competencies for Local Health Department Leaders.

    Science.gov (United States)

    Jadhav, Emmanuel D; Holsinger, James W; Anderson, Billie W; Homant, Nicholas

    2017-01-01

    The foundational public health services model V1.0, developed in response to the Institute of Medicine report For the Public's Health: Investing in a Healthier Future identified important capabilities for leading local health departments (LHDs). The recommended capabilities include the organizational competencies of leadership and governance, which are described as consensus building among internal and external stakeholders. Leadership through consensus building is the main characteristic of Democratic Leadership . This style of leadership works best within the context of a competent team. Not much is known about the competency structure of LHD leadership teams. The objectives of this study characterize the competency structure of leadership teams in LHDs and identify the relevance of existing competencies for the practice of leadership in public health. The study used a cross-sectional study design. Utilizing the workforce taxonomy six management and leadership occupation titles were used as job categories. The competencies were selected from the leadership and management domain of public health competencies for the Tier -3, leadership level. Study participants were asked to rank on a Likert scale of 1-10 the relevance of each competency to their current job category, with a rank of 1 being least important and a rank of 10 being most important. The instrument was administered in person. Data were collected in 2016 from 50 public health professionals serving in leadership and management positions in a convenience sample of three LHDS. The competency of most relevance to the highest executive function category was that of "interaction with interrelated systems." For sub-agency level officers the competency of most relevance was "advocating for the role of public health." The competency of most relevance to Program Directors/Managers or Administrators was "ensuring continuous quality improvement." The variation between competencies by job category suggests there are

  14. Leadership Responsibilities of Professionals

    Science.gov (United States)

    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…

  15. Trans* Leadership.

    Science.gov (United States)

    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.

  16. Leadership and adolescent girls: a qualitative study of leadership development.

    Science.gov (United States)

    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.

  17. Leadership: professional communities of leadership practice in post-compulsory education

    OpenAIRE

    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...

  18. Naval Leadership: A Study of Views on Leadership Competencies and Methods to Reinforce Leadership Skills

    Science.gov (United States)

    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

  19. Leadership: Making Things Happen.

    Science.gov (United States)

    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…

  20. Leadership

    OpenAIRE

    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.

  1. Research Support Facility (RSF): Leadership in Building Performance (Brochure)

    Energy Technology Data Exchange (ETDEWEB)

    2011-09-01

    This brochure/poster provides information on the features of the Research Support Facility including a detailed illustration of the facility with call outs of energy efficiency and renewable energy technologies. Imagine an office building so energy efficient that its occupants consume only the amount of energy generated by renewable power on the building site. The building, the Research Support Facility (RSF) occupied by the U.S. Department of Energy's National Renewable Energy Laboratory (NREL) employees, uses 50% less energy than if it were built to current commercial code and achieves the U.S. Green Building Council's Leadership in Energy and Environmental Design (LEED{reg_sign}) Platinum rating. With 19% of the primary energy in the U.S. consumed by commercial buildings, the RSF is changing the way commercial office buildings are designed and built.

  2. Surfacing the Iceberg of Leadership: A New Taxonomy of Leadership Concepts and Theories

    OpenAIRE

    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...

  3. Identifying Inputs to Leadership Development within an Interdisciplinary Leadership Minor

    Science.gov (United States)

    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…

  4. Taxonomy of Trauma Leadership Skills : A Framework for Leadership Training and Assessment

    NARCIS (Netherlands)

    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

  5. Learning Leadership

    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...

  6. Servant-Leadership as Gender-Integrative Leadership: Paving a Path for More Gender-Integrative Organizations through Leadership Education

    Science.gov (United States)

    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…

  7. Local leadership in public health: the role of the medical officer of health in Britain, 1872–1974

    Science.gov (United States)

    Gorsky, Martin

    2007-01-01

    The recent policy focus in British public health on the importance of local action invites consideration of historical precedent. The role and achievements of the medical officer of health (MOH), the local government official charged with public health responsibilities, is discussed. The gradual accretion of duties is traced in the first section: the mid‐Victorian concern with urban sanitation; the preventive strategies adopted after the bacteriological revolution; the extension of personal health services in the early 20th century; and the more diminished role under the National Health Service (NHS), when infectious diseases retreated. The historical verdicts passed on the MOsH are reviewed in the second section. The leading role of the MOsH in the late 19th‐century mortality decline has been reasserted, and although there is some justification in the argument that in the 20th century public health lost its focus, it is important to recall that the extension of personal health services under MOH direction signified a major extension of access to care. Similarly, the charge that MOsH did not redefine their role in the period before their final demise in 1974 is not entirely justified. The emphasis of the NHS on curative rather than preventive medicine, and the economic constraints on local authority health service expansion limited their room for manoeuvre. The history of local leadership in public health may offer some enduring lessons. These include the importance of monitoring local population health, acting as a public interface between medicine and the community, facilitating joined‐up working and confronting vested interests. PMID:17496253

  8. It's about the Leadership: The Importance of Women Leaders Doing Leadership for Women

    Science.gov (United States)

    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…

  9. Relations and effects of transformational leadership: a comparative analysis with traditional leadership styles.

    Science.gov (United States)

    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).

  10. 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.

  11. Improving School Leadership. Volume 2: Case Studies on System Leadership

    Science.gov (United States)

    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…

  12. The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy

    OpenAIRE

    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.

  13. The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy.

    Science.gov (United States)

    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.

  14. Women in Leadership in Higher Education: Leadership Styles and the "Glass Ceiling"

    Science.gov (United States)

    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…

  15. 2009 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Education

    Science.gov (United States)

    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

  16. The Perceptions of Senior Management Teams' (SMTs) Dominant Leadership Styles in Selected Botswana Primary Schools

    Science.gov (United States)

    Mhozya, C. M.

    2010-01-01

    This study, which was funded by the office of research and development (ORD) in the University of Botswana, surveyed 65 primary schools in South Central region in Botswana, which aimed at establishing the perceptions of senior management teams dominant leadership style. The study was done in three phases; the first phase started in June 2008 to…

  17. What Makes a Prime Minister Great?: A Leadership Trait Analysis of the effectiveness of British Prime Ministers from 1902 to 2004

    Directory of Open Access Journals (Sweden)

    Samuel R. Rohrer

    2014-10-01

    Full Text Available What role do the Leadership Trait Analysis (LTA criteria projected by a British Prime Minister (PM have on the perceived effectiveness of their time in office? In this paper, the analysis of 20th-century British PMs utilized automated at-a-distance content analysis and the LTA coding system to determine the conceptual complexity, ability to control events, and need for power scores projected by PMs. The impact these traits had on the perceived effectiveness of the totality of the PMs’ tenure in office, as measured by the 2004 MORI/University of Leeds survey, was then examined via one-tailed ordinary least squares regression. This project provides evidence that British PMs who project traits associated with the LTA measure regarding strong power motivation are significantly viewed as more effective while in office. These findings provide more than a novel historical profile of British PMs. The relationship between effective leadership and LTA traits could be utilized by political campaigns, especially given the introduction of prime ministerial debates, to portray a prime ministerial candidate as more politically effective than his/her competition.

  18. [Ir]responsible leadership: addressing management and leadership curricula biases

    OpenAIRE

    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...

  19. Addressing the leadership gap in medicine: residents' need for systematic leadership development training.

    Science.gov (United States)

    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.

  20. The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy

    Science.gov (United States)

    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

  1. Leadership, excellence, creativity and innovation

    OpenAIRE

    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...

  2. Don't call me a leader, but I am one: The Dutch mayor and the tradition of bridging-and-bonding leadership in consensus democracies.

    Science.gov (United States)

    Karsten, Niels; Hendriks, Frank

    2017-04-01

    In some democratic contexts, there is a strong aversion to the directive, individualistic and masculine expressions of leadership that have come to dominate the study of political leadership. Such leadership is antithetical to consensus democracies in parts of continental Europe, where the antipathy to leadership has linguistic, institutional as well as cultural dimensions. Political-administrative and socio-cultural contexts in these countries provide little room for heroic expressions of leadership. Consequently, alternative forms of leadership and associated vocabularies have developed that carry profound practical relevance but that have remained underexplored. Based on an in-depth mixed-methods study, this article presents the Dutch mayoralty as an insightful and exemplary case of what can be called 'bridging-and-bonding leadership'; it provides a clear illustration of how understandings of democratic leadership can deviate from the dominant paradigm and of how leading in a consensus context brings about unique practical challenges for office holders. The analysis shows that the important leadership task of democratic guardianship that is performed by Dutch mayors is in danger of being overlooked by scholars of political leadership, as are consensus-oriented leadership roles in other parts of the world. For that reason, a recalibration of the leadership concept is needed, developing an increased theoretical sensitivity towards the non-decisive and process-oriented aspects of the leadership phenomenon. This article specifies how the future study of leadership, as a part of the change that is advocated, can benefit from adopting additional languages of leadership.

  3. Integrating Learning, Leadership, and Crisis in Management Education: Lessons from Army Officers in Iraq and Afghanistan

    Science.gov (United States)

    Kayes, D. Christopher; Allen, Nate; Self, Nate

    2013-01-01

    This article presents a model and case study used to teach crisis leadership as a management education topic. The materials emerge from studies of U.S. Army leaders (company commanders and platoon leaders) working in Iraq and Afghanistan. The authors explain how examples and cases from military combat provide tools to teach about crisis…

  4. Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

    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.

  5. Situational Judgment Tests and Transformational Leadership: An Examination of the Decisions, Leadership, and Experience in Undergraduate Leadership Development

    Science.gov (United States)

    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…

  6. School Leadership Teaming

    Science.gov (United States)

    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…

  7. Implicit leadership theory.

    OpenAIRE

    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...

  8. The relationship between transformational leadership and leadership effectiveness in Kenyan indigenous banks

    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

  9. iLead-a transformational leadership intervention to train healthcare managers' implementation leadership.

    Science.gov (United States)

    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

  10. Does leadership effectiveness correlates with leadership styles in healthcare executives of Iran University of Medical Sciences.

    Science.gov (United States)

    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.

  11. Females and Toxic Leadership

    Science.gov (United States)

    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

  12. Leadership Assessment at ACSC

    Science.gov (United States)

    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

  13. Influence of a Hospital-Based, Internal Leadership Development Program on Leadership Effectiveness

    Science.gov (United States)

    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…

  14. Person-centred Leadership: a relational approach to leadership derived through action research.

    Science.gov (United States)

    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.

  15. Contemporary Leadership Theories. Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership

    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....

  16. 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...

  17. LEADERSHIP PERCEPTIONS

    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.

  18. Leadership for All: An Internal Medicine Residency Leadership Development Program.

    Science.gov (United States)

    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.

  19. Future directions in leadership training of MCH professionals: cross-cutting MCH leadership competencies.

    Science.gov (United States)

    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.

  20. 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.

  1. Leadership Compensation Work Discipline Are Able To Improve Performance Clerk PD Market City Of Makassar

    Directory of Open Access Journals (Sweden)

    Hamzah Hafied

    2017-03-01

    Full Text Available The influence of the performance of the employees in this study is the clerk PD. Makassar city with The total sample as many as 70 employees. Method in the collection of data in this study is a questionnaire interviews and documentation. Methods of data analysis using the method of descriptive and quantitative methods with multiple linear regression analysis used to measure the influence of leadership compensation Discipline of work on performance Clerk PD. Supermarket Makassar city. Based on a test of the free variable F leadership compensation and discipline work together has a positive and significant influence against variables bound employees performance. Through testing R correlation coefficient obtained that level of correlation or relationship between leadership compensation and discipline work Against Employee Performance is high i.e. relationship of 96.9. While the rest of 0.8 is affected by other factors. And compensation is the most dominant factor affecting the performance of the employees of the Office of PD. The city of Makassar.

  2. Relational Leadership

    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....

  3. Leadership and Gender Differentiation

    OpenAIRE

    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 ...

  4. Executive Energy Leadership Academy | NREL

    Science.gov (United States)

    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

  5. 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.

  6. 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...

  7. Democratic Leadership in Education

    Science.gov (United States)

    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…

  8. 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....

  9. Leadership in research

    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

  10. 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....

  11. Leadership in research

    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.

  12. Leadership and leadership development in healthcare settings - a simplistic solution to complex problems?

    Science.gov (United States)

    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.

  13. Leadership for Public Health 3.0: A Preliminary Assessment of Competencies for Local Health Department Leaders

    Directory of Open Access Journals (Sweden)

    Emmanuel D. Jadhav

    2017-10-01

    Full Text Available BackgroundThe foundational public health services model V1.0, developed in response to the Institute of Medicine report For the Public’s Health: Investing in a Healthier Future identified important capabilities for leading local health departments (LHDs. The recommended capabilities include the organizational competencies of leadership and governance, which are described as consensus building among internal and external stakeholders. Leadership through consensus building is the main characteristic of Democratic Leadership. This style of leadership works best within the context of a competent team. Not much is known about the competency structure of LHD leadership teams. The objectives of this study characterize the competency structure of leadership teams in LHDs and identify the relevance of existing competencies for the practice of leadership in public health.Materials and methodsThe study used a cross-sectional study design. Utilizing the workforce taxonomy six management and leadership occupation titles were used as job categories. The competencies were selected from the leadership and management domain of public health competencies for the Tier -3, leadership level. Study participants were asked to rank on a Likert scale of 1–10 the relevance of each competency to their current job category, with a rank of 1 being least important and a rank of 10 being most important. The instrument was administered in person.DataData were collected in 2016 from 50 public health professionals serving in leadership and management positions in a convenience sample of three LHDS.ResultsThe competency of most relevance to the highest executive function category was that of “interaction with interrelated systems.” For sub-agency level officers the competency of most relevance was “advocating for the role of public health.” The competency of most relevance to Program Directors/Managers or Administrators was “ensuring continuous quality improvement

  14. Congruent leadership: values in action.

    Science.gov (United States)

    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.

  15. Distributed leadership in health care teams: Constellation role distribution and leadership practices.

    Science.gov (United States)

    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.

  16. Measuring Public Leadership: Developing Scales for Four Key Public Leadership Roles

    NARCIS (Netherlands)

    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

  17. Constructing Leadership Identities through Participation in a Leadership Living-Learning Community

    Science.gov (United States)

    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…

  18. 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

  19. 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.

  20. Examining the Relationship between Congruency of Perceived Principal Leadership Style and Leadership Effectiveness

    Science.gov (United States)

    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…

  1. Culture-Based Leadership

    Science.gov (United States)

    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…

  2. Situational theory of leadership.

    Science.gov (United States)

    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.

  3. Managing Leadership Stress

    CERN Document Server

    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

  4. How Do Principals Make Sense of School Leadership in Norwegian Reorganised Leadership Teams?

    Science.gov (United States)

    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…

  5. Inclusive Leadership Development: Drawing From Pedagogies of Women's and General Leadership Development Programs

    Science.gov (United States)

    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)…

  6. 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.

  7. Balint group leadership: Conceptual foundations and a framework for leadership development?

    Science.gov (United States)

    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.

  8. Nascent Leadership Behaviors

    Science.gov (United States)

    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…

  9. Leadership styles in nursing.

    Science.gov (United States)

    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.

  10. Transformational Leadership VS : Transactional Leadership. The Influence of Gender and Culture on Leadership Styles of SMEs in China and Sweden

    OpenAIRE

    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 -...

  11. Leading for Instructional Improvement in the Context of Accountability: Central Office Leadership

    Science.gov (United States)

    Rigby, Jessica Goodman; Corriell, Rebecca; Kuhl, Katie J.

    2018-01-01

    This case was written to help prepare central office leaders who are expected to design systems and lead toward instructional improvement in the context of both educational accountability and implementation of standards with increased rigor. The intent of this case study is to encourage educators to examine the complex and multiple challenges of…

  12. 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.

  13. Developing an Organizational Leadership Graduate Program: A "CHAT" about Leadership Education

    Science.gov (United States)

    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…

  14. 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.

  15. Strong leadership and teamwork drive culture and performance change: Ohio State University Medical Center 2000-2006.

    Science.gov (United States)

    Sanfilippo, Fred; Bendapudi, Neeli; Rucci, Anthony; Schlesinger, Leonard

    2008-09-01

    Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges. In September 2000, the positions of Ohio State University (OSU) senior vice president for health sciences, dean of the medical school, and the newly created position of chief executive officer of the OSU Medical Center (OSUMC) were combined under a single leader to oversee the OSUMC. This mandate from the president and trustees was modeled after top institutions with similar structures. The leader who assumed the role was tasked with improving OSUMC's academic, clinical, and financial performance. To achieve this goal, the senior vice president and his team employed the service value chain model of improving performance, based on the premise that leadership behavior/culture drives employee engagement/satisfaction, leading to customer satisfaction and improved organizational performance. Implementing this approach was a seven-step process: (1) selecting the right leadership team, (2) assessing the challenges and opportunities, (3) setting expectations for performance and leadership behavior, (4) aligning structures and functions, (5) engaging constituents, (6) developing leadership skills, and (7) defining strategies and tracking goals. The OSUMC setting during this period provides an observational case study to examine how these stepwise changes, instituted by strong leadership and teamwork, were able to make and implement sound decisions that drove substantial and measurable improvements in the engagement and satisfaction of faculty and staff; the satisfaction of students and patients; and academic, clinical, and financial performance.

  16. Complexity leadership: a healthcare imperative.

    Science.gov (United States)

    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.

  17. Betrayed trust: healing a broken hospital through servant leadership.

    Science.gov (United States)

    Yancer, Deborah A

    2012-01-01

    An investigative reporter with The Washington Post broke the news of a no-confidence vote by the medical staff of a hospital in the suburbs of Washington, District of Columbia. The chaos that followed created a perfect storm for needed change and offered the rare opportunity for unbridled deep and creative collaboration. Issues the hospital faced as a result of this crisis and subsequent events that tested the authenticity of change are summarized. This article focuses on the approach used by the registered nurse chief executive officer (RN-CEO) to humanize the hospital, viewing it as though it were a patient and leading a clinical approach to organizational recovery and health. The relationship that developed between the medical staff leaders and the RN-CEO was pivotal to the hospital's recovery and evolved as a hybrid of servant leadership. Outcomes achieved over a 7-year period and attributable to this relational model are summarized. Finally, the RN-CEO shares lessons learned through experience and reflection and advice for nurses interested in pursuing executive leadership roles.

  18. Developing an Implementation Guideline to International Standard School for Schools under Secondary Educational Service Area Office 25

    Directory of Open Access Journals (Sweden)

    Worawut Poltree

    2017-09-01

    Full Text Available The objectives of developing an implementation guideline to international standard school for schools under secondary educational service area office 25 were ; 1 to study present and problem an implementation guideline to international standard school for schools under secondary educational service area office 25 and 2 to develop an implementation guideline to international standard school for schools under secondary educational service area office 25. There were 68 samples ; administrators, deputy administrators, head of quality management systems, and academic teachers by purposive sampling. The tools used to collect the data were the five level scale questionnaire and structured interviews. Data were analyzed using mean, standard deviation, and descriptive analysis. The researcher set the research by 2 phase. The first phase educated present and problem an implementation guideline to international standard school for schools under secondary educational service area office 25. The research was assessed feasibility of developing an implementation guideline to international standard school for schools under secondary educational service area office 25 by 5 experts. The research results were: 1. The present and problem an implementation guideline to international standard school for schools under secondary educational service area office 25 found that the overall present were at the high level and each one was at the high level. The overall problem were at the low and each one was at the moderate 2 aspects ; The leadership and the focus on personnel. Then it was at the low level. 2. Developing an implementation guideline to international standard school for schools under secondary educational service area office 25 found that 1 the leadership had set with the vision, values, performance of the school’s senior leadership, including good governance of the school, implementation of the ethics law, and responsibility for the community, 2 strategic

  19. Leadership Team | Wind | NREL

    Science.gov (United States)

    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

  20. A triad of pastoral leadership for congregational health and well-being: Leader, manager and servant in a shared and equipping ministry

    Directory of Open Access Journals (Sweden)

    Matsobane J. Manala

    2010-10-01

    Full Text Available That ministry is to be given back to the laity is a laudable proposition. However, the level of development in many township and village communities is still such that a strong leadership and management facilitation role is demanded of the pastor. In such contexts, the pastor is also the only one who is always available for church tasks. The point of departure of this article was that the pastor is primarily a facilitator who assumes the tasks of a leader, a manager and a servant. The Trinitarian office of Christ is taken as model. Christian leadership, as discussed from a systems perspective, is seen as enabling rather than hegemonic. The pastor fulfils the seven leadership functions in order to equip the saints for their Christian service. Church management is redefined as a process which takes place in meaningful collaboration with others, over against the objectification found in conventional definitions which focus on ‘getting things done through people’. This article discussed servant leadership and service provision as the central purpose of Christian leadership.

  1. Don’t call me a leader, but I am one: The Dutch mayor and the tradition of bridging-and-bonding leadership in consensus democracies

    Science.gov (United States)

    Hendriks, Frank

    2016-01-01

    In some democratic contexts, there is a strong aversion to the directive, individualistic and masculine expressions of leadership that have come to dominate the study of political leadership. Such leadership is antithetical to consensus democracies in parts of continental Europe, where the antipathy to leadership has linguistic, institutional as well as cultural dimensions. Political-administrative and socio-cultural contexts in these countries provide little room for heroic expressions of leadership. Consequently, alternative forms of leadership and associated vocabularies have developed that carry profound practical relevance but that have remained underexplored. Based on an in-depth mixed-methods study, this article presents the Dutch mayoralty as an insightful and exemplary case of what can be called ‘bridging-and-bonding leadership’; it provides a clear illustration of how understandings of democratic leadership can deviate from the dominant paradigm and of how leading in a consensus context brings about unique practical challenges for office holders. The analysis shows that the important leadership task of democratic guardianship that is performed by Dutch mayors is in danger of being overlooked by scholars of political leadership, as are consensus-oriented leadership roles in other parts of the world. For that reason, a recalibration of the leadership concept is needed, developing an increased theoretical sensitivity towards the non-decisive and process-oriented aspects of the leadership phenomenon. This article specifies how the future study of leadership, as a part of the change that is advocated, can benefit from adopting additional languages of leadership. PMID:29046706

  2. Strategic Leadership

    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.

  3. Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

    OpenAIRE

    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...

  4. How does leadership education shape students’ definitions of leadership? Insights from the Multi-institutional Study of Leadership

    OpenAIRE

    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...

  5. The Education Leadership in Global Perspective

    OpenAIRE

    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 ...

  6. 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

  7. Realisation of Strategic Leadership in Leadership Teams' Work as Experienced by the Leadership Team Members of Basic Education Schools

    Science.gov (United States)

    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…

  8. Twisted Leadership: A Visual Example of Leadership Style Using a Human Knot

    Science.gov (United States)

    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).…

  9. 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.

  10. Contemporary leadership in healthcare organizations: fragmented or concurrent leadership.

    Science.gov (United States)

    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.

  11. Examining Leadership Style Influence on Engagement in a National Change Process: Implications for Leadership Education

    Science.gov (United States)

    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…

  12. Diversity in membership and leadership positions in a regional vascular society.

    Science.gov (United States)

    Satiani, Bhagwan; Vaccaro, Patrick S; Go, Michael R

    2010-04-01

    To determine diversity in the membership and analyze representation of private practitioners and ethnic and racial minorities/women in senior leadership roles in a regional vascular society. The program book distributed at the 2008 annual meeting was used to compile information on membership categories, academic status, gender, and ethnic origin of members. Excluded from further analysis were all but active and senior members (n = 386). Officers for President and current President-Elect (P, n = 31), Secretary (S, n = 10), Treasurer (T, n = 11), and Councilor (C, n = 33) over a 30-year period were scrutinized for similar information. Members were considered to be "academic" if they worked full time at an academic medical center or as faculty at a teaching hospital with a vascular fellowship and national recognition. Private practice (PP) or academic practice (AP) was determined by personal knowledge, mailing address, e-mail address, and search engines. Ethnic and racial origin was determined by name, personal knowledge, or a web search. Of the 386 active and senior members in the society, 86% were white, 13.7% were of various ethnic/racial groups, and 5.7% were women. Sixty-eight percent of members were in PP. Female members were more likely to be in AP compared with male members (68.1% vs 29.6%, P academics (WMAs) (23.7% of membership) occupied 86% of all senior leadership and 57% of C positions compared with 13% and 42%, respectively, for the rest of the membership (P academics are under represented in senior leadership positions. With changing demographics, a predicted shortage of vascular surgeons, the need for role models in leadership positions and a push to culturally competent care, regional and national societies must change course and promote a more diverse membership and representative senior leadership. Published by Mosby, Inc.

  13. Ottawa Model of Implementation Leadership and Implementation Leadership Scale: mapping concepts for developing and evaluating theory-based leadership interventions.

    Science.gov (United States)

    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.

  14. Ottawa Model of Implementation Leadership and Implementation Leadership Scale: mapping concepts for developing and evaluating theory-based leadership interventions

    Science.gov (United States)

    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

  15. 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...

  16. Influences of Leadership Program Participation on Students' Capacities for Socially Responsible Leadership

    Science.gov (United States)

    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,…

  17. Learning Sustainability Leadership: An Action Research Study of a Graduate Leadership Course

    Science.gov (United States)

    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…

  18. Leadership Challenges in Music Education

    OpenAIRE

    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...

  19. Ethical leadership

    NARCIS (Netherlands)

    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

  20. Speed Determines Leadership and Leadership Determines Learning during Pigeon Flocking.

    Science.gov (United States)

    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.

  1. The impact of a leadership development programme on nurses' self-perceived leadership capability.

    Science.gov (United States)

    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.

  2. The Undergraduate Leadership Teaching Assistant (ULTA): A High-Impact Practice for Undergraduates Studying Leadership

    Science.gov (United States)

    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…

  3. The Effects of Vocational Leadership Development for Individuals Who Participated in the Ohio Vocational Education Leadership Institute.

    Science.gov (United States)

    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…

  4. Transforming LEND leadership training curriculum through the maternal and child health leadership competencies.

    Science.gov (United States)

    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.

  5. Gender and Medical Leadership: Student Perceptions and Implications for Developing Future Leaders in Primary and Secondary Care--a Pilot Study.

    Science.gov (United States)

    Crolla, Elizabeth; O'Sullivan, Helen; Bogg, Jan

    2011-10-01

    To explore perceptions of leadership in undergraduate medical students. A quantitative pilot study; anonymous online survey. All undergraduates were invited to participate from one UK medical school; 469 students participated. The survey used Likert scales and open and closed questions. Lack of self-confidence and perceptions of women leaders were issues for undergraduates. A significant number of male undergraduates rated women less able to perform 10 of 12 attributes of leadership. Furthermore, male undergraduates showed greater ambition towards future leadership, with 42.2% males compared to 21.7% females strongly agreeing that they saw themselves in a position of leadership in the future. Networking and tradition were also seen as barriers to females gaining the highest office in the student medical society. The importance of embedding leadership in the curriculum was highlighted by both genders. CONCLUSIONS Barriers to progression still need to be investigated and removed especially because women are expected to comprise the majority of the medical workforce by 2017. There needs to be greater emphasis on mentoring and role models at the undergraduate level and beyond and more awareness of leadership in curricula at all levels. These changes should ultimately improve confidence and change the perception of women in the medical workforce.

  6. The Hidden "Who" in Leadership Education: Conceptualizing Leadership Educator Professional Identity Development

    Science.gov (United States)

    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…

  7. Ethics in the military: a review of junior officer education and training programs

    OpenAIRE

    Haren, Paul J., III; Ingram, James P.; Weber, Leroy H.

    2004-01-01

    MBA Professional Report Approved for public release; distribution in unlimited. This MBA Project's purpose was to determine what ethics education is currently offered in the U.S. Navy and other services at the junior officer level. Its goal was to provide an informed foundation of current military best practices in ethics education which will help inform leadership about existing ethics programs, or program elements, which have credibility and show effectiveness. This data collection, a...

  8. 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

  9. Operational Leadership and Advancing Technology

    Science.gov (United States)

    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

  10. Leadership Theories.

    Science.gov (United States)

    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…

  11. Competencies for Student Leadership Development in Doctor of Pharmacy Curricula to Assist Curriculum Committees and Leadership Instructors

    Science.gov (United States)

    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

  12. Competencies for student leadership development in doctor of pharmacy curricula to assist curriculum committees and leadership instructors.

    Science.gov (United States)

    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.

  13. 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.

  14. Leadership Educator Journeys: Expanding a Model of Leadership Educator Professional Identity Development

    Science.gov (United States)

    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…

  15. Leadership și management

    OpenAIRE

    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.

  16. Team Leadership in Practice.

    Science.gov (United States)

    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…

  17. Does leadership effectiveness correlates with leadership styles in healthcare executives of Iran University of Medical Sciences

    OpenAIRE

    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...

  18. Moving Beyond Accidental Leadership: A Graduate Medical Education Leadership Curriculum Needs Assessment.

    Science.gov (United States)

    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

  19. Safety leadership at construction sites: the importance of rule-oriented and participative leadership.

    Science.gov (United States)

    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.

  20. University of Maryland MRSEC - Leadership

    Science.gov (United States)

    . 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

  1. Distributed Leadership: Friend or Foe?

    Science.gov (United States)

    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…

  2. Spiritual-based Leadership

    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....

  3. LEADERSHIP VERSUS MANAGEMENT

    OpenAIRE

    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 ...

  4. Unified Leadership Development

    Science.gov (United States)

    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

  5. Authentic leadership: application to women leaders.

    Science.gov (United States)

    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.

  6. Authentic leadership: application to women leaders

    OpenAIRE

    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.

  7. 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...

  8. Transformational Leadership: The Nexus between Faith and Classroom Leadership

    Science.gov (United States)

    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…

  9. The Glass Ceiling Effect and Its Impact on Mid-Level Female Military Officer Career Progression in the United States Marine Corps and Air Force

    National Research Council Canada - National Science Library

    Evertson, Adrienne

    2004-01-01

    ...%), while the Marine Corps has the smallest proportion (6%). Multiple Defense organizations have expressed concern about the progression of women officers into senior leadership positions and if they face barriers to their continued success in the military...

  10. Effectiveness of shared leadership in Wikipedia.

    Science.gov (United States)

    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.

  11. Develop your leadership skills

    CERN Document Server

    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.

  12. 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.

  13. Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams.

    Science.gov (United States)

    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.

  14. Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs.

    Science.gov (United States)

    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.

  15. Network Leadership: An Emerging Practice

    Science.gov (United States)

    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…

  16. Developing Leadership for Increasing Complexity: A Review of Online Graduate Leadership Programs

    Science.gov (United States)

    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…

  17. Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature.

    Science.gov (United States)

    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.

  18. Women and Leadership: A Developmental Paradox?

    Science.gov (United States)

    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…

  19. The Implementation Leadership Scale (ILS): development of a brief measure of unit level implementation leadership.

    Science.gov (United States)

    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

  20. The implementation leadership scale (ILS): development of a brief measure of unit level implementation leadership

    Science.gov (United States)

    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

  1. Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature

    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

  2. Small 'l' leadership.

    Science.gov (United States)

    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'.

  3. Uplifting Leadership

    Science.gov (United States)

    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…

  4. Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes

    OpenAIRE

    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...

  5. Assessing physician leadership styles: application of the situational leadership model to transitions in patient acuity.

    Science.gov (United States)

    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.

  6. Taxonomy of Trauma Leadership Skills: A Framework for Leadership Training and Assessment.

    Science.gov (United States)

    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.

  7. Academic Leadership: Management of Groups or Leadership of Teams? A Multiple-Case Study on Designing and Implementing a Team-Based Development Programme for Academic Leadership

    Science.gov (United States)

    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…

  8. Intermediate treatments

    Science.gov (United States)

    John R. Jones; Wayne D. Shepperd

    1985-01-01

    Intermediate treatments are those applied after a new stand is successfully established and before the final harvest. These include not only intermediate cuttings - primarily thinning - but also fertilization, irrigation, and protection of the stand from damaging agents.

  9. Is Leadership Observable? Qualitative Orientations to Leadership for Diversity. A Case from FE

    Science.gov (United States)

    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…

  10. The need for strong clinical leaders - Transformational and transactional leadership as a framework for resident leadership training.

    Science.gov (United States)

    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.

  11. Leadership Pedagogy: Putting Theory to Practice

    Science.gov (United States)

    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…

  12. Steve Jobs And Modern Leadership

    OpenAIRE

    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...

  13. 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...

  14. Leadership from Below

    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....

  15. Leadership for evidence-based practice: strategic and functional behaviors for institutionalizing EBP.

    Science.gov (United States)

    Stetler, Cheryl B; Ritchie, Judith A; Rycroft-Malone, Jo; Charns, Martin P

    2014-08-01

    Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. Participants' descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel "themes," 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework "Leadership Behaviors Supportive of EBP Institutionalization" (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should "support" EBP. © 2014 The Authors. Worldviews on Evidence-Based Nursing published by Wiley Periodicals, Inc. on behalf of

  16. Leadership for Evidence-Based Practice: Strategic and Functional Behaviors for Institutionalizing EBP

    Science.gov (United States)

    Stetler, Cheryl B; Ritchie, Judith A; Rycroft-Malone, Jo; Charns, Martin P

    2014-01-01

    Background Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. Aims To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. Methods Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. Results Participants’ descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel “themes,” 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework “Leadership Behaviors Supportive of EBP Institutionalization” (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. Linking Evidence to Action Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should “support” EBP. PMID:24986669

  17. Ottawa Model of Implementation Leadership and Implementation Leadership Scale: mapping concepts for developing and evaluating theory-based leadership interventions

    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

  18. School Leadership: Constitution and Distribution

    Science.gov (United States)

    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…

  19. Pedagogical Leadership, Teaching Leadership and Their Role in School Improvement: A Theoretical Approach

    Science.gov (United States)

    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…

  20. 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.

  1. Leadership in Children's Services

    Science.gov (United States)

    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,…

  2. Leadership: Who Needs It?

    Science.gov (United States)

    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…

  3. Understanding leadership in the environmental sciences

    OpenAIRE

    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...

  4. Leadership Styles

    Science.gov (United States)

    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…

  5. Capitalizing on Military Nurse Skills for Second-Career Leadership and Staff Development Roles.

    Science.gov (United States)

    Lake, Donna M; Allen, Patricia E; Armstrong, Myrna L

    2016-11-01

    Nursing continues to face professional workforce and diversity shortage problems. This article advocates for examining an untapped resource-the consideration of applicants for nursing leadership and educational positions in civilian health care organizations. This untapped resource is highly qualified, already retired (or going to be separated) military nurse officers (MNOs) who possess extensive health care knowledge, as well as distinctive ethnicity and gender composition. Clinical educators, as part of the organizational leadership, can play an important role in assisting the MNO civilian position assimilation because they come from a structured and unique cultural environment. Several innovative preparatory strategies are proposed to highlight the organization's support and commitment regarding preselection, recruiting, hiring, and mentoring, including the use of a specific navigational mentor to achieve the necessary acquired cultural assimilation for the MNO's success, satisfaction, and retention. J Contin Educ Nurs. 2016;47(11):503-510. Copyright 2016, SLACK Incorporated.

  6. 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....

  7. School Leadership Skill Development

    Science.gov (United States)

    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…

  8. Studies of transformational leadership in consumer service: leadership trust and the mediating-moderating role of cooperative conflict management.

    Science.gov (United States)

    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.

  9. Barriers to Women in Roles of Leadership in Higher Education: An Examination of Leadership Texts

    Science.gov (United States)

    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…

  10. Leadership: Why gender and culture matter.

    Science.gov (United States)

    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).

  11. PREDICTING A FAST-TRACK MARITIME CAREER: CHARACTERISTICS OF SUCCESSFUL OFFICERS DURING TEENAGE YEARS

    Directory of Open Access Journals (Sweden)

    Manuel Joaquín Fernández González

    2017-12-01

    Full Text Available Fast-track maritime career is a topical question worldwide due to the shortage of seafarers in maritime industry. Assuming that the fast-track career officers’ relevant common characteristics in adolescence could predict future maritime career speed, the research questions of this research are: What were the common characteristics of fast-track career officers when they were 16-18? Were there any statistically significant differences between the fast-track career groups and the officers with a slower career at that age? A questionnaire survey involving 175 maritime officers was conducted in Latvia in January – October 2016, regarding officers’ family context, school achievement, involvement in sports, and personality traits when they were 16-18. Fast-track career officers perceived themselves as more conscientious, calm and more leadership oriented than the whole group in adolescence. Statistically significant differences among career-speed groups were found regarding family socioeconomic status, family atmosphere and family career support at that age. Based on those communalities among maritime officers with a fast-track carrier when they were 16-18, maritime education and training institutions could better find and give appropriate career guidance to prospective maritime officers. Even if maritime career speed is a very individualized phenomenon, family characteristics could be studied further as a potential good predictor of fast-track maritime career.

  12. Habitat Demonstration Unit Project Leadership and Management Strategies

    Science.gov (United States)

    Kennedy, Kriss J.

    2011-01-01

    This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and

  13. Leadership Pipeline

    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....

  14. Leadership: Why Gender and Culture Matter

    Science.gov (United States)

    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),…

  15. Leadership development at university: Comparing student leaders with different levels of involvement in a leadership education program

    OpenAIRE

    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...

  16. Development of managerial leadership skills

    OpenAIRE

    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.

  17. The Leadership Conundrum: Leadership Development Perspectives in Higher Education.

    Science.gov (United States)

    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…

  18. 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.

  19. 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.

  20. Leadership Team | Water Power | NREL

    Science.gov (United States)

    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

  1. The embodiment of authentic leadership.

    Science.gov (United States)

    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.

  2. Climate Leadership Awards and Conference

    Science.gov (United States)

    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.

  3. Advancing leadership capacity in nursing.

    Science.gov (United States)

    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.

  4. Holistic School Leadership: Systems Thinking as an Instructional Leadership Enabler

    Science.gov (United States)

    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…

  5. 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...

  6. Lean leadership: an ethnographic study.

    Science.gov (United States)

    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.

  7. Critical Perspective on Situational Leadership Theory. Leadership Readiness for Flexibility and Mobility. The 4th Dimensions on Situational Leadership Styles in Educational Settings

    Science.gov (United States)

    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…

  8. Emerging Definitions of Leadership in Higher Education: New Visions of Leadership or Same Old "Hero" Leader?

    Science.gov (United States)

    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…

  9. Building Trust Through Servant Leadership

    Science.gov (United States)

    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

  10. Spirituality and leadership through transcendence

    OpenAIRE

    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...

  11. Navigating the Leadership Landscape: Creating an Inventory to Identify Leadership Education Programs for Health Professionals.

    Science.gov (United States)

    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.

  12. School Leadership and Educational Change: Tools and Practices in Shared School Leadership Development

    Science.gov (United States)

    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…

  13. The need for strong clinical leaders - Transformational and transactional leadership as a framework for resident leadership training.

    Directory of Open Access Journals (Sweden)

    Barbara Saravo

    Full Text Available 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 < .001, eta2 = 0.31 and 14% in transformational leadership skill performance (2.26 to 2.94 (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p < .001, eta2 = 0.22. The self-assessed transactional skills revealed a 4% increase (3.83 to 4.03 (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p < .001, eta2 = 0.18 and a 6% increase in transformational leadership skills (3.54 to 3.86 (intervention effect, 0.31; 95% CI, 0.02 to 0.40; p< .001, eta2 = 0.53.These findings support the use of the transactional and transformational leadership framework

  14. The need for strong clinical leaders – Transformational and transactional leadership as a framework for resident leadership training

    Science.gov (United States)

    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

  15. Leadership and positive human functioning: a triphasic proposal

    OpenAIRE

    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...

  16. Facilitators of transforming primary care: a look under the hood at practice leadership.

    Science.gov (United States)

    Donahue, Katrina E; Halladay, Jacqueline R; Wise, Alison; Reiter, Kristin; Lee, Shoou-Yih Daniel; Ward, Kimberly; Mitchell, Madeline; Qaqish, Bahjat

    2013-01-01

    This study examined how characteristics of practice leadership affect the change process in a statewide initiative to improve the quality of diabetes and asthma care. We used a mixed methods approach, involving analyses of existing quality improvement data on 76 practices with at least 1 year of participation and focus groups with clinicians and staff in a 12-practice subsample. Existing data included monthly diabetes or asthma measures (clinical measures) and monthly practice implementation, leadership, and practice engagement scores rated by an external practice coach. Of the 76 practices, 51 focused on diabetes and 25 on asthma. In aggregate, 50% to 78% made improvements within in each clinical measure in the first year. The odds of making practice changes were greater for practices with higher leadership scores (odds ratios = 2.41-4.20). Among practices focused on diabetes, those with higher leadership scores had higher odds of performing nephropathy screening (odds ratio = 1.37, 95% CI, 1.08-1.74); no significant associations were seen for the intermediate outcome measures of hemoglobin A1c, blood pressure, and cholesterol. Focus groups revealed the importance of a leader, typically a physician, who believed in the transformation work (ie, a visionary leader) and promoted practice engagement through education and cross-training. Practices with greater change implementation also mentioned the importance of a midlevel operational leader who helped to create and sustain practice changes. This person communicated and interacted well with, and was respected by both clinicians and staff. In the presence of a vision for transformation, operational leaders within practices can facilitate practice changes that are associated with clinical improvement.

  17. Coaching Leadership: Building Educational Leadership Capacity through Partnership. Second Edition

    Science.gov (United States)

    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…

  18. The Surgeons' Leadership Inventory (SLI): a taxonomy and rating system for surgeons' intraoperative leadership skills.

    Science.gov (United States)

    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.

  19. Linking Nurses' Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment.

    Science.gov (United States)

    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.

  20. 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...

  1. IS LEADERSHIP OVERRATED? PUBLIC LEADERSHIP COMPETENCIES AND CHALLENGES FOR THE FUTURE

    OpenAIRE

    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...

  2. Leadership For Dummies

    CERN Document Server

    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

  3. Technical Leadership Development Program

    Science.gov (United States)

    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

  4. JT Bachman Leadership Framework

    Science.gov (United States)

    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

  5. Leadership at Antarctic Stations.

    Science.gov (United States)

    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

  6. Transitional Leadership: Leadership During Times of Transition, Key Principles, and Considerations for Success.

    Science.gov (United States)

    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.

  7. Analysis of the Relationship between Shared Leadership and Distributed Leadership

    Science.gov (United States)

    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…

  8. How Leadership Content Knowledge in Writing Influeces Leadership Practice in Elementary Schools

    OpenAIRE

    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...

  9. Leadership and Teamwork in Trauma and Resuscitation.

    Science.gov (United States)

    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

  10. 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.

  11. Ethical aspects of transformational leadership.

    Science.gov (United States)

    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.

  12. Leadership Training in Otolaryngology Residency.

    Science.gov (United States)

    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.

  13. Situational leadership and persons with disabilities.

    Science.gov (United States)

    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.

  14. 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.

  15. The emergence of shared leadership in newly-formed teams with an initial structure of vertical leadership: A longitudinal analysis

    OpenAIRE

    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...

  16. Authentic leadership: develop the leader within.

    Science.gov (United States)

    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?

  17. Leadership identities

    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...

  18. Leadership and Management in Aesthetic Medicine.

    Science.gov (United States)

    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.

  19. Leadership Theories--Managing Practices, Challenges, Suggestions

    Science.gov (United States)

    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…

  20. Developing leadership talent in healthcare organizations.

    Science.gov (United States)

    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.

  1. Leadership preparation in engineering: A study of perceptions of leadership attributes, preparedness, and policy implications

    Science.gov (United States)

    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.

  2. 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.

  3. Sailing the "Seven C's" of Leadership.

    Science.gov (United States)

    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).

  4. Leadership succession patterns in the apostolic church as a template for critique of contemporary charismatic leadership succession patterns

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    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

  5. Synchronicity and Leadership

    NARCIS (Netherlands)

    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

  6. Practical Strategies for School Counsellor Leadership: The Leadership Challenge Model

    Science.gov (United States)

    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…

  7. Leadership with a Conscience: Educational Leadership as a Moral Science

    Science.gov (United States)

    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…

  8. Path-Goal Theory of Leadership

    Science.gov (United States)

    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

  9. The safety leadership.

    Science.gov (United States)

    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.

  10. Deepening system leadership : teachers leading from below

    OpenAIRE

    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...

  11. Global Leadership Study: A Theoretical Framework

    Science.gov (United States)

    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…

  12. Twenty-Five Leadership Support Tips: Some Thoughts on Leadership Support Roles.

    Science.gov (United States)

    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)

  13. 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.

  14. Leadership theory and practice

    CERN Document Server

    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.

  15. Building a leadership brand.

    Science.gov (United States)

    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.

  16. 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

  17. Developmental Readiness for Leadership: The Differential Effects of Leadership Courses on Creating "Ready, Willing, and Able" Leaders

    Science.gov (United States)

    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…

  18. Transformational leadership: a cascading chain reaction.

    Science.gov (United States)

    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.

  19. PENGARUH SERVANT LEADERSHIP TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOUR DENGAN MEDIASI TRUST IN LEADERSHIP PADA KARYAWAN THE LODEK VILLAS

    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.

  20. Developing leadership in nursing: exploring core factors.

    Science.gov (United States)

    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.