WorldWideScience

Sample records for program leadership training

  1. Evaluation of Youth Leadership Training Programs

    Directory of Open Access Journals (Sweden)

    Stephen A. Anderson

    2007-03-01

    Full Text Available Results of a two-year evaluation of youth leadership programs offered within community youth development programs in Connecticut are presented. Youth involved in leadership activities were contrasted with a comparison group of youth who were not involved in leadership programming. Participants in the leadership programs reported an improved sense of support from their local communities. Leadership training also appeared to offer an added benefit to males who reported significant improvements in their social self-efficacy in contrast to females engaged in leadership programs or youth comprising the comparison group. Youth who participated in the leadership programs appeared to be a uniquely talented group of individuals, initially scoring higher than the comparison group on a variety of youth outcome measures. However, a subgroup of youth who began the leadership program at a lower level of overall functioning were more likely than youth who began the program at a higher level of functioning to report positive changes.

  2. 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…

  3. Current leadership training in dermatology residency programs: a survey.

    Science.gov (United States)

    Baird, David S; Soldanska, Magdalena; Anderson, Bryan; Miller, Jeffrey J

    2012-04-01

    Residents and physicians frequently find themselves in leadership roles. Current residency curricula focus on the development of clinical knowledge and technical skills. A previous survey of Penn State Dermatology graduates demonstrated the perceived need and benefit of a formalized leadership curriculum in this selected group. We sought to identify and measure the perceived need and benefit of formalized leadership training and investigate opinions regarding leadership theory from the perspective of dermatology residency program directors and chief residents nationally. A survey containing 26 questions related to leadership theory and training were mailed to all US dermatology residency programs. In all, 91% of program directors and chief residents agreed that leadership skills could be taught through observation and training. A total of 78% of respondents agreed that leadership training is important during dermatology residency training. In all, 66% agreed that a formalized leadership curriculum would help residents become better resident supervisors and physicians. Only 13% reported having a formalized leadership curriculum. Participants most frequently reported learning leadership through observation and modeled behavior. A total of 15% of chief residents believed their faculty did not effectively model leadership, whereas only 2% of the program directors believed the same (P = .01). In all, 62% (68/109) of programs surveyed returned at least one response from the program director or chief resident. A total of 39% (42/109) had responses from both the program director and the chief resident. Because of the voluntary nature of the survey, response bias could not be excluded. Most program directors and chief residents believe leadership skills can be cultivated through observation and training. Leadership curriculum is not part of most residency programs. Copyright © 2012 American Academy of Dermatology, Inc. Published by Mosby, Inc. All rights reserved.

  4. Leadership Training Program for Medical Staff in Belgium

    Science.gov (United States)

    Claes, Neree; Brabanders, Valérie

    2016-01-01

    Today healthcare is facing many challenges in a volatile, uncertain, complex and ambiguous environment. There is a need to develop strong leaders who can cope with these challenges. This article describes the process of a leadership training program for healthcare professionals in Belgium (named "Clinical Leadership Program" or…

  5. CHAMPS: Peer Leadership Program. Training Manual.

    Science.gov (United States)

    Vallenari, Alison; Epps, Pat

    CHAMPS Peer Leadership is a program for the prevention of drug, alcohol, and tobacco use, and other negative behaviors and issues facing children. The program asks children to take responsibility for themselves and make positive changes in their schools and communities. Students who have process skills such as goal setting, team building,…

  6. Leadership and business education in orthopaedic residency training programs.

    Science.gov (United States)

    Kiesau, Carter D; Heim, Kathryn A; Parekh, Selene G

    2011-01-01

    Leadership and business challenges have become increasingly present in the practice of medicine. Orthopaedic residency programs are at the forefront of educating and preparing orthopaedic surgeons. This study attempts to quantify the number of orthopaedic residency programs in the United States that include leadership or business topics in resident education program and to determine which topics are being taught and rate the importance of various leadership characteristics and business topics. A survey was sent to all orthopaedic department chairpersons and residency program directors in the United States via e-mail. The survey responses were collected using a survey collection website. The respondents rated the importance of leadership training for residents as somewhat important. The quality of character, integrity, and honesty received the highest average rating among 19 different qualities of good leaders in orthopaedics. The inclusion of business training in resident education was also rated as somewhat important. The topic of billing and coding received the highest average rating among 14 different orthopaedically relevant business topics. A variety of topics beyond the scope of clinical practice must be included in orthopaedic residency educational curricula. The decreased participation of newly trained orthopaedic surgeons in leadership positions and national and state orthopaedic organizations is concerning for the future of orthopaedic surgery. Increased inclusion of leadership and business training in resident education is important to better prepare trainees for the future.

  7. Women's Leadership Development Training for [Program

    Science.gov (United States)

    Kelinsky, Lia R.; Anderson, James C., II

    2016-01-01

    Hoyt and Kennedy (2008) asserted that women deal with messages related to appearance, behavior, and leadership identity that promote a loss of voice starting at a young age. More specifically, these societal messages and expectations convey constructs of effective leadership that are often associated with men (Eagly & Carli, 2003; Eagly &…

  8. Intentions and Feedback from Participants in a Leadership Training Program

    Science.gov (United States)

    White, Eleanor D.; Hilliard, Ann; Jackson, Barbara T.

    2011-01-01

    The shortage of school leaders has led several universities to offer training programs to increase the number of qualified and certified individuals prepared to assume future leadership positions in public schools, such as assistant principals and principals. The purpose of this study was to develop, deliver and evaluate a participatory leadership…

  9. Robert Wood Johnson Foundation Nurse Faculty Scholars program leadership training.

    Science.gov (United States)

    Campbell, Jacquelyn C; McBride, Angela Barron; Etcher, LuAnn; Deming, Katie

    The Robert Wood Johnson Foundation Nurse Faculty Scholars program was created to address the nursing shortage via development of the next generation of national leaders in academic nursing. The leadership training combined development at the scholar's home institution with in-person didactic and interactive sessions with notable leaders in nursing and other disciplines. A curriculum matrix, organized by six domains, was evaluated quantitatively and qualitatively. What set this program apart is that it immersed junior faculty in concerted leadership development with regard to all aspects of the faculty role so that teaching interactively, making use of the latest in information technology, giving testimony before a policy-making group, participating in strategic planning, and figuring out how to reduce the budget without jeopardizing quality were all envisioned as part of the faculty role. The domains covered by this program could easily be used as the framework to plan other leadership-development programs for the next generation of academic leaders. Copyright © 2017 Elsevier Inc. All rights reserved.

  10. The Impact of an Urban Charter School Leadership Training Program on Participants

    Science.gov (United States)

    Perry, Jack Lamar

    2013-01-01

    This study explored the experiences, perspectives, and recommendations of participants in a charter school training program in order to gauge whether the training adequately prepared them for charter school leadership. Charter school leaders are prepared for leadership by university programs, non-profit programs, and charter schools themselves. A…

  11. A landscape analysis of leadership training in postgraduate medical education training programs at the University of Ottawa

    Science.gov (United States)

    Danilewitz, Marlon; McLean, Laurie

    2016-01-01

    Background There is growing recognition of the importance of physician leadership in healthcare. At the same time, becoming an effective leader requires significant training. While educational opportunities for practicing physicians exist to develop their leadership skills, there is a paucity of leadership opportunities for post graduate trainees. In response to this gap, both the Royal College of Physicians and Surgeons of Canada and the Association of Faculties of Medicine of Canada have recommended that leadership training be considered a focus in Post Graduate Medical Education (PGME). However, post-graduate leadership curricula and opportunities in PGME training programs in Canada are not well described. The goal of this study was to determine the motivation for PGME leadership training, the opportunities available, and educational barriers experienced by PGME programs at the University of Ottawa. Methods An electronic survey was distributed to all 70 PGME Program Directors (PDs) at the University of Ottawa. Two PDs were selected, based on strong leadership programs, for individual interviews. Results The survey response rate was 55.7%. Seventy-seven percent of responding PDs reported resident participation in leadership training as being “important,” while only 37.8% of programs incorporated assessment of resident leadership knowledge and/or skills into their PGME program. Similarly, only 29.7% of responding residency programs offered chief resident leadership training. Conclusions While there is strong recognition of the importance of training future physician leaders, the nature and design of PGME leadership training is highly variable. These data can be used to potentially inform future PGME leadership training curricula. PMID:28344692

  12. A Comprehensive Planning Model and Delivery System for Leadership Training Programs.

    Science.gov (United States)

    Janosik, Steven M.; Sina, Julie A.

    1988-01-01

    Presents an eight-step planning model that operationally defines a comprehensive delivery systems approach to campuswide leadership training. Lists four goals of the model: to increase efficiency of leadership training through shared resources, to decrease costs, to provide quality control, and to increase impact of programming effort by creating…

  13. Commentary: Recommendations and remaining questions for health care leadership training programs.

    Science.gov (United States)

    Stoller, James K

    2013-01-01

    Effective leadership is critical for optimizing cost, access, and quality in health care. Creating a pipeline of effective health care leaders requires developing leadership competencies that differ from the usual criteria of clinical and scientific excellence by which physicians have traditionally been promoted to leadership positions. Specific competencies that differentiate effective leaders from average leaders, especially emotional intelligence and its component abilities, are essential for effective leadership.Adopting a long-standing practice from successful corporations, some health care institutions, medical societies, and business schools now offer leadership programs that address these differentiating leadership competencies. The author draws on experience with such programs through the Cleveland Clinic Academy to provide recommendations for health care leadership training and to identify unanswered questions about such programs.The author recommends that such training should be broadly available to all health care leadership communities (i.e., nurses, administrators, and physicians). A progressive curriculum, starting with foundational concepts and extending to coaching and feedback opportunities through experiential learning, recognizes the challenge of becoming an effective leader and the long time line needed to do so. Linking leadership courses to continuing medical education and to graduate credit opportunities is appealing to participants. Other recommendations focus on the importance of current leaders' involvement in nominating emerging leaders for participation, embedding leadership development discussions in faculty's professional reviews, and blending discussion of frameworks and theory with practical, experiential lessons. The author identifies questions about the benefits of formal health care leadership training that remain to be answered.

  14. CHAMPS: Peer Leadership Program for Middle School Students. Training Manual.

    Science.gov (United States)

    Epps, Patricia; Vallenari, Alison

    CHAMPS Peer Leadership is a program designed to prepare school and community teams to empower youth to take responsibility for themselves and to prevent abusive behaviors. Students who master process skills such as goal setting, team building, communication, self-responsibility, self-esteem, and empowerment, also have the capability to respond…

  15. Program Design Considerations for Leadership Training for Dental and Dental Hygiene Students

    Science.gov (United States)

    Taichman, Russell S.; Parkinson, Joseph W.; Nelson, Bonnie A.; Nordquist, Barbara; Ferguson-Young, Daphne C.; Thompson, Joseph F.

    2012-01-01

    Since leadership is an essential part of the oral health professions, oral health educators can play an essential role in establishing a culture of leadership and in mentoring students to prepare them for future leadership roles within the profession. However, leadership training for oral health professionals is a relatively new concept and is frequently not found within dental and dental hygiene curricula. The purpose of this article is to propose several models for leadership training that are specific to the oral health professions. The authors hope that providing an overview of leadership programs in academic dental institutions will encourage all U.S. and Canadian dental schools to begin developing a culture that promotes leadership development. PMID:22319084

  16. The Sarasota County, Florida School District Leadership Training Program - a Descriptive Case Study

    OpenAIRE

    Robinson, Waide Lee

    2001-01-01

    THE SARASOTA COUNTY, FLORIDA SCHOOL DISTRICT LEADERSHIP TRAINING PROGRAM - A DESCRIPTIVE CASE STUDY Waide L. Robinson Committee Chairman: Steve Parson Educational Leadership Abstract Each year, thousands of educators make the difficult transition from classroom to administrative office. A large body of research supports the view that many of them are inadequately prepared to meet the demands of their new role. Researchers have found that university training programs need ...

  17. Leadership Training in Endocrinology Fellowship? A Survey of Program Directors and Recent Graduates

    Science.gov (United States)

    Folaron, Irene; Wardian, Jana L.; Colburn, Jeffrey A.; Sauerwein, Tom J.; Beckman, Darrick J.; Kluesner, Joseph K.; Tate, Joshua M.; Graybill, Sky D.; Davis, Richard P.; Paulus, Andrew O.; Carlsen, David R.; Lewi, Jack E.

    2017-01-01

    Context: There is growing recognition that more physician leaders are needed to navigate the next era of medicine. Objective: To determine current opinions about leadership training in endocrinology fellowship programs. Design/Participants: Twenty-seven-question survey addressing various aspects of leadership training to current nationwide fellowship program directors (PDs) and fellowship graduates since 2010. Intervention: In partnership with the Endocrine Society, the electronic survey was advertised primarily via direct e-mail. It was open from March through July 2016. Main Outcome Measures: The survey addressed leadership traits, importance of leadership training, preferred timing, and content of leadership training. Results: Forty-six of 138 PDs (33.3%) and 147 of 1769 graduates (8.3%) completed the survey. Among PDs and graduates, there was strong agreement (>95%) about important leadership characteristics, including job knowledge, character traits, team-builder focus, and professional skills. PDs (64.5%) and graduates (60.8%) favored teaching leadership skills during fellowship, with PDs favoring mentoring/coaching (75.0%), direct observation of staff clinicians (72.5%), and seminars (72.5%). Graduates favored a variety of approaches. Regarding topics to include in a leadership curriculum, PDs responded that communication skills (97.5%), team building (95.0%), professional skills (90.0%), clinic management (87.5%), strategies to impact the delivery of endocrinology care (85.0%), and personality skills (82.5%) were most important. Graduates responded similarly, with >80% agreement for each topic. Finally, most PDs (89%) expressed a desire to incorporate more leadership training into their programs. Conclusions: Our survey suggests a need for leadership training in endocrinology fellowships. More work is needed to determine how best to meet this need. PMID:29264475

  18. Leadership Training in Endocrinology Fellowship? A Survey of Program Directors and Recent Graduates.

    Science.gov (United States)

    True, Mark W; Folaron, Irene; Wardian, Jana L; Colburn, Jeffrey A; Sauerwein, Tom J; Beckman, Darrick J; Kluesner, Joseph K; Tate, Joshua M; Graybill, Sky D; Davis, Richard P; Paulus, Andrew O; Carlsen, David R; Lewi, Jack E

    2017-03-01

    There is growing recognition that more physician leaders are needed to navigate the next era of medicine. To determine current opinions about leadership training in endocrinology fellowship programs. Twenty-seven-question survey addressing various aspects of leadership training to current nationwide fellowship program directors (PDs) and fellowship graduates since 2010. In partnership with the Endocrine Society, the electronic survey was advertised primarily via direct e-mail. It was open from March through July 2016. The survey addressed leadership traits, importance of leadership training, preferred timing, and content of leadership training. Forty-six of 138 PDs (33.3%) and 147 of 1769 graduates (8.3%) completed the survey. Among PDs and graduates, there was strong agreement (>95%) about important leadership characteristics, including job knowledge, character traits, team-builder focus, and professional skills. PDs (64.5%) and graduates (60.8%) favored teaching leadership skills during fellowship, with PDs favoring mentoring/coaching (75.0%), direct observation of staff clinicians (72.5%), and seminars (72.5%). Graduates favored a variety of approaches. Regarding topics to include in a leadership curriculum, PDs responded that communication skills (97.5%), team building (95.0%), professional skills (90.0%), clinic management (87.5%), strategies to impact the delivery of endocrinology care (85.0%), and personality skills (82.5%) were most important. Graduates responded similarly, with >80% agreement for each topic. Finally, most PDs (89%) expressed a desire to incorporate more leadership training into their programs. Our survey suggests a need for leadership training in endocrinology fellowships. More work is needed to determine how best to meet this need.

  19. [A study of leadership training program demands of first-line nurse managers in university hospitals].

    Science.gov (United States)

    Koh, M S

    1998-01-01

    There is an important concern regarding the First-line nurse manager's leadership because of the recognition that effectiveness of Leadership in this position results in benefits for the whole health care organization. So knowledge and practice of effective leadership behavior are now more essential to nursing than ever before. First-line Nurse Managers must be effective leaders to meet today's challenge because staff nurse, patient are affected by them. So the purpose of this study was to identify and to analyse the need for Leadership program of First Line nurse managers in university hospitals. There were three major purposes of this study. First, identify First-line nurse managers general characteristic, second, identify their experience of leadership training, third, identify and analysis their demands for leadership training program. The subjects for this study was 167 First-line nurse manager randomly from 18 university hospitals in Korea. The data were collected through questionnaires from Oct. 13th to Nov. 20th, 1997, data was analysed using frequencies and percentages. Especially the steps of analysis of descriptions were as follows: Initial analysis centered on the identification of the demands of first-line nurse managers. Later analysis collapsed the demands into broad categories. From the collect data, 283 demands of first-line nurse managers were identified. These demands were then sorted into 3 broad categories that included: Self development as first-line nurse managers, relationship with others, and practice The result of the study were as follows: 1) Most of nurse managers (79.6%) had leadership training course and had good experience to improve self leadership. 2) Their demands of leadership training course are as follows: First, for self as first-line nurse managers, they want to learn leadership theory, identify their leadership style and then develop their leadership skill. Second, for others as first-line nurse managers, they want to improve

  20. Learning Leadership: A Case Study on Influences of a Leadership Training Program on the Practices of One Group of Urban School Superintendents

    Science.gov (United States)

    Chace, Sarah Valentine

    2013-01-01

    This study undertook to examine the effects of a unique leadership-training program on one group of urban school superintendents. This two-year program, called the Program for Leading Superintendents (PLS), was largely based on concepts of Heifetz's adaptive leadership model. The purpose of the research on the effects of this program was to…

  1. Student Perspectives on Student Leadership Development Programs

    National Research Council Canada - National Science Library

    Justin Arnall; Porscha Johnson; Johnny Lee; Marley Linder; Nickolas Lund; Saswat Satpathy

    2014-01-01

      Because leadership development is a crucial aspect of pharmacy training, colleges and schools and of pharmacy should implement leadership training programs that incorporate all aspects of student...

  2. Measuring the Effectiveness of Transfer of Learning Constructs and Intent to Transfer in a Simulation-Based Leadership Training Program

    Science.gov (United States)

    Hix, Joanne W.

    2013-01-01

    The purpose of business training programs is to improve performance, which improved performance changes leadership behaviors based on the knowledge, skills, and abilities (KSAs) learned in training. One of the most common criticisms of leadership training is the tendency to focus on teaching theory but not on applying theory into practice, that…

  3. 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.

  4. Training for Leadership.

    Science.gov (United States)

    Adair, John

    An indepth study of how to select and train for effective leadership is based on the belief that though innate character traits play a role of leadership, leadership potential can be developed. The author's theory known as "functional leadership," stresses that leadership is an interaction among leader, group members, and situation. The good…

  5. The impact of leadership training programs on physicians in academic medical centers: a systematic review.

    Science.gov (United States)

    Straus, Sharon E; Soobiah, Charlene; Levinson, Wendy

    2013-05-01

    To identify the impact of leadership training programs at academic medical centers (AMCs) on physicians' knowledge, skills, attitudes, behaviors, and outcomes. In 2011, the authors conducted a systematic review of the literature, identifying relevant studies by searching electronic databases (MEDLINE, EMBASE, CINAHL, Cochrane Central Register), scanning reference lists, and consulting experts. They deemed eligible any qualitative or quantitative study reporting on the implementation and evaluation of a leadership program for physicians in AMCs. Two independent reviewers conducted the review, screening studies, abstracting data, and assessing quality. The authors initially identified 2,310 citations. After the screening process, they had 11 articles describing 10 studies. Three were controlled before-and-after studies, four were before-and-after case series, and three were cross-sectional surveys. The authors did not conduct a meta-analysis because of the methodological heterogeneity across studies. Although all studies were at substantial risk of bias, the highest-quality ones showed that leadership training programs affected participants' advancement in academic rank (48% versus 21%, P=.005) and hospital leadership position (30% versus 9%, P=.008) and that participants were more successful in publishing papers (3.5 per year versus 2.1 per year, Pleadership programs have modest effects on outcomes important to AMCs. Given AMCs' substantial investment in these programs, rigorous evaluation of their impact is essential. High-quality studies, including qualitative research, will allow the community to identify which programs are most effective.

  6. Incorporating the life course model into MCH nutrition leadership education and training programs.

    Science.gov (United States)

    Haughton, Betsy; Eppig, Kristen; Looney, Shannon M; Cunningham-Sabo, Leslie; Spear, Bonnie A; Spence, Marsha; Stang, Jamie S

    2013-01-01

    Life course perspective, social determinants of health, and health equity have been combined into one comprehensive model, the life course model (LCM), for strategic planning by US Health Resources and Services Administration's Maternal and Child Health Bureau. The purpose of this project was to describe a faculty development process; identify strategies for incorporation of the LCM into nutrition leadership education and training at the graduate and professional levels; and suggest broader implications for training, research, and practice. Nineteen representatives from 6 MCHB-funded nutrition leadership education and training programs and 10 federal partners participated in a one-day session that began with an overview of the models and concluded with guided small group discussions on how to incorporate them into maternal and child health (MCH) leadership training using obesity as an example. Written notes from group discussions were compiled and coded emergently. Content analysis determined the most salient themes about incorporating the models into training. Four major LCM-related themes emerged, three of which were about training: (1) incorporation by training grants through LCM-framed coursework and experiences for trainees, and similarly framed continuing education and skills development for professionals; (2) incorporation through collaboration with other training programs and state and community partners, and through advocacy; and (3) incorporation by others at the federal and local levels through policy, political, and prevention efforts. The fourth theme focused on anticipated challenges of incorporating the model in training. Multiple methods for incorporating the LCM into MCH training and practice are warranted. Challenges to incorporating include the need for research and related policy development.

  7. Enhancing skills for evidence-based healthcare leadership: the Executive Training for Research Application (EXTRA) program.

    Science.gov (United States)

    Nicklin, Wendy; Stipich, Nina

    2005-01-01

    The Executive Training for Research Application (EXTRA) is a new training program that aims to increase the skills of health services executives and their organizations to use research evidence in healthcare management and decision-making. This paper describes the goals and rationale of the EXTRA program and its learning objectives and curriculum, and reports on some early baseline evaluative research. In particular, the authors address the opportunities that EXTRA offers to leaders in the nursing profession to transform the practice of nursing and patient care, and the unique opportunities that the program offers for collaboration across the healthcare professions and disciplines. While the EXTRA training program requires substantive investment of time and commitment by healthcare leaders and their organizations, it offers great potential for increasing research application in healthcare leadership decision-making. It is therefore a potential long-term lever of cultural decision-making change within healthcare organizations.

  8. Students as facilitators in a teacher training program: motivation for leadership roles

    Directory of Open Access Journals (Sweden)

    Burgess A

    2015-11-01

    Full Text Available Annette Burgess,1 Christie van Diggele,2 Craig Mellis1 1Sydney Medical School – Central, The University of Sydney, Sydney, NSW, Australia; 2Sydney Medical School, The University of Sydney, Sydney, NSW, Australia Introduction: Although students often partake in peer-teaching activities during medical school, they are rarely provided with formal training in teaching. We have previously described our teacher training (TT program for medical students. The TT program is delivered face-to-face across two sessions. In order to alleviate academic teaching load required to run the course, and at the same time provide our final-year students with practical opportunities to develop their leadership skills, we engaged five senior students as co-facilitators alongside academic staff. By developing an understanding of our students' motivation to participate as facilitators, we may be able to promote an interest within leadership in teaching among other students. Our study sought to examine students' motivation to take part as facilitators in the TT program. Methods: Data were collected through a focus group session with the five student facilitators. Self-determination theory, which poses that there are three elements key to intrinsic motivation, including autonomy, competence, and relatedness, was used as a conceptual lens to identify and code recurrent themes in the data. Results: Elements that motivated students to assist in facilitation included an opportunity to review and build on their knowledge and skills in teaching practices; the recognition and acknowledgement received from school staff and fellow students; the opportunity to develop these relationships; and a desire to increase their peer-teaching responsibilities. Conclusion: By actively involving our students in leadership practices, we were able to not only engage the students, but also develop our student community and contribute to the promotion of a culture of excellence in teaching within

  9. Leadership Training, Leadership Strategies and Organizational Performance

    DEFF Research Database (Denmark)

    Ladegaard Bro, 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...

  10. Students as facilitators in a teacher training program: motivation for leadership roles.

    Science.gov (United States)

    Burgess, Annette; van Diggele, Christie; Mellis, Craig

    2015-01-01

    Although students often partake in peer-teaching activities during medical school, they are rarely provided with formal training in teaching. We have previously described our teacher training (TT) program for medical students. The TT program is delivered face-to-face across two sessions. In order to alleviate academic teaching load required to run the course, and at the same time provide our final-year students with practical opportunities to develop their leadership skills, we engaged five senior students as co-facilitators alongside academic staff. By developing an understanding of our students' motivation to participate as facilitators, we may be able to promote an interest within leadership in teaching among other students. Our study sought to examine students' motivation to take part as facilitators in the TT program. Data were collected through a focus group session with the five student facilitators. Self-determination theory, which poses that there are three elements key to intrinsic motivation, including autonomy, competence, and relatedness, was used as a conceptual lens to identify and code recurrent themes in the data. Elements that motivated students to assist in facilitation included an opportunity to review and build on their knowledge and skills in teaching practices; the recognition and acknowledgement received from school staff and fellow students; the opportunity to develop these relationships; and a desire to increase their peer-teaching responsibilities. By actively involving our students in leadership practices, we were able to not only engage the students, but also develop our student community and contribute to the promotion of a culture of excellence in teaching within the hospital.

  11. Quantitative Research Methods Training in Education Leadership and Administration Preparation Programs as Disciplined Inquiry for Building School Improvement Capacity

    Science.gov (United States)

    Bowers, Alex J.

    2017-01-01

    The quantitative research methods course is a staple of graduate programs in education leadership and administration. Historically, these courses serve to train aspiring district and school leaders in fundamental statistical research topics. This article argues for programs to focus as well in these courses on helping aspiring leaders develop…

  12. Training of leadership skills in medical education.

    Science.gov (United States)

    Kiesewetter, Jan; Schmidt-Huber, Marion; Netzel, Janine; Krohn, Alexandra C; Angstwurm, Matthias; Fischer, Martin R

    2013-01-01

    Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians' everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for training of leadership skills in medicine in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the evaluation design and trainings effects. Eight studies met all inclusion criteria and no exclusion criteria. The range of training programs is very broad and leadership skill components are diverse. Training designs implied theoretical reflections of leadership phenomena as well as discussions of case studies from practice. The duration of training ranged from several hours to years. Reactions of participants to trainings were positive, yet no behavioral changes through training were examined. More research is needed to understand the factors critical to success in the development of leadership skills in medical education and to adapt goal-oriented training methods. Requirements analysis might help to gain knowledge about the nature of leadership skills in medicine. The authors propose a stronger focus on behavioral training methods like simulation-based training for leadership skills in medical education.

  13. Training of Leadership Skills in Medical Education

    Science.gov (United States)

    Kiesewetter, Jan; Schmidt-Huber, Marion; Netzel, Janine; Krohn, Alexandra C.; Angstwurm, Matthias; Fischer, Martin R.

    2013-01-01

    Background: Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians’ everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. Objective: The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. Method: The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for training of leadership skills in medicine in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the evaluation design and trainings effects. Results: Eight studies met all inclusion criteria and no exclusion criteria. The range of training programs is very broad and leadership skill components are diverse. Training designs implied theoretical reflections of leadership phenomena as well as discussions of case studies from practice. The duration of training ranged from several hours to years. Reactions of participants to trainings were positive, yet no behavioral changes through training were examined. Conclusions: More research is needed to understand the factors critical to success in the development of leadership skills in medical education and to adapt goal-oriented training methods. Requirements analysis might help to gain knowledge about the nature of leadership skills in medicine. The authors propose a stronger focus on behavioral training methods like simulation-based training for leadership skills in medical education. PMID:24282452

  14. Leadership Training of Surgery in US.

    Science.gov (United States)

    Takabe, Kazuaki

    2017-01-01

    Surgeons in the US are trained to be leaders during their surgical residencies as part of their postgraduate education. Leadership is considered to be essential, since the surgeon directs the medical team. Every surgeon is expected to gain leadership skills. I would like to introduce the leadership training that I received as an ASCO Leadership Development Program graduate and as a Scholarship recipient of Geisel Leadership Course at Dartmouth in addition to General Surgery Residency at University of California San Diego. I will also present our research on Precision Medicine.(Presented at the 1943rd Meeting, July 5, 2017).

  15. Postdoctoral leadership training for women of color.

    Science.gov (United States)

    Bessent, H

    1989-01-01

    The American Nurses' Association Registered Nurse Fellowship and Clinical Fellowship Programs for Ethnic/Racial Minorities support doctoral studies for nurses in mental health care delivery systems. The need for postdoctoral leadership and management training to help women of color achieve top-level positions in the mental health field was addressed through the Kellogg Leadership Program for Women of Color in Mental Health. This program provided a series of seminars covering topics such as time management, assertiveness training, fiscal analysis, research, leadership, networking, marketing, and stress management. Fifty-nine fellows participated in this program from 1986 to 1988. Techniques for evaluating the program and the results of these evaluations are described.

  16. 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.

  17. Ethical Navigation in Leadership Training

    Directory of Open Access Journals (Sweden)

    Øyvind Kvalnes

    2012-05-01

    Full Text Available Business leaders frequently face dilemmas, circumstances where whatever course of action they choose, something of important value will be offended. How can an organisation prepare its decision makers for such situations? This article presents a pedagogical approach to dilemma training for business leaders and managers. It has evolved through ten years of experience with human resource development, where ethics has been an integral part of programs designed to help individuals to become excellent in their professional roles. The core element in our approach is The Navigation Wheel, a figure used to keep track of relevant decision factors. Feedback from participants indicates that dilemma training has helped them to recognise the ethical dimension of leadership. They respond that the tools and concepts are highly relevant in relation to the challenges that occur in the working environment they return to after leadership training.http://dx.doi.org/10.5324/eip.v6i1.1778

  18. Leadership training for undergraduate medical students.

    Science.gov (United States)

    Maddalena, Victor

    2016-07-04

    Purpose Physicians play an important leadership role in the management and governance of the healthcare system. Yet, many physicians lack formal management and leadership training to prepare them for this challenging role. This Viewpoint article argues that leadership concepts need to be introduced to undergraduate medical students early and throughout their medical education. Design/methodology/approach Leadership is an integral part of medical practice. The recent inclusion of "Leader" competency in the CanMEDS 2015 represents a subtle but important shift from the previous "manager" competency. Providing medical students with the basics of leadership concepts early in their medical education allows them to integrate leadership principles into their professional practice. Findings The Faculty of Medicine at the Memorial University of Newfoundland (MUN) has developed an eight-module, fully online Physician Leadership Certificate for their undergraduate medical education program. This program is cited as an example of an undergraduate medical curriculum that offers leadership training throughout the 4 years of the MD program. Originality/value There are a number of continuing professional development opportunities for physicians in the area of management and leadership. This Viewpoint article challenges undergraduate medical education programs to develop and integrate leadership training in their curricula.

  19. Teambuilding and leadership training in an internal medicine residency training program.

    Science.gov (United States)

    Stoller, James K; Rose, Mark; Lee, Rita; Dolgan, Colleen; Hoogwerf, Byron J

    2004-06-01

    The purpose of this report is to describe and evaluate the impact of a 1-day retreat focused on developing leadership skills and teambuilding among postgraduate year 1 residents in an internal medicine residency. A group of organizers, including members of the staff, the chief medical residents, administrative individuals in the residency office, and an internal organizational development consultant convened to organize an off-site retreat with activities that would provide experiential learning regarding teamwork and leadership, including a "reef survival exercise" and table discussions regarding the characteristics of ideal leaders. In addition, several energizing activities and recreational free time was provided to enhance the interaction and teamwork dimensions of the retreat. To evaluate the impact of the retreat, attendees completed baseline and follow-up questionnaires regarding their experience of the retreat. Attendees universally regarded the retreat as having value for them. Comparison of baseline to postretreat responses indicated that attendees felt that the retreat enhanced their abilities to be better physicians, resident supervisors, and leaders. Follow-up responses indicated significant increases in attendees' agreement that good leaders challenge the process, make decisions based on shared visions, allow others to act, recognize individual contributions, and serve as good role models. Results on the survival exercise indicated a high frequency with which team-based decisions surpassed individual members' decisions, highlighting the importance and value of teamwork to attendees. Our main findings were that: participants universally found this 1-day retreat beneficial in helping to develop teamwork and leadership skills and the experiential learning aspects of the retreat were more especially highly rated and highlighted the advantages of teamwork. In the context that this 1-day retreat was deemed useful by faculty and residents alike, further

  20. Teambuilding and Leadership Training in an Internal Medicine Residency Training Program

    Science.gov (United States)

    Stoller, James K; Rose, Mark; Lee, Rita; Dolgan, Colleen; Hoogwerf, Byron J

    2004-01-01

    OBJECTIVE The purpose of this report is to describe and evaluate the impact of a 1-day retreat focused on developing leadership skills and teambuilding among postgraduate year 1 residents in an internal medicine residency. METHOD A group of organizers, including members of the staff, the chief medical residents, administrative individuals in the residency office, and an internal organizational development consultant convened to organize an off-site retreat with activities that would provide experiential learning regarding teamwork and leadership, including a “reef survival exercise” and table discussions regarding the characteristics of ideal leaders. In addition, several energizing activities and recreational free time was provided to enhance the interaction and teamwork dimensions of the retreat. To evaluate the impact of the retreat, attendees completed baseline and follow-up questionnaires regarding their experience of the retreat. RESULTS Attendees universally regarded the retreat as having value for them. Comparison of baseline to postretreat responses indicated that attendees felt that the retreat enhanced their abilities to be better physicians, resident supervisors, and leaders. Follow-up responses indicated significant increases in attendees’ agreement that good leaders challenge the process, make decisions based on shared visions, allow others to act, recognize individual contributions, and serve as good role models. Results on the survival exercise indicated a high frequency with which team-based decisions surpassed individual members’ decisions, highlighting the importance and value of teamwork to attendees. CONCLUSIONS Our main findings were that: participants universally found this 1-day retreat beneficial in helping to develop teamwork and leadership skills and the experiential learning aspects of the retreat were more especially highly rated and highlighted the advantages of teamwork. In the context that this 1-day retreat was deemed useful

  1. 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.

  2. Physical Program Leadership: From Kinesiology in the Classroom to Fitness Training in the Field

    Science.gov (United States)

    Germain, Jesse L.

    2010-01-01

    The complex and diverse mission of leading and administering the Physical Program and Kinesiology major at the United States Military Academy at West Point requires a broad and flexible application of leadership theory coupled with strict adherence to established and codified Army Values and Core Leader Competencies. This paper provides a closer…

  3. CHAMPS II: A Peer Leadership Program for High School Students & Staff. Training Manual.

    Science.gov (United States)

    Epps, Patricia; Vallenari, Alison

    CHAMPS Peer Leadership is a program designed to prepare school and community teams that can empower youth to take responsibility for themselves and to prevent abusive behaviors. Students who can set goals, build teams, communicate, take self-responsibility, possess self-esteem, and feel empowered, also have the capability to respond positively to…

  4. Outdoor Leadership Skills: A Program Perspective

    Science.gov (United States)

    Shooter, Wynn; Sibthorp, Jim; Paisley, Karen

    2009-01-01

    Successful hiring, training, and pairing or grouping of staff requires administrators to consider the relationship between their programs' goals and the specific outdoor leadership skills of individual leaders. Authors have divided outdoor leadership skills into a three-category structure, and models of outdoor leadership have focused on skills…

  5. Students as facilitators in a teacher training program: motivation for leadership roles

    OpenAIRE

    Burgess A; van Diggele C; Mellis C

    2015-01-01

    Annette Burgess,1 Christie van Diggele,2 Craig Mellis1 1Sydney Medical School – Central, The University of Sydney, Sydney, NSW, Australia; 2Sydney Medical School, The University of Sydney, Sydney, NSW, Australia Introduction: Although students often partake in peer-teaching activities during medical school, they are rarely provided with formal training in teaching. We have previously described our teacher training (TT) program for medical students. The TT program is delivered face-...

  6. Evaluating the Value-Added Impact of Outdoor Management Training for Leadership Development in an MBA Program

    Science.gov (United States)

    Kass, Darrin; Grandzol, Christian

    2012-01-01

    This study examined the benefits of Outdoor Management Training for the leadership development of students enrolled in an MBA-level Organizational Behavior course. Students enrolled in one of two experiential courses. Both were identical, except one included an intensive outdoor training component called Leadership on the Edge. The…

  7. Veterinary Technician Program Director Leadership Style and Program Success

    Science.gov (United States)

    Renda-Francis, Lori A.

    2012-01-01

    Program directors of American Veterinary Medical Association (AVMA) accredited veterinary technician programs may have little or no training in leadership. The need for program directors of AVMA-accredited veterinary technician programs to understand how leadership traits may have an impact on student success is often overlooked. The purpose of…

  8. Leadership training in a family medicine residency program: Cross-sectional quantitative survey to inform curriculum development.

    Science.gov (United States)

    Gallagher, Erin; Moore, Ainsley; Schabort, Inge

    2017-03-01

    To assess the current status of leadership training as perceived by family medicine residents to inform the development of a formal leadership curriculum. Cross-sectional quantitative survey. Department of Family Medicine at McMaster University in Hamilton, Ont, in December 2013. A total of 152 first- and second-year family medicine residents. Family medicine residents' attitudes toward leadership, perceived level of training in various leadership domains, and identified opportunities for leadership training. Overall, 80% (152 of 190) of residents completed the survey. On a Likert scale (1 = strongly disagree, 4 = neutral, 7 = strongly agree), residents rated the importance of physician leadership in the clinical setting as high (6.23 of 7), whereas agreement with the statement "I am a leader" received the lowest rating (5.28 of 7). At least 50% of residents desired more training in the leadership domains of personal mastery, mentorship and coaching, conflict resolution, teaching, effective teamwork, administration, ideals of a healthy workplace, coalitions, and system transformation. At least 50% of residents identified behavioural sciences seminars, a lecture and workshop series, and a retreat as opportunities to expand leadership training. The concept of family physicians as leaders resonated highly with residents. Residents desired more personal and system-level leadership training. They also identified ways that leadership training could be expanded in the current curriculum and developed in other areas. The information gained from this survey might facilitate leadership development among residents through application of its results in a formal leadership curriculum. Copyright© the College of Family Physicians of Canada.

  9. Designing a leadership development program for surgeons.

    Science.gov (United States)

    Jaffe, Gregory A; Pradarelli, Jason C; Lemak, Christy Harris; Mulholland, Michael W; Dimick, Justin B

    2016-01-01

    Although numerous leadership development programs (LDPs) exist in health care, no programs have been specifically designed to meet the needs of surgeons. This study aimed to elicit practicing surgeons' motivations and desired goals for leadership training to design an evidence-based LDP in surgery. At a large academic health center, we conducted semistructured interviews with 24 surgical faculty members who voluntarily applied and were selected for participation in a newly created LDP. Transcriptions of the interviews were analyzed using analyst triangulation and thematic coding to extract major themes regarding surgeons' motivations and perceived needs for leadership knowledge and skills. Themes from interview responses were then used to design the program curriculum specifically to meet the leadership needs of surgical faculty. Three major themes emerged regarding surgeons' motivations for seeking leadership training: (1) Recognizing key gaps in their formal preparation for leadership roles; (2) Exhibiting an appetite for personal self-improvement; and (3) Seeking leadership guidance for career advancement. Participants' interviews revealed four specific domains of knowledge and skills that they indicated as desired takeaways from a LDP: (1) leadership and communication; (2) team building; (3) business acumen/finance; and (4) greater understanding of the health care context. Interviews with surgical faculty members identified gaps in prior leadership training and demonstrated concrete motivations and specific goals for participating in a formal leadership program. A LDP that is specifically tailored to address the needs of surgical faculty may benefit surgeons at a personal and institutional level. Copyright © 2016 Elsevier Inc. All rights reserved.

  10. A Comparative Analysis of Leadership Skills Development in Marine Corps Training and Education Programs

    Science.gov (United States)

    2002-12-01

    Hersey , Paul and Blanchard Kenneth H., Behavioral Theory of Leadership , The Free Press, New York, New York, 1995. 20. Hicks, Rodney L., Leadership ...that leaders’ behavioral styles could be depicted along a continuum ranging from authoritarian to democratic leadership ( Hersey & Blanchard , 1995...Research also indicates that a combination of these two behaviors appears to be optimal in certain situations ( Hersey & Blanchard , 1995

  11. The training program self-correcting and developing leadership qualities of sportsmen of high qualification.

    Directory of Open Access Journals (Sweden)

    Vysochina Nadezhda Leonidovna

    2011-09-01

    Full Text Available The influence of level of self-esteem on the effectiveness of game of skilled chess players. It is shown the program of correction of self-appraisal of sportsmen of high qualification. Introduced correction technology developed self-esteem in the process of training of sportsmen chess players of high qualification as a set of training exercises aimed at improving the efficiency of sports activity. It is shown that high self-esteem has a positive effect on sports results chess players.

  12. Health care leadership development and training: progress and pitfalls.

    Science.gov (United States)

    Sonnino, Roberta E

    2016-01-01

    Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies ("differentiating competencies") must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make comprehensive leadership development widely accessible to a greater number of potential health care leaders. This paper addresses the skills that health care leaders should develop, the optimal leadership development

  13. Health care leadership development and training: progress and pitfalls

    Science.gov (United States)

    Sonnino, Roberta E

    2016-01-01

    Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies”) must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make comprehensive leadership development widely accessible to a greater number of potential health care leaders. This paper addresses the skills that health care leaders should develop, the optimal leadership

  14. Professional development and leadership training opportunities for healthcare professionals.

    Science.gov (United States)

    Sonnino, Roberta E

    2013-11-01

    Formal leadership training is a relatively recent addition to the educational armamentarium of the health care executive. Leadership training opportunities for physicians, surgeons, and scientists have gradually appeared over the past 15 to 20 years, but information about them has been scant, with few comprehensive reviews made available to the community at large. This article describes the major opportunities available to obtain formal and informal leadership training for careers in medical school administration. Programs that are specifically targeted to women are described in detail. Information was obtained from the author's direct knowledge, direct communication with the leadership of each program, and the Web site of each sponsoring organization, when available. Many opportunities for leadership training are now available to surgeons, with several specifically designed for women. The author strongly encourages surgeons to avail themselves of these opportunities, as both anecdotal information and published data suggest that these programs are highly effective in enhancing leadership careers. Copyright © 2013 Elsevier Inc. All rights reserved.

  15. Improving Culturally Congruent Health Care for Children With Disabilities: Stakeholder Perspectives of Cultural Competence Training in an Interdisciplinary Leadership Training Program.

    Science.gov (United States)

    LaFleur, Rachel C; Truscott, Stephen; Graybill, Emily; Crenshaw, Mark; Crimmins, Daniel

    2017-03-01

    Racially/ethnically diverse children with disabilities experience increased risk for health care disparities when compared to non-Hispanic White children with disabilities or racially/ethnically diverse children without disabilities. The purpose of this study was to progress culturally congruent health care by exploring cultural competence (CC) for an interdisciplinary leadership training program designed to improve services for children with disabilities. The study also sought to bridge a gap in the literature by including the perspectives of diverse health care consumers. Q-methodology was used to support participant groups' sorting of CC training outcomes by importance to identify factors of CC. Data collected from 51 participants were subjected to a by-person factor analysis that yielded six factors explaining 50% of variance. Findings validate some common elements of existing CC models and provide new perspectives regarding potentially overlooked aspects of CC, with many new perspectives provided by racially/ethnically diverse parents of children with disabilities.

  16. Global health leadership training in resource-limited settings: a collaborative approach by academic institutions and local health care programs in Uganda.

    Science.gov (United States)

    Nakanjako, Damalie; Namagala, Elizabeth; Semeere, Aggrey; Kigozi, Joanitor; Sempa, Joseph; Ddamulira, John Bosco; Katamba, Achilles; Biraro, Sam; Naikoba, Sarah; Mashalla, Yohana; Farquhar, Carey; Sewankambo, Nelson

    2015-11-18

    Due to a limited health workforce, many health care providers in Africa must take on health leadership roles with minimal formal training in leadership. Hence, the need to equip health care providers with practical skills required to lead high-impact health care programs. In Uganda, the Afya Bora Global Health Leadership Fellowship is implemented through the Makerere University College of Health Sciences (MakCHS) and her partner institutions. Lessons learned from the program, presented in this paper, may guide development of in-service training opportunities to enhance leadership skills of health workers in resource-limited settings. The Afya Bora Consortium, a consortium of four African and four U.S. academic institutions, offers 1-year global health leadership-training opportunities for nurses and doctors. Applications are received and vetted internationally by members of the consortium institutions in Botswana, Kenya, Tanzania, Uganda, and the USA. Fellows have 3 months of didactic modules and 9 months of mentored field attachment with 80% time dedicated to fellowship activities. Fellows' projects and experiences, documented during weekly mentor-fellow meetings and monthly mentoring team meetings, were compiled and analyzed manually using pre-determined themes to assess the effect of the program on fellows' daily leadership opportunities. Between January 2011 and January 2015, 15 Ugandan fellows (nine doctors and six nurses) participated in the program. Each fellow received 8 weeks of didactic modules held at one of the African partner institutions and three online modules to enhance fellows' foundation in leadership, communication, monitoring and evaluation, health informatics, research methodology, grant writing, implementation science, and responsible conduct of research. In addition, fellows embarked on innovative projects that covered a wide spectrum of global health challenges including critical analysis of policy formulation and review processes

  17. Changes in leadership styles as a function of a four-day leadership training institute for nurse managers: a perspective on continuing education program evaluation.

    Science.gov (United States)

    Wolf, M S

    1996-01-01

    This study measured changes in knowledge acquisition and application of the Hersey and Blanchard model of leadership styles and leadership style adaptability among 144 registered nurses who participated in a four-day management institute. A pre- and post-institute administration of the LEAD-Self instrument was conducted. Although the findings demonstrated a significant change in the participants' leadership styles, the data revealed that outcomes were not as positive as had been assumed based on participants' self-reports. The discussion of findings reveals the complexity and the necessity of measuring learning outcomes for continuing education program improvement.

  18. Leadership in Undergraduate Medical Education: Training Future Physician Leaders.

    Science.gov (United States)

    Clyne, Brian; Rapoza, Brenda; George, Paul

    2015-09-01

    To confront the challenges facing modern health care, experts and organizations are calling for an increase in physician leadership capabilities. In response to this need, physician leadership programs are proliferating, targeting all levels of experience at all levels of training. Many academic medical centers, major universities, and specialty societies now sponsor physician leadership training programs. To meet this need, The Warren Alpert Medical School of Brown University, as part of its Primary Care-Population Medicine (PC-PM) Program, designed a four-year integrated curriculum, Leadership in Health Care, to engage with leadership topics starting early in the preclinical stages of training. This paper describes the design and implementation of this leadership curriculum for PC-PM students.

  19. Becoming a Leader along the Way: Embedding Leadership Training into a Large-Scale Peer-Learning Program in the STEM Disciplines

    Science.gov (United States)

    Micari, Marina; Gould, Amy Knife; Lainez, Louie

    2010-01-01

    Although many college students enter leadership programs with the express goal of developing leadership skills, some specialized leadership programs draw students who seek to gain expertise in a disciplinary area, with leadership development as a secondary goal. In the latter case, program developers face the challenge of generating enthusiasm…

  20. Teen Leadership Skill Development Through Participation in Leadership Training

    OpenAIRE

    Rothwell, Marie

    2015-01-01

    Teen leadership skill development programs are important to provide teens necessary skills for future success. Teen’s developmental needs have to be met, they need to be provided opportunities to engage in programs that are age appropriate and tailored to build their leadership skills. Thoughtful leadership programming becomes important during the time when 4-H youth membership begins to decrease. The project reported here aimed to determine if participation in teen leadership skill traini...

  1. 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.

  2. Health care leadership development and training: progress and pitfalls

    Directory of Open Access Journals (Sweden)

    Sonnino RE

    2016-02-01

    Full Text Available Roberta E Sonnino1,2 1Department of Surgery, Division of Pediatric Surgery, Wayne State University School of Medicine, Detroit, MI, USA; 2RES Coaching LLC, Locust Hill, VA, USA Abstract: Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies” must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make

  3. 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

    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......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......, 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...

  4. A Reappraisal of Leadership Theory and Training.

    Science.gov (United States)

    Owens, James

    1981-01-01

    Reviews and organizes modern leadership theories. Notes the research supporting the main thesis of contingency theory and that effective leadership style is contingent upon situational factors. Characteristics of management training based on the contingency approach are identified. (Author/MLF)

  5. Leadership training design, delivery, and implementation: A meta-analysis.

    Science.gov (United States)

    Lacerenza, Christina N; Reyes, Denise L; Marlow, Shannon L; Joseph, Dana L; Salas, Eduardo

    2017-12-01

    Recent estimates suggest that although a majority of funds in organizational training budgets tend to be allocated to leadership training (Ho, 2016; O'Leonard, 2014), only a small minority of organizations believe their leadership training programs are highly effective (Schwartz, Bersin, & Pelster, 2014), calling into question the effectiveness of current leadership development initiatives. To help address this issue, this meta-analysis estimates the extent to which leadership training is effective and identifies the conditions under which these programs are most effective. In doing so, we estimate the effectiveness of leadership training across four criteria (reactions, learning, transfer, and results; Kirkpatrick, 1959) using only employee data and we examine 15 moderators of training design and delivery to determine which elements are associated with the most effective leadership training interventions. Data from 335 independent samples suggest that leadership training is substantially more effective than previously thought, leading to improvements in reactions (δ = .63), learning (δ = .73), transfer (δ = .82), and results (δ = .72), the strength of these effects differs based on various design, delivery, and implementation characteristics. Moderator analyses support the use of needs analysis, feedback, multiple delivery methods (especially practice), spaced training sessions, a location that is on-site, and face-to-face delivery that is not self-administered. Results also suggest that the content of training, attendance policy, and duration influence the effectiveness of the training program. Practical implications for training development and theoretical implications for leadership and training literatures are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  6. Training of Leadership Skills in Medical Education

    OpenAIRE

    Kiesewetter, Jan; Schmidt-Huber, Marion; Netzel, Janine; Krohn, Alexandra C.; Angstwurm, Matthias; Fischer, Martin R.

    2013-01-01

    Background: Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians? everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. Objective: The review aims to summarize the findings in the current literature regarding training in leadership skills i...

  7. Leadership development for program directors.

    Science.gov (United States)

    Bing-You, Robert; Wiltshire, Whitney; Skolfield, Jenny

    2010-12-01

    Residency program directors have increasingly challenging roles, but they may not be receiving adequate leadership development. To assess and facilitate program directors' leadership self-awareness and development at a workshop retreat. At our annual program director retreat, program directors and associate program directors from a variety of specialties completed the Thomas-Kilmann Conflict Mode Instrument (TKI), which evaluates an individual's behavior in conflict situations, and the Hersey-Blanchard Situational Leadership (HBSL) model, which measures individuals' preferred leadership style in working with followers. Participants received their results during the retreat and discussed their leadership style results in the context of conflict situations experienced in the past. An online survey was distributed 3 weeks after the retreat to assess participant satisfaction and to determine whether participants would make changes to their leadership styles. Seventeen program directors attended the retreat and completed the tools. On the TKI, 47% preferred the Compromising mode for handling conflict, while 18% preferred either the Avoiding or Accommodating modes. On the HBSL, 71% of program directors preferred a Coaching leadership style. Ninety-one percent of postretreat-survey respondents found the leadership tools helpful and also thought they had a better awareness of their conflict mode and leadership style preferences. Eighty-two percent committed to a change in their leadership behaviors in the 6 months following the retreat. Leadership tools may be beneficial for promoting the professional development of program directors. The TKI and HBSL can be used within a local retreat or workshop as we describe to facilitate positive leadership-behavior changes.

  8. Leadership Development for Program Directors

    Science.gov (United States)

    Bing-You, Robert; Wiltshire, Whitney; Skolfield, Jenny

    2010-01-01

    Background Residency program directors have increasingly challenging roles, but they may not be receiving adequate leadership development. Objective To assess and facilitate program directors' leadership self-awareness and development at a workshop retreat. Methods At our annual program director retreat, program directors and associate program directors from a variety of specialties completed the Thomas-Kilmann Conflict Mode Instrument (TKI), which evaluates an individual's behavior in conflict situations, and the Hersey-Blanchard Situational Leadership (HBSL) model, which measures individuals' preferred leadership style in working with followers. Participants received their results during the retreat and discussed their leadership style results in the context of conflict situations experienced in the past. An online survey was distributed 3 weeks after the retreat to assess participant satisfaction and to determine whether participants would make changes to their leadership styles. Results Seventeen program directors attended the retreat and completed the tools. On the TKI, 47% preferred the Compromising mode for handling conflict, while 18% preferred either the Avoiding or Accommodating modes. On the HBSL, 71% of program directors preferred a Coaching leadership style. Ninety-one percent of postretreat-survey respondents found the leadership tools helpful and also thought they had a better awareness of their conflict mode and leadership style preferences. Eighty-two percent committed to a change in their leadership behaviors in the 6 months following the retreat. Conclusions Leadership tools may be beneficial for promoting the professional development of program directors. The TKI and HBSL can be used within a local retreat or workshop as we describe to facilitate positive leadership-behavior changes. PMID:22132267

  9. Assessing Perceived Student Leadership Skill Development in an Academic Leadership Development Program

    Science.gov (United States)

    Blackwell, Cindy; Cummins, Richard; Cummings, Scott

    2007-01-01

    This research evaluated learning outcomes of a leadership development program at a large, southern land grant institution. The program is an interdisciplinary, semester-long class where experience and theory are juxtaposed to offer leadership training and development. Through an intensive research project, the program exposes students to four…

  10. Leadership Training and the Development of Socially Responsible Leadership in College Students

    Science.gov (United States)

    Davis, Teela Anitrette Sanchez

    2013-01-01

    The purpose of this qualitative case study was to investigate how participation in a leadership training program facilitated the development and practice of the eight core values of the social change model of leadership development in college students. The study included three directors and 15 students from different ethnicities, and both genders…

  11. 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.

  12. A Stakeholder-Based Approach to Leadership Development Training: The Case of Medical Education in Canada

    Science.gov (United States)

    Bharwani, Aleem; Kline, Theresa; Patterson, Margaret

    2017-01-01

    This paper reports the use of a stakeholder-based, bottom-up approach to determining leadership training needs and designing leadership training programs which contrasts with the top-down policy that is often applied. The context is a Canadian medical school. Leadership training in medicine is in its infancy. Discussed and outlined in this study…

  13. A case for safety leadership team training of hospital managers.

    Science.gov (United States)

    Singer, Sara J; Hayes, Jennifer; Cooper, Jeffrey B; Vogt, Jay W; Sales, Michael; Aristidou, Angela; Gray, Garry C; Kiang, Mathew V; Meyer, Gregg S

    2011-01-01

    Delivering safe patient care remains an elusive goal. Resolving problems in complex organizations like hospitals requires managers to work together. Safety leadership training that encourages managers to exercise learning-oriented, team-based leadership behaviors could promote systemic problem solving and enhance patient safety. Despite the need for such training, few programs teach multidisciplinary groups of managers about specific behaviors that can enhance their role as leadership teams in the realm of patient safety. The aims of this study were to describe a learning-oriented, team-based, safety leadership training program composed of reinforcing exercises and to provide evidence confirming the need for such training and demonstrating behavior change among management groups after training. Twelve groups of managers from an academic medical center based in the Northeast United States were randomly selected to participate in the program and exposed to its customized, experience-based, integrated, multimodal curriculum. We extracted data from transcripts of four training sessions over 15 months with groups of managers about the need for the training in these groups and change in participants' awareness, professional behaviors, and group activity. Training transcripts confirmed the need for safety leadership team training and provided evidence of the potential for training to increase targeted behaviors. The training increased awareness and use of leadership behaviors among many managers and led to new routines and coordinated effort among most management groups. Enhanced learning-oriented leadership often helped promote a learning orientation in managers' work areas. Team-based training that promotes specific learning-oriented leader behaviors can promote behavioral change among multidisciplinary groups of hospital managers.

  14. Program for developing leadership in pharmacy residents.

    Science.gov (United States)

    Fuller, Patrick D

    2012-07-15

    An innovative, structured approach to incorporating leadership development activities into pharmacy residency training is described. The American Society of Health-System Pharmacists (ASHP) has called for increased efforts to make leadership development an integral component of the training of pharmacy students and new practitioners. In 2007, The Nebraska Medical Center (TNMC) took action to systematize leadership training in its pharmacy residency programs by launching a new Leadership Development Series. Throughout the residency year, trainees at TNMC participate in a variety of activities: (1) focused group discussions of selected articles on leadership concepts written by noted leaders of the past and present, (2) a two-day offsite retreat featuring trust-building exercises and physical challenges, (3) a self-assessment designed to help residents identify and use their untapped personal strengths, (4) training on the effective application of different styles of communication and conflict resolution, and (5) education on the history and evolution of health-system pharmacy, including a review and discussion of lectures by recipients of ASHP's Harvey A. K. Whitney Award. Feedback from residents who have completed the series has been positive, with many residents indicating that it has stimulated their professional growth and helped prepared them for leadership roles. A structured Leadership Development Series exposes pharmacy residents to various leadership philosophies and principles and, through the study of Harvey A. K. Whitney Award lectures, to the thoughts of past and present pharmacy leaders. Residents develop an increased self-awareness through a resident fall retreat, a StrengthsFinder assessment, and communication and conflict-mode assessment tools.

  15. 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

  16. The Girls' Leadership Experience Camp: A Parallel Process of Leadership Skill Development for School Counselors-in-Training

    Science.gov (United States)

    Briggs, Michele Kielty; Staton, A. Renee; Gilligan, Tammy D.

    2009-01-01

    School counseling programs must provide counselors-in-training with effective and multifaceted leadership skill-building opportunities (Brott, 2006; DeVoss & Andrews, 2006; Dollarhide, Gibson, & Saginak, 2008; Kaffenberger & Murphy, 2007). The Girls' Leadership Experience Camp (GLEC) was created by the authors to enhance the leadership abilities…

  17. Leadership Training for Collaboration. Draft.

    Science.gov (United States)

    Kagan, Sharon L.

    Based in part on a 1992 study of 72 United States early care collaborations and leaders, this paper explores conventional understandings of leadership, reviews the leadership literature, and goes on to compare and discuss collaborative leadership in detail. The paper notes that collaborative leadership stresses the relatedness of systems wherein…

  18. Making a Difference: Two Case Studies Describing the Impact of a Capstone Leadership Education Experience Provided through a National Youth Leadership Training Program

    Science.gov (United States)

    Rosser, Manda; Stedman, Nicole L. P.; Elbert, Chanda; Rutherford, Tracy

    2009-01-01

    Many youth leadership organizations exist today and provide a variety of leadership experiences. One such organization provides a week long leadership experience to high school students with its primary purpose being to guide students through a process of identifying a community need and developing a plan to address that need. This article reports…

  19. Evaluating community-based public health leadership training.

    Science.gov (United States)

    Ceraso, Marion; Gruebling, Kirsten; Layde, Peter; Remington, Patrick; Hill, Barbara; Morzinski, Jeffrey; Ore, Peggy

    2011-01-01

    Addressing the nation's increasingly complex public health challenges will require more effective multisector collaboration and stronger public health leadership. In 2005, the Healthy Wisconsin Leadership Institute launched an annual, year-long intensive "community teams" program. The goal of this program is to develop collaborative leadership and public health skills among Wisconsin-based multisectoral teams mobilizing their communities to improve public health. To measure the scope of participation and program impacts on individual learning and practice, including application of new knowledge and collective achievements of teams on coalition and short-term community outcomes. End-of-year participant program evaluations and follow-up telephone interviews with participants 20 months after program completion. Community-based public health leadership training program. Sixty-eight participants in the Community Teams Program during the years 2006 to 2007 and 2007 to 2008. Professional diversity of program participants; individual learning and practice, including application of new knowledge; and collective achievements of teams, including coalition and short-term community outcomes. Participants in the Community Teams Program represent a diversity of sectors, including nonprofit, governmental, academic, business, and local public health. Participation increased knowledge across all public health and leadership competency areas covered in the program. Participating teams reported outcomes, including increased engagement of community leadership, expansion of preventive services, increased media coverage, strengthened community coalitions, and increased grant funding. Evaluation of this community-based approach to public health leadership training has shown it to be a promising model for building collaborative and public health leadership skills and initiating sustained community change for health improvement.

  20. Pediatric Program Leadership's Contribution Toward Resident Wellness.

    Science.gov (United States)

    Carson, Savanna L; Perkins, Kate; Reilly, Maura R; Sim, Myung-Shin; Li, Su-Ting T

    2018-02-27

    Residency program leaders are required to support resident well-being, but often do not receive training in how to do so. Determine frequency in which program leadership provides support for resident well-being, comfort in supporting resident well-being, and factors associated with need for additional training in supporting resident well-being. National cross-sectional web-based survey of pediatric program directors, associate program directors, and coordinators in June 2015, on their experience supporting resident well-being. Univariate and bivariate descriptive statistics compared responses between groups. Generalized linear modeling, adjusting for program region, size, program leadership role, and number of years in role determined factors associated with need for additional training. 39.3% (322/820) of participants responded. Most respondents strongly agreed that supporting resident well-being is an important part of their role, but few reported supporting resident well-being as part of their job description. Most reported supporting residents' clinical, personal, and health issues at least annually, and in some cases weekly, with 72% spending >10% of their time on resident well-being. Most program leaders desired more training. After adjusting for level of comfort in dealing with resident well-being issues, program leaders more frequently exposed to resident well-being issues were more likely to desire additional training (pProgram leaders spend a significant amount of time supporting resident well-being. While they feel that supporting resident well-being is an important part of their job, opportunities exist for developing program leaders through including resident wellness on job descriptions and training program leaders how to support resident well-being. Copyright © 2018 Academic Pediatric Association. Published by Elsevier Inc. All rights reserved.

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

    Science.gov (United States)

    1977-05-01

    a monumental undertaking by any standards. This monograph represents an attempt to clarify leadership / management activities within reasonable limits ...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

  2. IUPUI's Leadership in Dynamic Organizations Program: Translating Leadership into Application for Staff and Students

    Science.gov (United States)

    Griffith, Daniel; Bedford, Marilyn; Hundley, Stephen

    2008-01-01

    Traditional leadership development programs for higher education staff are challenged to blend theory with a real-world context that is meaningful to participants' work. Standard student leadership curriculum is strong on theory, but often thin on providing this real-world context. Both HR training departments and academic units charged with…

  3. Transformational leadership training programme for charge nurses.

    Science.gov (United States)

    Duygulu, Sergul; Kublay, Gulumser

    2011-03-01

    This paper is a report of an evaluation of the effects of a transformational leadership training programme on Unit Charge Nurses' leadership practices. Current healthcare regulations in the European Union and accreditation efforts of hospitals for their services mandate transformation in healthcare services in Turkey. Therefore, the transformational leadership role of nurse managers is vital in determining and achieving long-term goals in this process. The sample consisted of 30 Unit Charge Nurses with a baccalaureate degree and 151 observers at two university hospitals in Turkey. Data were collected using the Leadership Practices Inventory-Self and Observer (applied four times during a 14-month study process from December 2005 to January 2007). The transformational leadership training programme had theoretical (14 hours) and individual study (14 hours) in five sections. Means, standard deviations and percentages, repeated measure tests and two-way factor analysis were used for analysis. According the Leadership Practices Inventory-Self and Observer ratings, leadership practices increased statistically significantly with the implementation of the programme. There were no significant differences between groups in age, length of time in current job and current position. The Unit Charge Nurses Leadership Practices Inventory self-ratings were significantly higher than those of the observers. There is a need to develop similar programmes to improve the leadership skills of Unit Charge Nurses, and to make it mandatory for nurses assigned to positions of Unit Charge Nurse to attend this kind of leadership programme. © 2010 Blackwell Publishing Ltd.

  4. Interprofessional leadership training in MCH social work.

    Science.gov (United States)

    Pecukonis, Edward; Doyle, Otima; Acquavita, Shauna; Aparicio, Elizabeth; Gibbons, Maya; Vanidestine, Todd

    2013-01-01

    The need to train health social workers to practice interprofessionally is an essential goal of social work education. Although most health social workers have exposure to multidisciplinary practice within their field work, few social work education programs incorporate interprofessional learning as an integrated component of both course work and field experiences (McPherson, Headrick, & Moss, 2001; Reeves, Lewin, Espin, & Zwaranstein, 2010; Weinstein, Whittington, & Leiba, 2003). In addition, little is written about the kinds of curricula that would effectively promote interdisciplinary training for social work students. These findings are particularly puzzling since there is increasing and compelling evidence that interdisciplinary training improves health outcomes (IOM, 2001). This article describes a social work education program that incorporates an Interprofessional education and leadership curriculum for Maternal and Child Health Social Work (MCHSW) at the University of Maryland's School of Social Work. The University of Maryland's Interprofesisonal Training Model is described along with the components needed to formulate an interdisciplinary learning experience. Various outcomes and lessons learned are discussed.

  5. Next Generation Leadership Improving Acquisition Program Management Development

    Science.gov (United States)

    2013-02-14

    TE AIR WAR COLLEGE AIR UNIVERSITY NEXT GENERATION LEADERSHIP IMPROVING ACQUISITION PROGRAM MANAGEMENT DEVELOPMENT by Jeffrey C. Sobel, Lt...strengths and weaknesses in the current Air Force acquisition leader development process. To improve program manager training, this paper recommends...the existing Air Force Mentorship Program to ensure young program managers are matched with experienced senior leaders . Mentor/Teach requires

  6. An Experimental Test of the LEADER MATCH Training Program.

    Science.gov (United States)

    Frost, Dean E.

    Fiedler's Contingency Model of Leadership Effectiveness, which asserts that leadership effectiveness is a function of leadership style and situational context, is the basis for a leadership training program called Leader Match. This study attempts to replicate previous research which has demonstrated improved performance attributable to the Leader…

  7. The university of queensland medical leadership program: a case study.

    Science.gov (United States)

    Knowles, Lynnette; O'Dowd, Corina; Hewett, David G; Schafer, Jennifer; Fracgp, Dranzcog; Wilkinson, David

    2012-01-01

    Changes in modern healthcare's provision, complexity, and workforce demands provide a compelling rationale for an increasing emphasis on leadership development at all levels of training within the medical profession. Undergraduate medical education has traditionally focused on the development of clinical acumen with little emphasis on the development of leadership skills or on the operational and systemic issues surrounding healthcare delivery. Incorporating leadership education and competencies presents a number of challenges to medical schools, including defining the subject area, determining the specific skills and knowledge bases that should constitute the basis of the program, and optimizing training to be integrated into the existing clinical curriculum. We present a case study of the Medical Leadership Program at The University of Queensland School of Medicine that runs concurrent to the undergraduate medical degree. We outline the inception of the program, its aims, participant selection, and program components and reflect on the program to date.

  8. Developing Program of Creative Leadership for School Administrators

    Directory of Open Access Journals (Sweden)

    Wattana Pakika

    2017-11-01

    Full Text Available The purposes of the research were 1 to investigate components and indicators for creating creative leadership of school administrators, 2 to analyze current conditions, strategies and needs for creating the leadership,3 to develop a program for fostering creative leadership for school administrators and 4 to evaluate results of the program implementation. The research methodology was divided into 4 phases: 1 study of components and indicators for creative leadership from seven experts, 2 analysis of current situation and strategies for developing creative leadership program based on the data collected from 1,225 sample subjects, 3 design of a creative leadership program for school administrators assessed by seven experts, and 4 implementation of the program to ten school administrators. The thirty key informants for the leadership development program consisted of school administrators, academicians, and chairmen of the basic education committee. The statistics using for data analysis included the percentage, mean, standard deviation, modified priority needs index (PNImodified, and t-test. The results of the research were as follows: 1 The findings indicted that there were four key components, each comprising several indicators. These components and indicators for creative leadership consisted of imagination with three indicators: creative ideas, humor and a problem-solving, flexibility with three indicators: independent thinking ability, adaptability, and modernization/ acceptance of new ideas ; vision with three indicators: creation, promotion and implementation and trustworthiness with three indicators: extroversion, confidence and support for others.2 the overall condition of the creative leadership of school administrators was at a high level, and the overall need of the school administrators for creating creative leadership was at the highest level. Four strategies regarding of creating creative leadership were training, self study, field

  9. Effects of Masters in Governance Training and School Board Leadership

    Science.gov (United States)

    Murray, Rocky

    2013-01-01

    The purpose of the study was to determine how the California School Board Association's (CSBA) Masters in Governance (MIG) training program leads to more effective school board leadership and governance. This study employed the framework of authors Lee Bolman and Terrence Deal, the CSBA, and the Lighthouse Inquiry of the Iowa Association of School…

  10. Assessment of leadership training needs of internal medicine residents at the Massachusetts General Hospital.

    Science.gov (United States)

    Fraser, Traci N; Blumenthal, Daniel M; Bernard, Kenneth; Iyasere, Christiana

    2015-07-01

    Internal medicine (IM) physicians, including residents, assume both formal and informal leadership roles that significantly impact clinical and organizational outcomes. However, most internists lack formal leadership training. In 2013 and 2014, we surveyed all rising second-year IM residents at a large northeastern academic medical center about their need for, and preferences regarding, leadership training. Fifty-five of 113 residents (49%) completed the survey. Forty-four residents (80% of respondents) reported a need for additional formal leadership training. A self-reported need for leadership training was not associated with respondents' gender or previous leadership training and experience. Commonly cited leadership skill needs included "leading a team" (98% of residents), "confronting problem employees" (93%), "coaching and developing others" (93%), and "resolving interpersonal conflict" (84%). Respondents preferred to learn about leadership using multiple teaching modalities. Fifty residents (91%) preferred to have a physician teach them about leadership, while 19 (35%) wanted instruction from a hospital manager. IM residents may not receive adequate leadership development education during pregraduate and postgraduate training. IM residents may be more likely to benefit from leadership training interventions that are physician-led, multimodal, and occur during the second year of residency. These findings can help inform the design of effective leadership development programs for physician trainees.

  11. Learning and Leadership: Evaluation of an Australian Rural Leadership Program

    Science.gov (United States)

    Madsen, Wendy; O'Mullan, Cathy; Keen-Dyer, Helen

    2014-01-01

    Leadership programs have been extensively promoted in rural communities in Australia. However, few have been evaluated. The results of the evaluation of a rural leadership program provided in this paper highlight the need for adult learning theories to be more overtly identified and utilised as the basis of planning and implementing leadership…

  12. School leadership training in China : a cultural perspective

    OpenAIRE

    Li, Fuhui

    2007-01-01

    Since 1990 school leadership training has been conducted in China with full funding from government. To attend Qualification Training (pre-service training) and Enhancement Training (in-service training) is both a right and obligation of school principals in China. Principals of Key Schools have extra privilege to receive Advanced Training of school leadership. This thesis investigates three aspects of school leadership training in China, i.e. its organization, curriculum and evaluation. ...

  13. Leadership training for radiologists: a survey of opportunities and participants in MBA and MPH programs by medical students, residents, and current chairpersons.

    Science.gov (United States)

    Baker, Stephen; Daginawala, Naznin

    2011-08-01

    The aim of this study was to determine opportunities for students and trainees to obtain an MPH or MBA degree during either medical school or radiology residency and to determine the prevalence of such degree possession by chairpersons in radiology. All allopathic medical schools in the United States were surveyed to chart the number of MD/MPH and MD/MBA degree programs available to students. Program directors were contacted to assess the number of MPH or MBA courses of study administratively related to their residencies. Also, an e-mail survey was sent to all members of the Society of Chairs of Academic Radiology Departments inquiring whether each chairperson had earned an additional degree. Currently, 81 allopathic medical schools in the United States offer MD/MPH degrees, and 52 offer MD/MBA degrees. Six residencies provide access to MPH programs, and 3 residencies provide the opportunity to pursue an MBA in conjunction with residency. Of these, only 1 MPH program and no MBA programs had trainees enrolled at present. Twenty-six percent of the chairpersons surveyed possessed advanced degrees other than MDs. There has been rapid growth in the number of MD/MPH and MD/MBA programs available to medical students. However, there is a scarcity of similar programs accessible to trainees during or just after residency training. To assist motivated radiologists interested in leading our profession, opportunities should expand both in formal degree-granting programs and through certificate-sanctioned course series to address relevant issues of leadership and management pertinent to our specialty. Copyright © 2011 American College of Radiology. Published by Elsevier Inc. All rights reserved.

  14. National Survey Regarding the Importance of Leadership in PGY1 Pharmacy Practice Residency Training.

    Science.gov (United States)

    Cho, Jonathan C; Girnys, Jonathan P

    2015-11-01

    Leadership is considered a professional obligation for all pharmacists. It is important to integrate leadership training in residency programs to meet the leadership needs and requirements of the profession. To evaluate the importance of leadership development during postgraduate year 1 (PGY1) pharmacy practice residency training as perceived by new practitioners. A 15-question online survey was distributed to residency-trained new practitioners to assess (1) amount of time dedicated to leadership training during residency training, (2) different leadership tools utilized, (3) residents' participation in various committees or councils, (4) perceived benefit of increased leadership training, (5) importance of having a mentor, (6) understanding of the residency organization's strategic objectives, (7) discussion of Pharmacy Practice Model Initiative (PPMI) during residency training, and (8) adequacy of leadership training in preparation to become a pharmacy practice leader. Although the majority of resident respondents had less than 20% of their residency devoted to leadership, nearly all survey participants acknowledged that leadership is an important component of PGY1 residency training. Residents agreed that their residency experience would have benefited from increased leadership opportunities. Most residents were knowledgeable about their organization's strategic objectives but did not have a full understanding of pharmacy initiatives such as the PPMI. Feedback from residents indicates that an optimal dedication to leadership training would range between 20% and 30% of the residency year. Increased focus on PPMI, mentorship, and expanded use of leadership tools can serve as a way to help meet the future leadership needs of the pharmacy profession and help to better prepare residents to become pharmacy practice leaders.

  15. Leadership.

    Science.gov (United States)

    O'Keeffe, Daniel F

    2012-12-01

    To discuss leadership. Leadership in healthcare has many similarities to other industries. Given that now is a time of great transition in healthcare, leadership in healthcare is needed now more than ever from physicians. However, physicians have never had much training in leadership. This primer aims to give an overview of some basics of leadership and resources to begin the path to leadership.

  16. The relationship of training and education to leadership practices in frontline nurse leaders.

    Science.gov (United States)

    Kelly, Lesly A; Wicker, Teri L; Gerkin, Richard D

    2014-03-01

    Although organizations strive to develop transformational leaders, frontline nurse managers and directors are often inadequately prepared and lack transformational leadership (TL) behaviors. To examine the relationship of TL practices, nurse characteristics, and formal leadership training of frontline nurse leaders in a large health system. A survey of 512 frontline nurse leaders in 23 hospitals assessed demographic characteristics, the amount of leadership training received, and self-perceived leadership behaviors, measured through the Leadership Practices Inventory. Formal training influences only 1 component of TL behaviors, helping train leaders to model the way for their employees. Increasing a nurse leader's level of formal education has a significant effect in improving overall TL practices and behaviors that inspire a shared vision and challenge the process. To build transformational frontline nurse leaders, organizations should balance formal leadership training programs with advanced degree attainment to encourage leaders to envision and challenge the future.

  17. Designing Academic Leadership Minor Programs: Emerging Models

    Science.gov (United States)

    Diallo, Lamine; Gerhardt, Kris

    2017-01-01

    With a growing number of leadership programs in universities and colleges in North America, leadership educators and researchers are engaged in a wide ranging dialogue to propose clear processes, content, and designs for providing academic leadership education. This research analyzes the curriculum design of 52 institutions offering a "Minor…

  18. Impact of a Student Leadership Development Program

    Science.gov (United States)

    Tran-Johnson, Jennifer

    2013-01-01

    Objective. To assess the effectiveness of the Student Leadership Development Series (SLDS), an academic-year--long, co-curricular approach to developing leadership skills in pharmacy students. Design. Participants met once per month for activities and a college-wide guest speaker session. Students also completed monthly forms regarding what they had learned, participated in poster presentations, and created a personal leadership platform. Assessment. One hundred twenty-three students participated in the program between 2008 and 2013. On monthly evaluation forms and a summative evaluation, students indicated that the program helped them feel prepared for leadership opportunities and increased their desire to pursue leadership. They valued interacting with pharmacy leaders from the community and learning how they could distinguish themselves as leaders. Conclusions. The SLDS provided pharmacy students with an opportunity to explore personal leadership styles and develop broader understanding of leadership, and increased their desire to pursue leadership positions in the future. PMID:24371349

  19. Impact of a student leadership development program.

    Science.gov (United States)

    Chesnut, Renae; Tran-Johnson, Jennifer

    2013-12-16

    To assess the effectiveness of the Student Leadership Development Series (SLDS), an academic-year--long, co-curricular approach to developing leadership skills in pharmacy students. Participants met once per month for activities and a college-wide guest speaker session. Students also completed monthly forms regarding what they had learned, participated in poster presentations, and created a personal leadership platform. One hundred twenty-three students participated in the program between 2008 and 2013. On monthly evaluation forms and a summative evaluation, students indicated that the program helped them feel prepared for leadership opportunities and increased their desire to pursue leadership. They valued interacting with pharmacy leaders from the community and learning how they could distinguish themselves as leaders. The SLDS provided pharmacy students with an opportunity to explore personal leadership styles and develop broader understanding of leadership, and increased their desire to pursue leadership positions in the future.

  20. Improving Organizational Learning through Leadership Training

    Science.gov (United States)

    Hasson, Henna; von Thiele Schwarz, Ulrica; Holmstrom, Stefan; Karanika-Murray, Maria; Tafvelin, Susanne

    2016-01-01

    Purpose: This paper aims to evaluate whether training of managers at workplaces can improve organizational learning. Managers play a crucial role in providing opportunities to employees for learning. Although scholars have called for intervention research on the effects of leadership development on organizational learning, no such research is…

  1. Good medical leadership assessed by doctors in training

    OpenAIRE

    Viitanen, Elina; Mikkola, Leena; Parviainen, Heli

    2015-01-01

    Introduction: Medical leadership has only recently begun to be part of common medical terminology. Medical leadership consists of fully trained physicians occupying management positions relevant to practice of medicine. The need to further develop leadership skills of physicians has opened up a discussion to increase leadership studies also in medical training. Methods: Essays on good medical leadership and doctors as leaders in healthcare organizations. The essa...

  2. Privacy Training Program

    Science.gov (United States)

    Recognizing that training and awareness are critical to protecting agency Personally Identifiable Information (PII), the EPA is developing online training for privacy contacts in its programs and regions.

  3. An ethical leadership program for nursing unit managers.

    Science.gov (United States)

    Jeon, Sang Hee; Park, Mihyun; Choi, Kyungok; Kim, Mi Kyoung

    2017-12-19

    The aims of this study were to evaluate the effect of an ethical leadership program (ELP) on ethical leadership, organizational citizenship behavior (OCB), and job outcomes of nursing unit managers (UMs) and to examine changes in staff nurses' perception about UMs' EL, OCB, job outcomes, and ethical work environments (EWEs) post-ELP. A quasi-experimental (pre- and post-test design) study conducted six-month intervention (ELP) using self-reported UM survey (n=44), and staff nurses (n=158) were randomly extracted by two steps. The Korean version of Ethical Leadership at Work for UMs' self-ethical leadership, the Ethical Leadership Scale for staff nurses' perceived ethical leadership, a 19-item OCB scale, and six dimensions of the medium-sized Copenhagen Psychosocial Questionnaire II for job outcomes and EWEs were administered at baseline and post-intervention. UMs' ethical leadership scores differed significantly over time in people orientation (p=0.041) and concern for ethical leadership sustainability (p=0.002) adjusting for UM experience duration and nursing unit type. Total mean and level of power-sharing of ethical leadership among UMs with <5years of UM experience improved significantly over time. Of staff nurses' perception changes about UMs' ethical leadership, OCB, job outcomes, and EWEs, significant improvement over time appeared only in EWEs' work influence level (p=0.007). This study provides useful information for clinical ELP development and examining the program's effect on leadership skills and followers' outcomes. Program facilitation relies on practical training methods, participant motivation, and assessment outcome designs by controlling clinical confounding factors. Findings have implications as an attempt for intervention to promote competencies related to ethical leadership of nursing unit managers. Copyright © 2017 Elsevier Ltd. All rights reserved.

  4. Developing leadership in nursing: the impact of education and training.

    Science.gov (United States)

    Curtis, Elizabeth A; Sheerin, Fintan K; Vries, Jan de

    This is the second of two articles on developing leadership in nursing; this article explores the role and impact of training and education on nursing leadership. Nursing leadership education has been identified as much needed, and can be provided by universities (at Masters, diploma and certificate levels), healthcare organizations or hospitals. Research demonstrates that where leadership has been effectively taught and integrated into nursing, it has a positive impact on nurses' leadership skills and practice. It is suggested that healthcare organizations continue to develop and support leadership training, while also seeking ways of maintaining and promoting leadership development in practice.

  5. 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

  6. Technical Leadership Development Program- Year 4

    Science.gov (United States)

    2013-02-28

    Replace   ‘Enterprise   Questions’   with   individual   Technical   Leadership   White   Paper   submissions   by   each...UNCLASSIFIED Contract Number: H98230-08-D-0171 WHS TOO009 RT0004 Report No. SERC-2013-TR-013-4 28 February 2013 1 Technical Leadership ...SUBTITLE Technical Leadership Development Program- Year 4 5a. CONTRACT NUMBER H98230-08-D-0171 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6

  7. 34 CFR 642.10 - Activities the Secretary assists under the Training Program.

    Science.gov (United States)

    2010-07-01

    ... Secretary assists under the Training Program. (a) A Training Program project trains the staff and leadership... sources. (3) The design and operation of model Federal TRIO Program projects. (Authority: 20 U.S.C. 1070a...

  8. Work Program. Fiscal Year 1969 for The Department of the Army. Research and Development in Training, Motivation, and Leadership

    Science.gov (United States)

    1969-01-01

    9 REALISTIC Determin ni of Reainq, Listening, and Arithmetic Skils Required for Moior Milituiy Occupational Specialties ......... 13 V SKILLCON...job requiremeits in these skills, and (2) developing technique.; for improving literacy skills through training. In addition, manpower pools for a given...job requirements in these skills, and (2) developing techniques for improving literacy skills through training. In addition, manpower pools for a

  9. The Role of Motivation to Lead for Leadership Training Effectiveness

    Science.gov (United States)

    Stiehl, Sibylle K.; Felfe, Jörg; Elprana, Gwen; Gatzka, Magdalena B.

    2015-01-01

    In this study, the construct of motivation to lead (MtL) is considered as a predictor of leadership training effectiveness. MtL, the individual preference to take on leadership roles, is a motivation that specifically relates to the content of leadership training. A total of 132 managers participated in a longitudinal follow-up study. The…

  10. Towards distributed leadership in vocational education and training schools

    NARCIS (Netherlands)

    Bouwmans, M.H.C.F.; Runhaar, P.R.; Wesselink, R.; Mulder, M.

    2017-01-01

    Complex educational innovations in vocational education and training (VET) schools require teamwork and distributed leadership so that team members are enabled to contribute based on their expertise. The literature suggests that distributed leadership is affected by formal leaders’ and teachers’

  11. Development Of Implicit Leadership Theories Prior To Training Or Employment

    National Research Council Canada - National Science Library

    Dean E. Frost

    2016-01-01

      This empirical study explored the development of implicit leadership theories among 16 to 18 year-old students in secondary schools prior to any formal leadership training or full-time employment...

  12. Leadership behaviors of athletic training leaders compared with leaders in other fields.

    Science.gov (United States)

    Laurent, Timothy G; Bradney, Debbie A

    2007-01-01

    Athletic trainers are in positions of leadership. To determine self-reported leadership practices of head athletic trainers (HATCs) and program directors (PDs). Cross-sectional study. Respondents' academic institutions. A total of 238 athletic training leaders completed the Leadership Practices Inventory. Of these, 50.4% (n = 120) were HATCs and 49.6% (n = 118) were PDs; 69.3% (n = 165) were men and 30.7% (n = 73) were women; almost all respondents (97.1%, n = 231) were white. Respondents typically reported having 11 to 15 years of experience as an athletic trainer (n = 57, 23.9%) and being between the ages of 30 and 39 years (n = 109, 45.8%). Categories of leadership behaviors (ie, Model, Inspire, Challenge, Encourage, and Enable) were scored from 1 (almost never) to 10 (almost always). Item scores were summed to compute mean category scores. We analyzed demographic information; used t ratios to compare the data from athletic training leaders (PDs and HATCs) with normative data; compared sex, age, position, ethnicity, and years of experience with leadership practices; and computed mean scores. Athletic training leaders reported using leadership behaviors similar to those of other leaders. The PDs reported using inspiring, challenging, enabling, and encouraging leadership behaviors more often than did the HATCs. No differences were found by ethnicity, age, years of experience, or leadership practices. Athletic training leaders are transformational leaders. Athletic training education program accreditation requirements likely account for the difference in leadership practices between PDs and HATCs.

  13. The UNC-CH MCH Leadership Training Consortium: building the capacity to develop interdisciplinary MCH leaders.

    Science.gov (United States)

    Dodds, Janice; Vann, William; Lee, Jessica; Rosenberg, Angela; Rounds, Kathleen; Roth, Marcia; Wells, Marlyn; Evens, Emily; Margolis, Lewis H

    2010-07-01

    This article describes the UNC-CH MCH Leadership Consortium, a collaboration among five MCHB-funded training programs, and delineates the evolution of the leadership curriculum developed by the Consortium to cultivate interdisciplinary MCH leaders. In response to a suggestion by the MCHB, five MCHB-funded training programs--nutrition, pediatric dentistry, social work, LEND, and public health--created a consortium with four goals shared by these diverse MCH disciplines: (1) train MCH professionals for field leadership; (2) address the special health and social needs of women, infants, children and adolescents, with emphasis on a public health population-based approach; (3) foster interdisciplinary practice; and (4) assure competencies, such as family-centered and culturally competent practice, needed to serve effectively the MCH population. The consortium meets monthly. Its primary task to date has been to create a leadership curriculum for 20-30 master's, doctoral, and post-doctoral trainees to understand how to leverage personal leadership styles to make groups more effective, develop conflict/facilitation skills, and identify and enhance family-centered and culturally competent organizations. What began as an effort merely to understand shared interests around leadership development has evolved into an elaborate curriculum to address many MCH leadership competencies. The collaboration has also stimulated creative interdisciplinary research and practice opportunities for MCH trainees and faculty. MCHB-funded training programs should make a commitment to collaborate around developing leadership competencies that are shared across disciplines in order to enhance interdisciplinary leadership.

  14. Advancing MCH Interdisciplinary/Interprofessional Leadership Training and Practice Through a Learning Collaborative.

    Science.gov (United States)

    McHugh, Meaghan C; Margolis, Lewis H; Rosenberg, Angela; Humphreys, Elizabeth

    2016-11-01

    Purpose The Interdisciplinary Leadership Learning Collaborative (ILLC), under the sponsorship of AUCD and the Maternal and Child Health Bureau, brought together six teams, composed of 14 MCHB and UCEDD training programs to enhance their leadership training. Description Using adult learning principles, interactive training methods, and skill-focused learning, the ILLC built upon the evidence-based Interdisciplinary Leadership Development Program of the University of North Carolina at Chapel Hill. The program began with a 4-day on-site intensive and then continued through monthly conference calls, a mid-term on-site workshop, and a summary virtual workshop to present programmatic accomplishments and share plans for sustainability. Coaching/consultation for the teams around particular challenges was also part of the program. Assessment All teams reported enhancements in intentional leadership training, threading of leadership concepts across clinical, didactic, and workshop settings, and new collaborative partnerships for leadership training. Teams also identified a number of strategies to increase sustainability of their intentional leadership training efforts. Conclusion for Practice The learning collaborative is a productive model to address the growing need for interdisciplinary MCH leaders.

  15. Progress toward improved leadership and management training in pathology.

    Science.gov (United States)

    Weiss, Ronald L; Hassell, Lewis A; Parks, Eric R

    2014-04-01

    Competency gaps in leadership and laboratory management skills continue to exist between what training programs deliver and what recent graduates and future employers expect. A number of recent surveys substantiate this. Interest in delivering content in these areas is challenged by time constraints, the presence of knowledgeable faculty role models, and the necessary importance placed on diagnostic skills development, which overshadows any priority trainees have toward developing these skills. To describe the problem, the near-future horizon, the current solutions, and the recommendations for improving resident training in laboratory management. The demands of new health care delivery models and the value being placed on these skills by the Pathology Milestones and Next Accreditation System initiative of the Accreditation Council for Graduate Medical Education for training programs emphasizes their importance. This initiative includes 6 milestone competencies in laboratory management. Organizations like the American Society for Clinical Pathology, the American Pathology Foundation, the College of American Pathologists, and the Association of Pathology Chairs Program Directors Section recognize these competencies and are working to create new tools for training programs to deploy. It is our recommendation that (1) every training program develop a formal educational strategy for management training, (2) greater opportunity and visibility be afforded for peer-reviewed publications on management topics in mainstream pathology literature, and (3) pathology milestones-oriented tools be developed to assist program directors and their trainees in developing this necessary knowledge and skills.

  16. Developing Program Management Leadership for Acquisition Reform

    Science.gov (United States)

    2011-04-30

    mêçÅÉÉÇáåÖë= çÑ=íÜÉ= bfdeqe=^kkr^i=^`nrfpfqflk== obpb^o`e=pvjmlpfrj== qeropa^v=pbppflkp== slirjb ff Developing Program Management Leadership for...4. TITLE AND SUBTITLE Developing Program Management Leadership for Acquisition Reform 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT...Developing Program  Management   Leadership   for Acquisition Reform    The 8th Annual Acquisition Research Symposium Panel #20: Investing in People

  17. Report to the Legislature: School Leadership Academies Training Initiative. Line Item 7061-9411

    Science.gov (United States)

    Nellhaus, Jeffrey

    2008-01-01

    The "Report to the Legislature: School Leadership Academies Training Initiative" is submitted pursuant to Chapter 61 of the Acts of 2007, line item 7061-941. In FY 08, the legislature appropriated $1 million to support the second year of a program to develop and implement School Leadership Academies for principals and superintendents to…

  18. Leadership Development Programs at Academic Health Centers: Results of a National Survey.

    Science.gov (United States)

    Lucas, Raymond; Goldman, Ellen F; Scott, Andrea R; Dandar, Valerie

    2018-02-01

    To identify the prevalence and characteristics of faculty leadership development programs (LDPs) offered by North American academic health centers (AHCs) and to uncover gaps in leadership training. Faculty development/affairs deans of the 161 Association of American Medical Colleges member schools were surveyed in 2015 on their approach to faculty leadership training. For AHCs delivering their own training, the survey included questions about LDP participants, objectives, curriculum, delivery, resources, and evaluation. The literature on leadership and leadership development was used to develop a taxonomy of leadership competencies, which formed the basis of the survey questions related to program content. Survey results were analyzed with descriptive statistics and chi-square analysis for categorical data. Of the 94 respondents (response rate 58%), 93 provided some form of leadership training and 61 provided a formal internal faculty LDP. Content was variable and rarely based on a specific leadership competency model. Although programs described innovative approaches to learning, lectures and case discussions were the predominant approaches. Evaluation beyond participant satisfaction was uncommon. Faculty LDPs were common, with some programs describing elements informed by the leadership literature. However, nationally programs can improve by basing content on a leadership competency model, incorporating multiple approaches to teaching, and implementing more rigorous program evaluation.

  19. Building interdisciplinary leadership skills among health practitioners in the 21st century: an innovative training model

    OpenAIRE

    Preeti eNegandhi; Himanshu eNegandhi; Ritika eTiwari; Kavya eSharma; Zodpey, Sanjay P.; Zahiruddin eQuazi; Abhay eGaidhane; Jayalakshmi eN.; Meenakshi eGijare; Rajiv eYeravdekar

    2015-01-01

    Transformational learning is the focus of 21st century global educational reforms. In India there is a need to amalgamate the skills and knowledge of medical, nursing and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners, and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nur...

  20. 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,…

  1. Work Program. Fiscal Year 1972 for The Department of the Army. Research and Development in Training, Motivation, and Leadership

    Science.gov (United States)

    1971-07-01

    Fourteen Worh Units are scheduled for completion during FY 1972 (APSTRAT, DEBRIEF, EDGE, FOLLOWTHRU, JOBGOAL, JOBLIT, MACT, OC LEADER, I, PREVENT, READNEED...a selective process. If, on the other hand , men from both parts of the distribution-~effective and ineffective short-termers-remain, it could be...and intensity of simulation, (b) performance requirements, and (c) modification of perception through training: Completed. Il. Survey of problems in

  2. Leadership and Management: Techniques and Principles for Athletic Training

    OpenAIRE

    Nellis, Stephen M.

    1994-01-01

    Leadership and management have become topics of recent interest in athletic training. These skills are distinct from each other and are vital to a successful and efficient athletic training room. Leadership is an influence relationship, while management is an authority relationship. Leadership is concerned with knowing yourself, your staff, your profession, and how to apply people skills. Management is concerned with organization, communication, and the development of your athletic training f...

  3. Implementing Health-Promoting Leadership in Municipal Organizations: Managers’ Experiences with a Leadership Program

    Directory of Open Access Journals (Sweden)

    Robert Larsson

    2015-03-01

    Full Text Available The aim of this study was to analyze how line and middle managers experience and describe barriers and enablers in the implementation of a health-promoting leadership program in municipal organizations. A qualitative case study design was applied to examine the leadership program in a case involving implementation of an organizational health intervention. Data were mainly collected using semi-structured interviews with line and middle managers participating in the leadership program. Interviews with senior managers, notes from meetings/workshops, and written action plans were used as complementary data. The interview data were analyzed using a thematic analysis, and the complementary data using a summative content analysis. The findings show that the interviewed line and middle managers experienced this leadership program as a new approach in leadership training because it is based primarily on employee participation. Involvement and commitment of the employees was considered a crucial enabler in the implementation of the leadership program. Other enablers identified include action plans with specific goals, earlier experiences of organizational change, and integration of the program content into regular routines and structures. The line and middle managers described several barriers in the implementation process, and they described various organizational conditions, such as high workload, lack of senior management support, politically initiated projects, and organizational change, as challenges that limited the opportunities to be drivers of change. Taken together, these barriers interfered with the leadership program and its implementation. The study contributes to the understanding of how organizational-level health interventions are implemented in public sector workplaces.

  4. Higher Education Leadership Graduate Program Development

    Science.gov (United States)

    Freeman, Sydney, Jr.; Chambers, Crystal Renée; Newton, Rochelle

    2016-01-01

    Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

  5. Leadership and management: techniques and principles for athletic training.

    Science.gov (United States)

    Nellis, S M

    1994-12-01

    Leadership and management have become topics of recent interest in athletic training. These skills are distinct from each other and are vital to a successful and efficient athletic training room. Leadership is an influence relationship, while management is an authority relationship. Leadership is concerned with knowing yourself, your staff, your profession, and how to apply people skills. Management is concerned with organization, communication, and the development of your athletic training facility's mission. By applying good management and leadership skills, you can implement your mission statement, evaluate your results, and improve the performance of your athletic training facility.

  6. Leadership and Management: Techniques and Principles for Athletic Training

    Science.gov (United States)

    Nellis, Stephen M.

    1994-01-01

    Leadership and management have become topics of recent interest in athletic training. These skills are distinct from each other and are vital to a successful and efficient athletic training room. Leadership is an influence relationship, while management is an authority relationship. Leadership is concerned with knowing yourself, your staff, your profession, and how to apply people skills. Management is concerned with organization, communication, and the development of your athletic training facility's mission. By applying good management and leadership skills, you can implement your mission statement, evaluate your results, and improve the performance of your athletic training facility. PMID:16558296

  7. Leadership Development Program Final Project

    Science.gov (United States)

    Parrish, Teresa C.

    2016-01-01

    TOSC is NASA's prime contractor tasked to successfully assemble, test, and launch the EM1 spacecraft. TOSC success is highly dependent on design products from the other NASA Programs manufacturing and delivering the flight hardware; Space Launch System(SLS) and Multi-Purpose Crew Vehicle(MPCV). Design products directly feed into TOSC's: Procedures, Personnel training, Hardware assembly, Software development, Integrated vehicle test and checkout, Launch. TOSC senior management recognized a significant schedule risk as these products are still being developed by the other two (2) programs; SVE and ACE positions were created.

  8. Building interdisciplinary leadership skills among health practitioners in the 21st century: an innovative training model

    Directory of Open Access Journals (Sweden)

    Preeti eNegandhi

    2015-10-01

    Full Text Available Transformational learning is the focus of 21st century global educational reforms. In India there is a need to amalgamate the skills and knowledge of medical, nursing and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners, and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nursing and public health institutions partnered in this endeavour. An exhaustive literature search was undertaken to identify leadership competencies in these three professions. Published evidence was utilized in searching for the need for interdisciplinary training of health practitioners, including current scenarios in inter-professional health education and the key competencies required. The interdisciplinary leadership competencies identified were: self-awareness, vision, self-regulation, motivation, decisiveness, integrity, interpersonal communication skills, strategic planning, team-building, innovation and being an effective change agent. Subsequently, a training program was developed and three training sessions were piloted with 66 participants. Each cohort comprised of a mix of participants from different disciplines. The pilot training guided the development of a training model for building interdisciplinary leadership skills and organizing interdisciplinary leadership workshops. The need for interdisciplinary leadership competencies is recognized. The long-term objective of the training model is integration into the regular medical, nursing and public health curricula, with the aim of developing interdisciplinary leadership skills among them. Although challenging, formal incorporation of leadership skills into health professional education is possible within the interdisciplinary classroom setting using principles of transformative learning.

  9. Adaptive thinking & leadership simulation game training for special forces officers.

    Energy Technology Data Exchange (ETDEWEB)

    Raybourn, Elaine Marie; Mendini, Kip (USA JFKSWCS DOTD, Ft. Bragg, NC); Heneghan, Jerry; Deagle, Edwin (USA JFKSWCS DOTD, Ft. Bragg, NC)

    2005-07-01

    Complex problem solving approaches and novel strategies employed by the military at the squad, team, and commander level are often best learned experimentally. Since live action exercises can be costly, advances in simulation game training technology offer exciting ways to enhance current training. Computer games provide an environment for active, critical learning. Games open up possibilities for simultaneous learning on multiple levels; players may learn from contextual information embedded in the dynamics of the game, the organic process generated by the game, and through the risks, benefits, costs, outcomes, and rewards of alternative strategies that result from decision making. In the present paper we discuss a multiplayer computer game simulation created for the Adaptive Thinking & Leadership (ATL) Program to train Special Forces Team Leaders. The ATL training simulation consists of a scripted single-player and an immersive multiplayer environment for classroom use which leverages immersive computer game technology. We define adaptive thinking as consisting of competencies such as negotiation and consensus building skills, the ability to communicate effectively, analyze ambiguous situations, be self-aware, think innovatively, and critically use effective problem solving skills. Each of these competencies is an essential element of leader development training for the U.S. Army Special Forces. The ATL simulation is used to augment experiential learning in the curriculum for the U.S. Army JFK Special Warfare Center & School (SWCS) course in Adaptive Thinking & Leadership. The school is incorporating the ATL simulation game into two additional training pipelines (PSYOPS and Civil Affairs Qualification Courses) that are also concerned with developing cultural awareness, interpersonal communication adaptability, and rapport-building skills. In the present paper, we discuss the design, development, and deployment of the training simulation, and emphasize how the

  10. Impact of a Student Leadership Development Program

    National Research Council Canada - National Science Library

    Shanise Wallace

    2014-01-01

      [...]in a program designed to promote student leadership, it would be optimal to have not only objectives for creating goals and actions plans, but also to establish objectives for identifying problems...

  11. Experiences and Outcomes of a Women's Leadership Development Program: A Phenomenological Investigation

    Science.gov (United States)

    Brue, Krystal L.; Brue, Shawn A.

    2016-01-01

    Women's leadership training programs provide organizations opportunities to value women leaders as organizational resources. This qualitative research utilized phenomenological methodology to examine lived experiences of seven alumni of a women's-only leadership program. We conducted semi-structured interviews to clarify what learning elements…

  12. Building leadership capacity to prevent and control noncommunicable diseases: evaluation of an international short-term training program for program managers from low- and middle-income countries.

    Science.gov (United States)

    Erzse, Agnes; Bovet, Pascal; Paccaud, Fred; Chestnov, Oleg; Banatvala, Nicholas

    2017-09-01

    To assess the impact of a 1-week training seminar jointly developed and conducted by the World Health Organization and the University Institute of Social and Preventive Medicine of Lausanne targeting senior policy-makers in low- and middle-income countries on public health aspects of noncommunicable diseases (NCDs). A short qualitative questionnaire was emailed to all participants to one of the nine seminars organized between 2010 and 2015. From the 195 participants from 96 different countries, 122 (63%) completed the questionnaire. Among them, 87% reported that the seminar made a positive contribution to their professional development and 48% said it helped strengthening their national NCD program. All respondents remained directly or indirectly involved in NCD work. A frequent suggestion was that similar seminars are developed in their region or country. The evaluation strongly suggests that this short-term seminar had positive impact on both participants' personal development and the organization they worked for. There is a demand for organizing similar seminars at regional/country levels to support NCD prevention and control programs.

  13. Leadership development programs for physicians: a systematic review.

    Science.gov (United States)

    Frich, Jan C; Brewster, Amanda L; Cherlin, Emily J; Bradley, Elizabeth H

    2015-05-01

    Physician leadership development programs typically aim to strengthen physicians' leadership competencies and improve organizational performance. We conducted a systematic review of medical literature on physician leadership development programs in order to characterize the setting, educational content, teaching methods, and learning outcomes achieved. Articles were identified through a search in Ovid MEDLINE from 1950 through November 2013. We included articles that described programs designed to expose physicians to leadership concepts, outlined teaching methods, and reported evaluation outcomes. A thematic analysis was conducted using a structured data entry form with categories for setting/target group, educational content, format, type of evaluation and outcomes. We identified 45 studies that met eligibility criteria, of which 35 reported on programs exclusively targeting physicians. The majority of programs focused on skills training and technical and conceptual knowledge, while fewer programs focused on personal growth and awareness. Half of the studies used pre/post intervention designs, and four studies used a comparison group. Positive outcomes were reported in all studies, although the majority of studies relied on learner satisfaction scores and self-assessed knowledge or behavioral change. Only six studies documented favorable organizational outcomes, such as improvement in quality indicators for disease management. The leadership programs examined in these studies were characterized by the use of multiple learning methods, including lectures, seminars, group work, and action learning projects in multidisciplinary teams. Physician leadership development programs are associated with increased self-assessed knowledge and expertise; however, few studies have examined outcomes at a system level. Our synthesis of the literature suggests important gaps, including a lack of programs that integrate non-physician and physician professionals, limited use of more

  14. Management training effects on nurse manager leadership behavior.

    Science.gov (United States)

    Johnson, K R; D'Argenio, C

    1991-01-01

    Costly organization-based leadership/management development training gives little evidence that such training affects long-term changes in nurse manager leader style adaptability in meeting situations and staff needs.

  15. Building Interdisciplinary Leadership Skills among Health Practitioners in the Twenty-First Century: An Innovative Training Model.

    Science.gov (United States)

    Negandhi, Preeti; Negandhi, Himanshu; Tiwari, Ritika; Sharma, Kavya; Zodpey, Sanjay P; Quazi, Zahiruddin; Gaidhane, Abhay; Jayalakshmi N; Gijare, Meenakshi; Yeravdekar, Rajiv

    2015-01-01

    Transformational learning is the focus of twenty-first century global educational reforms. In India, there is a need to amalgamate the skills and knowledge of medical, nursing, and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nursing, and public health institutions partnered in this endeavor. An exhaustive literature search was undertaken to identify leadership competencies in these three professions. Published evidence was utilized in searching for the need for interdisciplinary training of health practitioners, including current scenarios in interprofessional health education and the key competencies required. The interdisciplinary leadership competencies identified were self-awareness, vision, self-regulation, motivation, decisiveness, integrity, interpersonal communication skills, strategic planning, team building, innovation, and being an effective change agent. Subsequently, a training program was developed, and three training sessions were piloted with 66 participants. Each cohort comprised a mix of participants from different disciplines. The pilot training guided the development of a training model for building interdisciplinary leadership skills and organizing interdisciplinary leadership workshops. The need for interdisciplinary leadership competencies is recognized. The long-term objective of the training model is integration into the regular medical, nursing, and public health curricula, with the aim of developing interdisciplinary leadership skills among them. Although challenging, formal incorporation of leadership skills into health professional education is possible within the interdisciplinary classroom setting using principles of transformative learning.

  16. Building Interdisciplinary Leadership Skills among Health Practitioners in the Twenty-First Century: An Innovative Training Model

    Science.gov (United States)

    Negandhi, Preeti; Negandhi, Himanshu; Tiwari, Ritika; Sharma, Kavya; Zodpey, Sanjay P.; Quazi, Zahiruddin; Gaidhane, Abhay; Jayalakshmi N.; Gijare, Meenakshi; Yeravdekar, Rajiv

    2015-01-01

    Transformational learning is the focus of twenty-first century global educational reforms. In India, there is a need to amalgamate the skills and knowledge of medical, nursing, and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nursing, and public health institutions partnered in this endeavor. An exhaustive literature search was undertaken to identify leadership competencies in these three professions. Published evidence was utilized in searching for the need for interdisciplinary training of health practitioners, including current scenarios in interprofessional health education and the key competencies required. The interdisciplinary leadership competencies identified were self-awareness, vision, self-regulation, motivation, decisiveness, integrity, interpersonal communication skills, strategic planning, team building, innovation, and being an effective change agent. Subsequently, a training program was developed, and three training sessions were piloted with 66 participants. Each cohort comprised a mix of participants from different disciplines. The pilot training guided the development of a training model for building interdisciplinary leadership skills and organizing interdisciplinary leadership workshops. The need for interdisciplinary leadership competencies is recognized. The long-term objective of the training model is integration into the regular medical, nursing, and public health curricula, with the aim of developing interdisciplinary leadership skills among them. Although challenging, formal incorporation of leadership skills into health professional education is possible within the interdisciplinary classroom setting using principles of transformative learning. PMID:26501046

  17. Promotion of Civic Engagement with the Family Leadership Training Institute.

    Science.gov (United States)

    MacPhee, David; Forlenza, Eileen; Christensen, Kyle; Prendergast, Sarah

    2017-12-01

    In this efficacy study, both quantitative and qualitative data were used to gauge the effects of the Family Leadership Training Institute (FLTI) on civic knowledge and empowerment, civic engagement, and community health. The sample of 847 FLTI participants and 166 comparison adults completed pretest and posttest surveys. Medium to very large short-term effects were observed in civic literacy, empowerment, and engagement. Results mapping interviews were conducted with a stratified random sample of FLTI graduates (n = 52) to assess long-term (M = 2.73 years) program impact. Most FLTI graduates (86%) sustained meaningful, sometimes transformative, levels of civic engagement after program completion. This engagement involved multiple forms of leadership, most often advocacy, program implementation, and media campaigns; 63% of graduates directed at least some of their activities to marginalized populations. Content analyses of graduates' civic (capstone) projects and results mapping story maps indicated that 81-90% of community activities aligned with public health priorities. Thus, one promising means to promote community health is to empower families to develop leadership skills, become engaged in civic life, and forge connections with diverse constituents. © Society for Community Research and Action 2017.

  18. Leadership Attributes of Physician Assistant Program Directors

    Science.gov (United States)

    Eifel, Raymond Leo

    2014-01-01

    Physician assistant (PA) program directors perform an essential role in the initiation, continuation, and development of PA education programs in the rapidly changing environments of both health care and higher education. However, only limited research exists on this academic leader. This study examined the leadership roles of PA program directors…

  19. 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)…

  20. Leadership content important in athletic training education with implications for allied health care.

    Science.gov (United States)

    Kutz, Matthew R; Scialli, Joan

    2008-01-01

    A two-phase exploratory and comparative research study using a Delphi technique and a web-based national survey was done to determine leadership content (i.e., theories, styles, or practices) important to include in athletic training education. Eighteen athletic training experts participated in the Delphi technique, followed by 161 athletic trainers completing the national survey. Consensus of experts was reached after two rounds (77% interrater agreement, alpha = 0.80 and alpha = 0.93 per respective round) and identified 31 leadership content items important to include in athletic training education. The national sample then rated importance of each leadership content area for inclusion in four types of athletic training education programs (entry-level baccalaureate, entry-level master's degree, postgraduate certifications, and doctoral degree). The respondents ranked the leadership content in order of importance according to mean (mean = 1.53 +/- 0.84 to 2.55 +/- 0.55; scale, 0-3). Twenty-two content items (63%) were rated at least "very important" (mean > or = 2.0). Exploratory factor analysis established construct validity and organized leadership content by three factors: managerial leadership and knowledge management; leadership theories; and leadership issues, trends, and policies (alpha = 0.84-0.91). Repeated-measures analysis of variance (Sidak post-hoc adjustments) established criterion-related concurrent validity, which found increasing levels of importance as education type progressed (F = 4.88, p = 0.003-32.56, p = 0.000). Adding leadership content within athletic training enhances the professionalization of students, facilitates leadership competency among students and practicing professionals enrolled in postcertification educational programs, and facilitates job placement and role.

  1. Designing a physician leadership development program based on effective models of physician education.

    Science.gov (United States)

    Hopkins, Joseph; Fassiotto, Magali; Ku, Manwai Candy; Mammo, Dagem; Valantine, Hannah

    2017-02-02

    Because of modern challenges in quality, safety, patient centeredness, and cost, health care is evolving to adopt leadership practices of highly effective organizations. Traditional physician training includes little focus on developing leadership skills, which necessitates further training to achieve the potential of collaborative management. The aim of this study was to design a leadership program using established models for continuing medical education and to assess its impact on participants' knowledge, skills, attitudes, and performance. The program, delivered over 9 months, addressed leadership topics and was designed around a framework based on how physicians learn new clinical skills, using multiple experiential learning methods, including a leadership active learning project. The program was evaluated using Kirkpatrick's assessment levels: reaction to the program, learning, changes in behavior, and results. Four cohorts are evaluated (2008-2011). Reaction: The program was rated highly by participants (mean = 4.5 of 5). Learning: Significant improvements were reported in knowledge, skills, and attitudes surrounding leadership competencies. Behavior: The majority (80%-100%) of participants reported plans to use learned leadership skills in their work. Improved team leadership behaviors were shown by increased engagement of project team members. All participants completed a team project during the program, adding value to the institution. Results support the hypothesis that learning approaches known to be effective for other types of physician education are successful when applied to leadership development training. Across all four assessment levels, the program was effective in improving leadership competencies essential to meeting the complex needs of the changing health care system. Developing in-house programs that fit the framework established for continuing medical education can increase physician leadership competencies and add value to health care

  2. Creating Leaders through the Teacher Learning and Leadership Program

    Science.gov (United States)

    Pearce, Kyle

    2015-01-01

    Leadership is a skill that can be learned through professional development, mentoring, and leadership development programs. In Ontario, the Teacher Learning and Leadership Program (TLLP) helps educators develop their leadership skills through a Ministry of Education--funded project that addresses student learning needs in their classrooms. This…

  3. Expanding the scope of leadership training in medicine.

    Science.gov (United States)

    Gabel, Stewart

    2014-06-01

    All physicians take a leadership role at some point in their career-some exert influence in their practices and communities as informal leaders, and others hold formal leadership roles to which they are appointed or elected. These formal leadership roles convey power to those individuals who hold such positions. Formal leadership, however, is limited in its influence unless it is accompanied by a series of personal and interpersonal competencies that characterize both formal and informal leaders.Many physicians who do not hold formal leadership roles will be called on to provide (or will wish to provide) informal leadership at various times in their careers. Both formal and informal leaders should be trained in the personal and interpersonal competencies necessary for effective leadership to advance the principles-driven and values-oriented goals inherent in the health care enterprise.In this article, the author defines leadership and describes the characteristics of formal and informal leaders, then discusses the types of leadership and the power derived from different leadership roles. He concludes by arguing in favor of expanding the scope of leadership training to include informal as well as formal leaders.

  4. Community Involvement Training Program

    Science.gov (United States)

    A dynamic training conference that brings together more than 450 people from EPA and the Agency’s partners and stakeholders who plan and implement environmental community involvement, partnership, stewardship, outreach, and education programs.

  5. Hospital radiopharmacy training program.

    Science.gov (United States)

    Kawada, T; Wolf, W; Mochizuki, D

    1975-06-01

    Training of radiopharmacists, including self-study and a hospital short-term course, is discussed. A systematic approach for self-study is suggested. The 30-day hospital training program described includes both didactic material and on-the-job experience.

  6. Leadership training in health care action teams: a systematic review.

    Science.gov (United States)

    Rosenman, Elizabeth D; Shandro, Jamie R; Ilgen, Jonathan S; Harper, Amy L; Fernandez, Rosemarie

    2014-09-01

    To identify and describe the design, implementation, and evidence of effectiveness of leadership training interventions for health care action (HCA) teams, defined as interdisciplinary teams whose members coordinate their actions in time-pressured, unstable situations. The authors conducted a systematic search of the PubMed/MEDLINE, CINAHL, ERIC, EMBASE, PsycINFO, and Web of Science databases, key journals, and review articles published through March 2012. They identified peer-reviewed English-language articles describing leadership training interventions targeting HCA teams, at all levels of training and across all health care professions. Reviewers, working in duplicate, abstracted training characteristics and outcome data. Methodological quality was evaluated using the Medical Education Research Study Quality Instrument (MERSQI). Of the 52 included studies, 5 (10%) focused primarily on leadership training, whereas the remainder included leadership training as part of a larger teamwork curriculum. Few studies reported using a team leadership model (2; 4%) or a theoretical framework (9; 17%) to support their curricular design. Only 15 studies (29%) specified the leadership behaviors targeted by training. Forty-five studies (87%) reported an assessment component; of those, 31 (69%) provided objective outcome measures including assessment of knowledge or skills (21; 47%), behavior change (8; 18%), and patient- or system-level metrics (8; 18%). The mean MERSQI score was 11.4 (SD 2.9). Leadership training targeting HCA teams has become more prevalent. Determining best practices in leadership training is confounded by variability in leadership definitions, absence of supporting frameworks, and a paucity of robust assessments.

  7. Where is leadership training being taught in U.S. dental schools?

    Science.gov (United States)

    Taichman, Russell S; Parkinson, Joseph W

    2012-06-01

    Since leadership is vital in all professions and organizations, the purpose of this study was to determine where in dental schools leadership for predoctoral students is taught and to what degree it is emphasized in order to establish a baseline from which to generate recommendations for best practices. Academic deans of U.S. dental schools were surveyed to determine where in the curriculum leadership is taught and emphasized. The response rate was 39 percent returned completed surveys. These responses were representative of all geographic regions of the country, with equitable distribution between private and public institutions. The results showed that leadership training is delivered in many different parts of the curriculum and at various levels. Generally, the respondents indicated that leadership education is delivered in the setting of practice management, community out-reach, or public health. In some cases, specific training programs are dedicated to leadership development. Thus, several models for leadership development were identified, showing design flexibility in addressing regional and national needs. In the future, it would be of value to assess the effectiveness of the various models and whether single or multiple pathways for leadership training are most beneficial.

  8. Where is Leadership Training Being Taught in U.S. Dental Schools

    Science.gov (United States)

    Taichman, Russell S.; Parkinson, Joseph W.

    2013-01-01

    Leadership is vital in all professions and organizations. Our purpose was to determine where in dental schools leadership is taught, and to what degree it is emphasized so that we could establish a base line from which to generate recommendations for best practices. Therefore we surveyed all US Deans of Academic Affairs in Dental Schools to determine where in the curriculum leadership is taught and emphasized. Our results showed that leadership training is delivered in many different parts of the curriculum, and at various levels. Generally, respondents indicated that leadership education is delivered either in the setting of practice management, community outreach or in public health settings. In some cases, specific training programs are dedicated specifically to leadership development. Thus several models for leadership development were identified showing design and flexibility to address regional and national needs. In the future it would be of value to assess the effectiveness of the different models and whether single or multiple pathways for leadership training are most beneficial. PMID:22659699

  9. Leadership Behaviors of Athletic Training Leaders Compared With Leaders in Other Fields

    Science.gov (United States)

    Laurent, Timothy G; Bradney, Debbie A

    2007-01-01

    Context: Athletic trainers are in positions of leadership. Objective: To determine self-reported leadership practices of head athletic trainers (HATCs) and program directors (PDs). Design: Cross-sectional study. Setting: Respondents' academic institutions. Patients or Other Participants: A total of 238 athletic training leaders completed the Leadership Practices Inventory. Of these, 50.4% (n = 120) were HATCs and 49.6% (n = 118) were PDs; 69.3% (n = 165) were men and 30.7% (n = 73) were women; almost all respondents (97.1%, n = 231) were white. Respondents typically reported having 11 to 15 years of experience as an athletic trainer (n = 57, 23.9%) and being between the ages of 30 and 39 years (n = 109, 45.8%). Main Outcome Measure(s): Categories of leadership behaviors (ie, Model, Inspire, Challenge, Encourage, and Enable) were scored from 1 (almost never) to 10 (almost always). Item scores were summed to compute mean category scores. We analyzed demographic information; used t ratios to compare the data from athletic training leaders (PDs and HATCs) with normative data; compared sex, age, position, ethnicity, and years of experience with leadership practices; and computed mean scores. Results: Athletic training leaders reported using leadership behaviors similar to those of other leaders. The PDs reported using inspiring, challenging, enabling, and encouraging leadership behaviors more often than did the HATCs. No differences were found by ethnicity, age, years of experience, or leadership practices. Conclusions: Athletic training leaders are transformational leaders. Athletic training education program accreditation requirements likely account for the difference in leadership practices between PDs and HATCs. PMID:17597953

  10. Adventures in Creating an Outdoor Leadership Challenge Course for an Emba Program

    Science.gov (United States)

    Judge, William

    2005-01-01

    This article documents the evolution of an outdoor-based experiential leadership training event within an Executive MBA (EMBA) program. The purpose of this article is to encourage other EMBA faculty and directors to consider adding a similar event to their leadership development initiatives and to learn from our experiences. After 3 years of…

  11. Lessons in Leadership From 3 Nurse Practitioners at the Boston Health Care for the Homeless Program.

    Science.gov (United States)

    Thomas, Melinda

    Nurse practitioners play an integral role in the care of patients in underserved areas. At the Boston Health Care for the Homeless Program, many nurses have been promoted into leadership positions. Three nurse practitioners were asked to discuss their career paths, talk about leadership in the context of their career trajectory, and do so while considering how their training and clinical work prepared them to take on leadership roles.

  12. Communications Training Courses Across the Leopold Leadership Network

    Science.gov (United States)

    Hayden, T.; Gerber, L. R.; Silver, W. L.

    2012-12-01

    For nearly fifteen years, the Leopold Leadership Program has provided science communication training and support to mid-career academic environmental researchers from across North America. There has been an emphasis throughout on effective communication to non-scientific audiences. Increasingly, Leopold fellows have been developing communications courses for their own students, responding to the need for future scientists to be able to communicate well with the public, the media, policy makers and other audiences. At a June 2012 reunion meeting, a group of past fellows and communications trainers conducted a curriculum exchange, sharing experiences and ideas for successful inclusion of communications training in environmental science curricula. This presentation will present case studies from several institutions, including the use of podcasting, web columns, social media, in-person presentation and other presentation styles for connecting general audiences. We will share best practices, challenges and recommendations for curriculum development and institutional acceptance.

  13. Multidisciplinary leadership training for undergraduate health ...

    African Journals Online (AJOL)

    The leadership development programme (LDP) developed at Mbarara University of Science and Technology (MUST), Uganda is a key component of COBERS. Health science students at MUST are equipped by means of the LDP with leadership knowledge and skills, and a positive attitude towards leadership and rural ...

  14. Planning for cancer control programs: Leadership considerations.

    Science.gov (United States)

    French, John; Sutcliffe, Simon B

    2018-01-01

    Cancer is a significant challenge globally. Reducing the impact of cancer requires a program and plans that address the main aspects of cancer from prevention through to end-of-life care. This article summarizes the requirements of a robust cancer control program and outlines the contextual and leadership considerations that are required to ensure that the planning and implementation of a control program can achieve improved cancer outcomes.

  15. The development of training based on the PM leadership theory

    Energy Technology Data Exchange (ETDEWEB)

    Yoshida, Michio [Kumamoto Univ. (Japan). Faculty of Education; Misumi, Jyuji; Yamada, Akira; Misumi, Emiko; Sakurai, Yukihiro; Kinjo, Akira; Matsuda, Ryosuke; Matsuo, Hidehisa; Tokudome, Eiji

    1995-09-01

    The PM leadership theory developed by Misumi, et al., basically identifies leadership behavior in terms of two dimensions, i.e., P(Performance) behavior and M(Maintenance) behavior, and divides it into four types, PM, M, P and pm, depending on the degree to which each of them performs its behavior. Thus, it has been verified that the differences between these types have an effect on various variables, such as subordinates` morale, productivity and reduced incidence of accidents. To be more concrete, it has been consistently found as a result of a number of studies that what brings about the most desirable results in the eyes of organizations is the PM type, followed by M, P and pm in the order mentioned. The most basic premise for the PM theory is that leadership lies not in the leader`s personal traits but in his behavior. Consequently, any leadership type is not `carved in stone`, and it can change according to the leader`s behavior. From this, it follows that leadership can be improved and upgraded. As the PM leadership theory has become well-established, the development research and implementation of leadership training aimed at improving and upgrading leadership was launched. In this paper, the leadership training that is now in progress will be discussed, with particular reference to its purpose, current status of its overall progress and its typical training schedule. That done, the history of development of the leadership training will be reviewed, and at the same time, its effects will be examined on the basis of some empirical data. Also some proposals will be presented concerning the relationship between organizational development and training as well as some problems to be addressed in the future. (author)

  16. Implementation and evaluation of the Johns Hopkins University School of Medicine leadership program for women faculty.

    Science.gov (United States)

    Levine, Rachel B; González-Fernández, Marlís; Bodurtha, Joann; Skarupski, Kimberly A; Fivush, Barbara

    2015-05-01

    Women continue to be underrepresented in top leadership roles in academic medicine. Leadership training programs for women are designed to enhance women's leadership skills and confidence and increase overall leadership diversity. The authors present a description and evaluation of a longitudinal, cohort-based, experiential leadership program for women faculty at the Johns Hopkins University School of Medicine. We compared pre- and post-program self-assessed ratings of 11 leadership skills and specific negotiation behaviors from 3 cohorts of leadership program participants (n=134) from 2010 to 2013. Women reported significant improvements in skills across 11 domains with the exceptions of 2 domains, Public Speaking and Working in Teams, both of which received high scores in the pre-program assessment. The greatest improvement in rankings occurred within the domain of negotiation skills. Although women reported an increase in their negotiation skills, we were not able to demonstrate an increase in the number of times that women negotiated for salary, space, or promotion following participation in the program. The Johns Hopkins School of Medicine Leadership Program for Women Faculty has demonstrable value for the professional development of participants and addresses institutional strategies to enhance leadership diversity and the advancement of women.

  17. Transformational Leadership in a High School Choral Program

    Science.gov (United States)

    Williams, Owen Brian

    2014-01-01

    The purpose of this study was to examine a high school choral program to discover how the leadership behaviors of the teacher contributed to the success of the program. The teacher's leadership behaviors were examined through the framework of Transformational Leadership. Criteria for the selection of this program included a recent performance at a…

  18. 20 CFR 638.520 - Student government and leadership programs.

    Science.gov (United States)

    2010-04-01

    ... 20 Employees' Benefits 3 2010-04-01 2010-04-01 false Student government and leadership programs... Student government and leadership programs. The center operator shall establish an elected student government and student leadership program in accordance with procedures established by the Job Corps Director. ...

  19. How to Launch a Doctoral Interdisciplinary Leadership Program

    Science.gov (United States)

    Brock, Barbara L.; Cherney, Isabelle D.; Martin, Jim R.; Breen, Jennifer Moss; Oltman, Gretchen

    2015-01-01

    Building a doctoral program in leadership is never an easy task, and building an interdisciplinary doctoral program is even more difficult. Yet, it is the interdisciplinary approach that differentiates typical leadership programs from others and offers learners an integrated view of leadership theories and practices. This special report presents…

  20. Climate leadership program: Building Africa's resilience through ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Climate leadership program: Building Africa's resilience through research, policy and practice. Building Africa's resilience to climate change will require designing and implementing effective climate adaptation strategies. Science-informed policy, planning, and practice will ensure that development is more resilient and less ...

  1. Training programming: revisiting terminology

    Directory of Open Access Journals (Sweden)

    Mário C. Marques

    2017-11-01

    Full Text Available Does the way the literature presents the classic periodization or programming make sense? In our opinion, the answer is clearly no. To get started, periodization and programming are terms used interchangeably (as synonyms in scientific literature when they actually have different meanings. Thus, to periodize is to set periods for a process (e.g., to a season or the sports life, whereas programming is defined as to devise and order the necessary actions to carry out a project. Accordingly, coaches and physical conditioning professionals should divide or periodize the season in different cycles and then, within each cycle, programming the training sessions. The periodization should not only help to structure the training process, but also to express the goals to achieve, to control the training process evolution and allow a great execution of the action plan. When designing a plan, we simply organize all the “ingredients” that should be part of the work/training design in a concrete and detailed way. From a scientific point of view, the programming is nothing more than an adequate interpretation of the training biological laws (Tschione, 1992; Latonov, 1997, Issurin, 2008 and must have the performance improvement as the major reference criteria (Issurin 2010. In practice, during the last decades, we have followed a set of instructions mainly based on experienced coaches (Matveyev, 1981, Bompa, 1994, Zatsiorsky, 1995 who have obtained relevant results. As a consequence, it is very difficult to accept another solid scientific based vision or proposal since the accumulation of systematic experiences has led to the construction of a theoretical model, even though there are no scientific evidences. The multiplication and implementation of the traditional programming models (Matveyev, 1981, Bompa, 1994 have guided us to a set of erroneous terms, among which we highlight the “micro”, the “meso” and the “macro” cycles, that were never

  2. Leadership development in MHA programs: a response and commentary.

    Science.gov (United States)

    Battistella, Roger; Hill, James; Levey, Samuel; Weil, Thomas P

    2005-01-01

    The transformation of healthcare from a relatively sheltered sector of the economy into one characterized by market competition and volatility has tested the values, abilities, and leadership strategies of healthcare executives. Changes in the scale and complexity of healthcare organizations and in provider reimbursement impose demands on executives that bear little resemblance to those of the past. In light of these challenges, health management programs are reassessing their responsibilities and capacities in the preparation of MHA graduates. Unfortunately, there is a lack of consensus on how students should be trained, advised, and mentored for leadership responsibilities. In our view, MHA programs can begin to address this problem through support of a balanced normative model for leadership training whereby classroom immersion in academic subjects is complemented by exposure to practice and experience. This model must be value-oriented, balancing business imperatives with traditional service ideals, and reality-oriented, balancing the teaching methods of theory and practice. In our view, MHA programs can begin to adapt to this model though student selection, curriculum reform, and involvement by practitioners and alumni.

  3. 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…

  4. 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…

  5. Developing leadership competencies among medical trainees: five-year experience at the Cleveland Clinic with a chief residents' training course.

    Science.gov (United States)

    Farver, Carol F; Smalling, Susan; Stoller, James K

    2016-10-01

    Challenges in healthcare demand great leadership. In response, leadership training programs have been developed within academic medical centers, business schools, and healthcare organizations; however, we are unaware of any well-developed programs for physicians-in-training. To address this gap, we developed a two-day leadership development course for chief residents (CRs) at the Cleveland Clinic, framed around the concept of emotional intelligence. This paper describes our five-year experience with the CRs leadership program. Since inception, 105 CRs took the course; 81 (77%) completed before-and-after evaluations. Participants indicated that they had relatively little prior knowledge of the concepts that were presented and that the workshop greatly enhanced their familiarity with leadership competencies. Qualitative analysis of open-ended responses indicated that attendees valued the training, especially in conflict resolution and teamwork, and indicated specific action plans for applying these skills. Furthermore, the workshop spurred some participants to express plans to learn more about leadership competencies. This study extends prior experience in offering an emotional intelligence-based leadership workshop for CRs. Though the program is novel, further research is needed to more fully understand the impact of leadership training for CRs and for the institutions and patients they serve. © The Royal Australian and New Zealand College of Psychiatrists 2016.

  6. Interdisciplinary Doctoral Leadership Training in Early Intervention: Considerations for Research and Practice in the 21st Century

    Science.gov (United States)

    Woods, Juliann; Snyder, Patricia

    2009-01-01

    This article examines issues associated with the preparation of doctoral-level personnel to assume interdisciplinary scholarship and leadership roles in early intervention (EI). Following a review of national reports focused on EI doctoral leadership training, the preparation of educational researchers, and interdisciplinary doctoral programs in…

  7. Evaluiertes Training von Führungskompetenzen in der medizinischen Aus- und Weiterbildung [Training of Leadership Skills in Medical Education

    Directory of Open Access Journals (Sweden)

    Fischer, Martin R.

    2013-11-01

    Full Text Available [english] Background: Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians’ everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. Objective: The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. Method: The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the evaluation design and trainings effects. Results: Eight studies met all inclusion criteria and no exclusion criteria. The range of training programs is very broad and leadership skill components are diverse. Training designs implied theoretical reflections of leadership phenomena as well as discussions of case studies from practice. The duration of training ranged from several hours to years. Reactions of participants to trainings were positive, yet no behavioral changes through training were examined. Conclusions: More research is needed to understand the factors critical to success in the development of leadership skills in medical education and to adapt goal-oriented training methods. Requirements analysis might help to gain knowledge about the nature of leadership skills in medicine. The authors propose a stronger focus on behavioral training methods like simulation-based training for leadership skills in medical education.[german] Hintergrund: Eine effektive

  8. Building Interdisciplinary Leadership Skills among Health Practitioners in the Twenty-First Century: An Innovative Training Model

    OpenAIRE

    Negandhi, Preeti; Negandhi, Himanshu; Tiwari, Ritika; Sharma, Kavya; Zodpey, Sanjay P; Quazi, Zahiruddin; Gaidhane, Abhay; Jayalakshmi N.,; Gijare, Meenakshi; Yeravdekar, Rajiv

    2015-01-01

    Transformational learning is the focus of twenty-first century global educational reforms. In India, there is a need to amalgamate the skills and knowledge of medical, nursing, and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medica...

  9. Redefining Leadership Education in Graduate Public Health Programs: Prioritization, Focus, and Guiding Principles

    Science.gov (United States)

    Oxendine, Jeffrey S.

    2015-01-01

    Public health program graduates need leadership skills to be effective in the complex, changing public health environment. We propose a new paradigm for schools of public health in which technical and leadership skills have equal priority as core competencies for graduate students. Leadership education should focus on the foundational skills necessary to effect change independent of formal authority, with activities offered at varying levels of intensity to engage different students. Leadership development initiatives should be practice based, process focused, interdisciplinary, diversity based, adaptive, experimental, innovative, and empowering, and they should encourage authenticity. Leadership training in graduate programs will help lay the groundwork for public health professionals to have an immediate impact in the workforce and to prioritize continuous leadership development throughout their careers. PMID:25706021

  10. Redefining leadership education in graduate public health programs: prioritization, focus, and guiding principles.

    Science.gov (United States)

    Lachance, Jennifer A; Oxendine, Jeffrey S

    2015-03-01

    Public health program graduates need leadership skills to be effective in the complex, changing public health environment. We propose a new paradigm for schools of public health in which technical and leadership skills have equal priority as core competencies for graduate students. Leadership education should focus on the foundational skills necessary to effect change independent of formal authority, with activities offered at varying levels of intensity to engage different students. Leadership development initiatives should be practice based, process focused, interdisciplinary, diversity based, adaptive, experimental, innovative, and empowering, and they should encourage authenticity. Leadership training in graduate programs will help lay the groundwork for public health professionals to have an immediate impact in the workforce and to prioritize continuous leadership development throughout their careers.

  11. Training Leadership in Kibungo District Hospital, Rwanda

    African Journals Online (AJOL)

    Background. Improving confidence increases creativity and self-accountability. The core of leadership is developing the skills to assess, guide, and mentor others to develop confidence in their profession. Improving leadership requires specific education. This project was developed after a Needs Assessment of the Kibungo ...

  12. A structural model of treatment program and individual counselor leadership in innovation transfer.

    Science.gov (United States)

    Joe, George W; Becan, Jennifer E; Knight, Danica K; Flynn, Patrick M

    2017-03-23

    A number of program-level and counselor-level factors are known to impact the adoption of treatment innovations. While program leadership is considered a primary factor, the importance of leadership among clinical staff to innovation transfer is less known. Objectives included explore (1) the influence of two leadership roles, program director and individual counselor, on recent training activity and (2) the relationship of counselor attributes on training endorsement. The sample included 301 clinical staff in 49 treatment programs. A structural equation model was evaluated for key hypothesized relationships between exogenous and endogenous variables related to the two leadership roles. The importance of organizational leadership, climate, and counselor attributes (particularly counseling innovation interest and influence) to recent training activity was supported. In a subset of 68 counselors who attended a developer-led training on a new intervention, it was found that training endorsement was higher among those with high innovation interest and influence. The findings suggest that each leadership level impacts the organization in different ways, yet both can promote or impede technology transfer.

  13. A Leadership Education and Development Program for Clinical Nurses.

    Science.gov (United States)

    Fitzpatrick, Joyce J; Modic, Mary Beth; Van Dyk, Jennifer; Hancock, K Kelly

    2016-11-01

    The Leadership Education and Development (LEAD) Program was designed to transform care at the bedside by empowering clinical nurses as leaders. The heart of LEAD was enhancing communication skills of clinical nurses with clinical colleagues and, most importantly, patients and families. Key concepts of leadership/management were included: personal awareness, personal leadership skills/abilities, leading change, leading others individually and in teams, enhancing the patient/provider experience, and the leadership role in outcomes management. A quantitative, longitudinal, survey design was used with 2 cohorts. The program consisted of six 4-hour sessions for 3 to 6 months. Leadership practices were measured before program implementation, at the end of the program, and 3 months after program completion. There were significant increases in leadership practices sustained 3 months after program completion. A range of other outcome measures was included. There is a need for additional leadership development programs for clinical nurses.

  14. 76 FR 68243 - Youth Leadership Program: TechGirls

    Science.gov (United States)

    2011-11-03

    ... careers in technology; (3) Link peers who share interests and abilities; (4) Develop leadership skills of...] [FR Doc No: 2011-28420] DEPARTMENT OF STATE [Public Notice: 7671] Youth Leadership Program: TechGirls... Leadership Program: TechGirls. Announcement Type: New Cooperative Agreement. Funding Opportunity Number: ECA...

  15. Leadership development programs for physicians: a systematic review

    OpenAIRE

    Frich, Jan C; Brewster, Amanda L.; CHERLIN, EMILY J.; Bradley, Elizabeth H

    2015-01-01

    Background: Physician leadership development programs typically aim to strengthen physicians’ leadership competencies and improve organizational performance. We conducted a systematic review of medical literature on physician leadership development programs in order to characterize the setting, educational content, teaching methods, and learning outcomes achieved. Methods: Articles were identified through a search in Ovid MEDLINE from 1950 through November 2013. We included articles that d...

  16. Promoting Leadership in Doctoral Programs in Mathematics Education

    Science.gov (United States)

    Reys, Robert

    2013-01-01

    Mathematics educators have many different opportunities to reflect leadership throughout their careers. High quality doctoral programs provide a rich and stimulating environment that supports the development of leadership qualities. This paper describes some ways that leadership can be fostered in doctoral programs in mathematics education.

  17. Leadership development in UK medical training: pedagogical theory and practice.

    Science.gov (United States)

    Bekas, Stavros

    2015-01-01

    PHENOMENON: The central role of clinical leadership in achieving the vision of quality and productivity could be attained by investing in its development in postgraduate medical education. A critical review of selected literature is presented. The author identifies some of the main theoretical constructs related to leadership; the pedagogical underpinning of medical leadership programs; their learning objectives; and the mixture of methods, individual and collective, to achieve them. INSIGHTS: How to best develop leadership through medical education remains an open debate. Experiential learning, reflective practice, action learning, and mentoring could provide the foundations of leadership development. Application of the aforementioned should be cautious due to limitations of the concept of leadership as currently promoted and lack of robust evaluation methodologies.

  18. Developing the Preparation in STEM Leadership Programs for Undergraduate Academic Peer Leaders

    Science.gov (United States)

    Blackwell, Stacey; Katzen, Sari; Patel, Nipa; Sun, Yan; Emenike, Mary

    2017-01-01

    The authors introduce the Preparation in STEM Leadership Program at Rutgers, The State University of New Jersey. This NSF-Funded program and research study creates a centralized training program for peer leaders that includes a battery of assessments to evaluate peer leaders' content knowledge, pedagogical knowledge, communication skills, and…

  19. Leadership training for postdoctoral dental students.

    Science.gov (United States)

    Skoulas, Angelique; Kalenderian, Elsbeth

    2012-09-01

    Harvard School of Dental Medicine launched a course on leadership for its postdoctoral dental students in 2010 in order to introduce them to the art of leadership and the latest theories and principles regarding becoming a leader. Nine four-hour modules over a period of six months took the students on a journey of leadership self-exploration by building awareness of their capacity in core leadership skills; providing them with tools and frameworks for developing effective leadership skills; encouraging the immediate practice of core skills; creating space for honest reflection; and providing inspiration with guest lectures. A constant toggle between the present and their future as leaders was built into the course. In the student evaluations, the course received an overall rating of 4.71 (5=excellent), and the students reported an enhanced interest in all topic areas. They reported that the ability to build trust with others was the most beneficial skill for a dentist, while viewing advocacy skills as the least beneficial. All the students indicated an intention to continue developing their leadership skills. Through the course, the students developed an understanding of their leadership strengths and limitations through case studies, role-play, and self-reflection, as well as gaining an understanding of team dynamics and cultural perceptions in the context of dentistry.

  20. Student-led leadership training for undergraduate healthcare students.

    Science.gov (United States)

    Sheriff, Ibrahim Hasanyn Naim; Ahmed, Faheem; Jivraj, Naheed; Wan, Jonathan C M; Sampford, Jade; Ahmed, Na'eem

    2017-10-02

    Purpose Effective clinical leadership is crucial to avoid failings in the delivery of safe health care, particularly during a period of increasing scrutiny and cost-constraints for the National Health Service (NHS). However, there is a paucity of leadership training for health-care students, the future leaders of the NHS, which is due in part to overfilled curricula. The purpose of this study was to assess the impact of student-led leadership training for the benefit of fellow students. Design/methodology/approach To address this training gap, a group of multiprofessional students organised a series of large-group seminars and small-group workshops given by notable health-care leaders at a London university over the course of two consecutive years. Findings The majority of students had not previously received any formal exposure to leadership training. Feedback post-events were almost universally positive, though students expressed a preference for experiential teaching of leadership. Working with university faculty, an inaugural essay prize was founded and student members were given the opportunity to complete internships in real-life quality improvement projects. Originality/value Student-led teaching interventions in leadership can help to fill an unmet teaching need and help to better equip the next generation of health-care workers for future roles as leaders within the NHS.

  1. Leadership Training in an Industry Context: Preparing Student Leaders for a Chaotic News Media

    Science.gov (United States)

    Herndon, Keith; Krueger, Vicki

    2016-01-01

    This application brief explains the creation and execution of a leadership training program within the context of journalism education. The news media has experienced profound changes in an era of digital disruption. Massive job loss, financial distress, and ownership consolidation have resulted in a chaotic industry. Promising young journalists…

  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. 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.

  4. 78 FR 26758 - Applications for New Awards; School Leadership Program

    Science.gov (United States)

    2013-05-08

    ... current principals (including current assistant principals) to foster mastery of core leadership skills...) Help them master essential school leadership skills, such as evaluating and providing feedback to... Applications for New Awards; School Leadership Program AGENCY: Office of Innovation and Improvement, Department...

  5. Mindsets of Leadership Education Undergraduates: An Approach to Program Assessment

    Science.gov (United States)

    Ho, Sarah P.; Odom, Summer F.

    2015-01-01

    Students (N = 313) in undergraduate leadership degree programs at Texas A&M University were surveyed to determine their leadership mindset using hierarchical and systemic thinking preferences. Significant differences in thinking were found between gender and academic classification. Male leadership students scored greater in hierarchical…

  6. Social Justice Leadership as Praxis: Developing Capacities through Preparation Programs

    Science.gov (United States)

    Furman, Gail

    2012-01-01

    Purpose: The purpose of this article is to propose a conceptual framework for social justice leadership as praxis and to explore the implications of this framework for leadership preparation programs. Conceptual Argument: The conceptual framework for social justice leadership is grounded in a review of literature and organized around three central…

  7. Empowering Students through Leadership: Gymleaders--A Program that Works

    Science.gov (United States)

    Rhodes, Wanda; Lounsbery, Monica

    2010-01-01

    Research has shown that involvement in campus activities leads to student development and learning. Student development and learning enhances leadership skills and abilities. Leadership skills for young people may be essential in order for them to feel like contributing members of society. Further, student leadership programs assist in shaping a…

  8. Do plastic surgery division heads and program directors have the necessary tools to provide effective leadership?

    Science.gov (United States)

    Arneja, Js; McInnes, Cw; Carr, Nj; Lennox, P; Hill, M; Petersen, R; Woodward, K; Skarlicki, D

    2014-01-01

    Effective leadership is imperative in a changing health care landscape driven by increasing expectations in a setting of rising fiscal pressures. Because evidence suggests that leadership abilities are not simply innate but, rather, effective leadership can be learned, it is prudent for plastic surgeons to evaluate the training and challenges of their leaders because there may be opportunities for further growth and support. To investigate the practice profiles, education/training, responsibilities and challenges of leaders within academic plastic surgery. Following research ethics board approval, an anonymous online survey was sent to division heads and program directors from all university-affiliated plastic surgery divisions in Canada. Survey themes included demographics, education/training, job responsibilities and challenges. A response rate of 74% was achieved. The majority of respondents were male (94%), promoted to their current position at a mean age of 48 years, did not have a leadership-focused degree (88%), directly manage 30 people (14 staff, 16 faculty) and were not provided with a job description (65%). Respondents worked an average of 65 h per week, of which 18% was devoted to their leadership role, 59% clinically and the remainder on teaching and research. A discrepancy existed between time spent on their leadership role (18%) and related compensation (10%). Time management (47%) and managing conflict (24%) were described as the greatest leadership challenges by respondents. Several gaps were identified among leaders in plastic surgery including predominance of male sex, limitations in formal leadership training and requisite skill set, as well as compensation and human resources management (emotional intelligence). Leadership and managerial skills are key core competencies, not only for trainees, but certainly for those in a position of leadership. The present study provides evidence that academic departments, universities and medical centres may

  9. Do plastic surgery division heads and program directors have the necessary tools to provide effective leadership?

    Science.gov (United States)

    Arneja, JS; McInnes, CW; Carr, NJ; Lennox, P; Hill, M; Petersen, R; Woodward, K; Skarlicki, D

    2014-01-01

    BACKGROUND: Effective leadership is imperative in a changing health care landscape driven by increasing expectations in a setting of rising fiscal pressures. Because evidence suggests that leadership abilities are not simply innate but, rather, effective leadership can be learned, it is prudent for plastic surgeons to evaluate the training and challenges of their leaders because there may be opportunities for further growth and support. OBJECTIVE: To investigate the practice profiles, education/training, responsibilities and challenges of leaders within academic plastic surgery. METHODS: Following research ethics board approval, an anonymous online survey was sent to division heads and program directors from all university-affiliated plastic surgery divisions in Canada. Survey themes included demographics, education/training, job responsibilities and challenges. RESULTS: A response rate of 74% was achieved. The majority of respondents were male (94%), promoted to their current position at a mean age of 48 years, did not have a leadership-focused degree (88%), directly manage 30 people (14 staff, 16 faculty) and were not provided with a job description (65%). Respondents worked an average of 65 h per week, of which 18% was devoted to their leadership role, 59% clinically and the remainder on teaching and research. A discrepancy existed between time spent on their leadership role (18%) and related compensation (10%). Time management (47%) and managing conflict (24%) were described as the greatest leadership challenges by respondents. CONCLUSIONS: Several gaps were identified among leaders in plastic surgery including predominance of male sex, limitations in formal leadership training and requisite skill set, as well as compensation and human resources management (emotional intelligence). Leadership and managerial skills are key core competencies, not only for trainees, but certainly for those in a position of leadership. The present study provides evidence that

  10. A Review and Critique of "Guiding Questions: Guidelines for Leadership Education Programs"

    Science.gov (United States)

    Sowcik, Matthew

    2012-01-01

    The International Leadership Association's "Guiding Questions: Guidelines for Leadership Education Programs" (Ritch & Mengel, 2009) provides a framework to attend to leadership program development, redesign, evaluation, organized program review, questions concerning academic legitimacy and developing common program benchmarks. This article…

  11. A Doctorate Program for Leadership Personnel in Vocational Education. Final Report.

    Science.gov (United States)

    Ohio State Univ., Columbus. Coll. of Education.

    The project report describes the doctoral program for leadership development in vocational education at the Ohio State University. Funded by the Education Professions Development Act, the program provided training in administration, supervision, teacher education, curriculum design and development, vocational counseling, and research to 21…

  12. Physician management and leadership education at the Cleveland Clinic Foundation: program impact and experience over 14 years.

    Science.gov (United States)

    Stoller, James K; Berkowitz, Eric; Bailin, Philip L

    2007-01-01

    As the challenges of leading in healthcare become more complex, healthcare institutions have increasingly emphasized the importance of leadership training for physicians. Several institutions have offered in-house training programs. This paper describes the 14-year experience and evolution of physician leadership development training at the Cleveland Clinic. We describe the curriculum, organization, and goals of the Leading in Health Care course, which is offered to high-potential physician leaders. As a metric of the success of this physician leadership effort, we report the number and types of business plans developed in the course that have been either implemented at the Cleveland Clinic or have directly affected plans for program implementation.

  13. Empowering primary care workers to improve health services: results from Mozambique's leadership and management development program.

    Science.gov (United States)

    Perry, Cary

    2008-07-23

    This article is the third article in the Human Resources for Health journal's feature on the theme of leadership and management in public health. The series of six articles has been contributed by Management Sciences for Health (MSH) and will be published article-by-article over the next few weeks. The third article presents a successful application in Mozambique of a leadership development program created by Management Sciences for Health (MSH). Through this program, managers from 40 countries have learned to work in teams to identify their priority challenges and act to implement effective responses. From 2003 to 2004, 11 health units in Nampula Province, participated in a leadership and management development program called the Challenges Program. This was following an assessment which found that the quality of health services was poor, and senior officials determined that the underlying cause was the lack of human resource capacity in leadership and management in a rapidly decentralizing health care system. The program was funded by the US Agency for International Development (USAID) and implemented in partnership between the Mozambican Ministry of Health (MOH) Provincial Directorate in Nampula and Management Sciences for Health (MSH). The Challenges Program used simple management and leadership tools to assist the health units and their communities to address health service challenges. An evaluation of the program in 2005 showed that 10 of 11 health centers improved health services over the year of the program. The Challenges Program used several strategies that contributed to successful outcomes. It integrated leadership strengthening into the day-to-day challenges that staff were facing in the health units. The second success factor in the Challenges Program was the creation of participatory teams. After the program, people no longer waited passively to be trained but instead proactively requested training in needed areas. MOH workers in Nampula reported

  14. Leadership preparation: an examination of master's degree programs in nursing.

    Science.gov (United States)

    Manfredi, C M

    1994-10-01

    The study was designed to examine the differences between leadership and management and to compare the leadership content in a sample of graduate programs in nursing with those conceptual differences. A review of seven components contained within the National League for Nursing self-study reports of 10 accredited programs in four regions of the country was conducted. Data analysis revealed that leadership, as defined in the literature, was included in most curriculum components in the graduate programs studied. The emphasis in the 10 graduate programs analyzed clearly was leadership development rather than management preparation.

  15. Designing and Evaluating Library Leadership Programs: Improving Performance and Effectiveness

    Science.gov (United States)

    Romaniuk, Mary-Jo; Haycock, Ken

    2011-01-01

    It has become accepted wisdom that there is a shortage of leaders in the library profession. A number of leader and leadership development programs have emerged in Australia, Canada and the United States that attract interested participants, yet what is the core purpose of these programs? Do they work? Review of leadership programs reveals that…

  16. Enhancing Agency through Leadership Development Programs for Faculty

    Science.gov (United States)

    Templeton, Lindsey; O'Meara, KerryAnn

    2018-01-01

    The ADVANCE Leadership Fellows Program at the University of Maryland is a yearlong professional development program for faculty aspiring to or recently engaged in leadership roles. Data shows an increase in participants' sense of agency to become academic leaders following the program. We use a comprehensive data set, including program…

  17. Teaching Leadership in Technical Programs at Community Colleges

    Science.gov (United States)

    DeBlauw, Amanda L.; Daugherty, Jenny L.

    2017-01-01

    This descriptive study explored how community colleges are teaching leadership in technical programs. Leadership education curricular offerings were identified via a survey and selected programs reviewed. 68 Deans, Directors, or Chairpersons of a Business, Management, or Technology program completed the survey, representing 61 community colleges.…

  18. Impacts of an Agricultural Leadership Extension Program for County Officials

    Science.gov (United States)

    McKee, Valerie Lynn; Odom, Summer Felton; Moore, Lori L.; Murphrey, Theresa Pesl

    2016-01-01

    Agricultural leadership extension programs aim to expand the horizons of leaders through study and experiences. These programs can have direct implications for communities when they are designed and delivered for county officials. This study specifically examined a leadership program administered in Texas which has graduated five classes of county…

  19. The Frequency of Assistant Principal Coursework in Educational Leadership Programs

    Science.gov (United States)

    James, Stephanie

    2017-01-01

    The purpose of this study was to determine the extent to which the assistant principalship is addressed in educational leadership program curricula through coursework in state-approved programs operating in a southern state in the United States. A survey was administered to Educational Leadership program directors, and gaps were found between what…

  20. Examining the Role of Multicultural Competence in Leadership Program Design

    Science.gov (United States)

    Wilson, Amy B.

    2015-01-01

    Research examining the multicultural competence of leadership educators across a variety of institutions demonstrated variance based on leadership program structure, program elements, and the ways in which diversity was addressed in the program. The Multicultural Competence in Student Affairs-Preliminary 2 (MCSA-P2) scale was used to measure…

  1. 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...

  2. The public health leadership institute: leadership training for state and local health officers.

    Science.gov (United States)

    Scutchfield, F D; Spain, C; Pointer, D D; Hafey, J M

    1995-01-01

    This paper describes the Public Health Leadership Institute (PHLI), a program designed to expand and enhance the leadership skills of senior public health officials. The background of PHLI is discussed, and organizations responsible for its organization, governance and funding are revealed. Methods of selecting a cohort of scholars to participate each year, along with the characteristics of scholars selected, are briefly outlined. A calendar of events and description of PHLI curriculum is included. Specific features of the PHLI program, including peer-learning through electronic conferencing, the one-week learning retreat, and the required action-learning projects are described. Also included are results from an evaluation by 99 participants from the first two years of PHLI's existence. The evaluation is based on a survey of the participants' satisfaction with the program and its personal and institutional effects. The Public Health Leadership Institute provides a model of leadership development for senior public health agency officials. The program has been popular with participants, and the vast majority report improved leadership skills. The personal and organizational effects of PHLI address the deficits in leadership identified in the Institute of Medicine's report, The Future of Public Health.

  3. 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.

  4. Demographics and Fellowship Training of Residency Leadership in EM: A Descriptive Analysis

    Directory of Open Access Journals (Sweden)

    Greenstein, Josh

    2017-01-01

    Full Text Available Emergency medicine (EM fellowships are becoming increasingly numerous, and there is a growing trend among EM residents to pursue postgraduate fellowship training. Scant data have been published on the prevalence of postgraduate training among emergency physicians. We aimed to describe the prevalence and regional variation of fellowships among EM residency leadership. We conducted an online anonymous survey that was sent to the Council of EM Residency Directors (CORD membership in October 2014. The survey was a brief questionnaire, which inquired about fellowship, secondary board certification, gender, and length in a leadership position of each member of its residency leadership. We separated the responses to the survey into four different geographic regions. The geographic regions were defined by the same classification used by the National Resident Matching Program (NRMP. We defined residency leadership as program director (PD, associate PD and assistant PD. Residencies that did not complete the survey were then individually contacted to encourage completion. The survey was initially piloted for ease of use and understanding of the questions with a select few EM PDs. We obtained responses from 145 of the 164 Accrediting Council for Graduate Medical Educationaccredited EM residencies (88%. The fellowship prevalence among PDs, associate PDs, and assistant PDs was 21.4%, 20.3%, and 24.9% respectively. The most common fellowship completed was a fellowship in toxicology. Secondary board certification among PDs, associate PDs, and assistant PDs was 9.7%, 4.8%, and 2.9% respectively. Eighty-two percent of PDs have at least five years in residency leadership. Seventy-six percent of PDs were male, and there was a near-even split of gender among associate PDs and assistant PDs. The Western region had the highest percentage of fellowship and or secondary board certification among all levels of residency leadership. There is a low prevalence of fellowship

  5. Demographics and Fellowship Training of Residency Leadership in EM: A Descriptive Analysis.

    Science.gov (United States)

    Greenstein, Josh; Hardy, Ross; Chacko, Jerel; Husain, Abbas

    2017-01-01

    Emergency medicine (EM) fellowships are becoming increasingly numerous, and there is a growing trend among EM residents to pursue postgraduate fellowship training. Scant data have been published on the prevalence of postgraduate training among emergency physicians. We aimed to describe the prevalence and regional variation of fellowships among EM residency leadership. We conducted an online anonymous survey that was sent to the Council of EM Residency Directors (CORD) membership in October 2014. The survey was a brief questionnaire, which inquired about fellowship, secondary board certification, gender, and length in a leadership position of each member of its residency leadership. We separated the responses to the survey into four different geographic regions. The geographic regions were defined by the same classification used by the National Resident Matching Program (NRMP). We defined residency leadership as program director (PD), associate PD and assistant PD. Residencies that did not complete the survey were then individually contacted to encourage completion. The survey was initially piloted for ease of use and understanding of the questions with a select few EM PDs. We obtained responses from 145 of the 164 Accrediting Council for Graduate Medical Education-accredited EM residencies (88%). The fellowship prevalence among PDs, associate PDs, and assistant PDs was 21.4%, 20.3%, and 24.9% respectively. The most common fellowship completed was a fellowship in toxicology. Secondary board certification among PDs, associate PDs, and assistant PDs was 9.7%, 4.8%, and 2.9% respectively. Eighty-two percent of PDs have at least five years in residency leadership. Seventy-six percent of PDs were male, and there was a near-even split of gender among associate PDs and assistant PDs. The Western region had the highest percentage of fellowship and or secondary board certification among all levels of residency leadership. There is a low prevalence of fellowship training and

  6. Training Future Leaders of Academic Medicine: Internal Programs at Three Academic Health Centers.

    Science.gov (United States)

    Morahan, Page S.; Kasperbauer, Dwight; McDade, Sharon A.; Aschenbrener, Carol A.; Triolo, Pamela K.; Monteleone, Patricia L.; Counte, Michael; Meyer, Michael J.

    1998-01-01

    Reviews need for internal leadership training programs at academic health centers and describes three programs. Elements common to the programs include small classes, participants from many areas of academic medicine and health care, building on prior experience and training, training conducted away from the institution, short sessions, faculty…

  7. Customer Satisfaction with Training Programs.

    Science.gov (United States)

    Mulder, Martin

    2001-01-01

    A model for evaluating customer satisfaction with training programs was tested with training purchasers. The model confirmed two types of projects: training aimed at achieving learning results and at changing job performance. The model did not fit for training intended to support organizational change. (Contains 31 references.) (SK)

  8. Leadership

    Science.gov (United States)

    2003-04-07

    forecasting capability as the most critical concern. Senior managers selected a leadership style of honestly and integrity, followed by a long-term...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

  9. On the Death and Transfiguration of Leadership Training.

    Science.gov (United States)

    Fiedler, Fred E.

    Empirical research shows that neither leadership training nor experience increases organizational performance. These disappointing results can be explained by the Contingency Model. This theory postulates that task motivated low esteem for the Least Preferred Coworker (LPC) leaders perform best in very favorable and unfavorable situations while…

  10. Leadership for Effective Teacher Training Transfer in Kuwaiti Secondary Schools

    Science.gov (United States)

    Winokur, Ilene K.; Sperandio, Jill

    2017-01-01

    This article reports on the findings of a study undertaken to examine the links between leadership practices of a transformational nature and the transfer of teacher training in the public high schools in Kuwait. The participants in the study were teachers who had undergone mandated professional development (PD) aimed at improving teaching…

  11. The Moderating Role of Cultural Similarity in Leadership Training Effectiveness

    Science.gov (United States)

    Xu, Qiumei Jane; Jiang, Jianfeng

    2010-01-01

    Purpose: This paper aims to examine the moderating role of cultural similarity between leaders and followers on leadership training effectiveness in terms of followers' fairness perception and organizational citizenship behavior. Design/methodology/approach: A quasi-experiment was conducted with 40 managers from international corporations as the…

  12. 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.

  13. Encouraging Reflexivity in a Residency Leadership Development Program: Expanding Outside the Competency Approach.

    Science.gov (United States)

    Clapp, Justin T; Gordon, Emily K B; Baranov, Dimitry Y; Trey, Beulah; Tilin, Felice J; Fleisher, Lee A

    2018-02-01

    While leadership development is increasingly a goal of academic medicine, it is typically framed as competency acquisition, which can limit its focus to a circumscribed set of social behaviors. This orientation may also reinforce the cultural characteristics of academic medicine that can make effective leadership difficult, rather than training leaders capable of examining and changing this culture. Expanding leadership development so it promotes social reflexivity presents a way to bolster some of the weaknesses of the competency paradigm. In 2013-2016, the University of Penn sylvania's Department of Anesthesiology and Critical Care (DACC) carried out a leadership development program for residents, which included seminars focused on developing particular leadership skills and annual capstone sessions facilitating discussion between residents and attending physicians about topics chosen by residents. The capstone sessions proved to be most impactful, serving as forums for open conversation about how these groups interact when engaged in social behaviors such as giving/receiving feedback, offering support after an adverse event, and teaching/learning in the clinic. The success of the capstone sessions led to a 2016 DACC-wide initiative to facilitate transparency among all professional roles (faculty, residents, nurse anesthetists, administrative staff) and encourage widespread reflexive examination about how the manner in which these groups interact encourages or impedes leadership and teamwork. Further work is necessary to describe how leadership program formats can be diversified to better encourage reflexivity. There is also a need to develop mechanisms for assessing outcomes of leadership programs that expand outside the competency-based system.

  14. The University of Queensland Medical Leadership Program: A Case Study

    OpenAIRE

    Knowles, Lynnette; O'Dowd, Corina; Hewett, David G.; Schafer, Jennifer; FRACGP, DRANZCOG; Wilkinson, David

    2012-01-01

    Changes in modern healthcare's provision, complexity, and workforce demands provide a compelling rationale for an increasing emphasis on leadership development at all levels of training within the medical profession. Undergraduate medical education has traditionally focused on the development of clinical acumen with little emphasis on the development of leadership skills or on the operational and systemic issues surrounding healthcare delivery. Incorporating leadership education and competenc...

  15. A systematic review of leadership training for medical students.

    Science.gov (United States)

    Lyons, Oscar; Su'a, Bruce; Locke, Michelle; Hill, Andrew

    2018-01-19

    Leadership is increasingly being recognised as an essential requirement for doctors. Many medical schools are in the process of developing formal leadership training programmes, but it remains to be elucidated what characteristics make such programmes effective, and to what extent current programmes are effective, beyond merely positive learner reactions. This review's objective was to investigate the effectiveness of undergraduate medical leadership curricula and to explore common features of effective curricula. A systematic literature search was conducted. Articles describing and evaluating undergraduate medical leadership curricula were included. Outcomes were stratified and analysed according to a modified Kirkpatrick's model for evaluating educational outcomes. Eleven studies met inclusion criteria. Leadership curricula evaluated were markedly heterogeneous in their duration and composition. The majority of studies utilised pre- and post- intervention questionnaires for evaluation. Two studies described randomised controlled trials with objective measures. Outcomes were broadly positive. Only one study reported neutral outcomes. A wide range of leadership curricula have shown subjective effectiveness, including short interventions. There is limited objective evidence however, and few studies have measured effectiveness at the system and patient levels. Further research is needed investigating objective and downstream outcomes, and use of standard frameworks for evaluation will facilitate effective comparison of initiatives.

  16. Student Leadership: Necessary Research

    Science.gov (United States)

    Dempster, Neil; Lizzio, Alf

    2007-01-01

    Interest in student leadership or leadership by young people has always existed in school and community settings and while there are many programs devoted to leadership development and training, we believe that there is a need for focused research into what young people conceive leadership to be and in what circumstances they would see it being…

  17. Promoting Effective Program Leadership in Psychology: A Benchmarking Strategy

    Science.gov (United States)

    Halonen, Jane S.

    2013-01-01

    Although scholars have scrutinized many aspects of academic life in psychology, the topic of leadership for psychology programs has remained elusive. This article describes the importance of high-quality leadership in the development of thriving psychology programs. The author offers a strategy for evaluating leaders to help provide developmental…

  18. The university of queensland medical leadership program: a case study

    National Research Council Canada - National Science Library

    Knowles, Lynnette; O'Dowd, Corina; Hewett, David G; Schafer, Jennifer; Fracgp, Dranzcog; Wilkinson, David

    2012-01-01

    Changes in modern healthcare's provision, complexity, and workforce demands provide a compelling rationale for an increasing emphasis on leadership development at all levels of training within the medical profession...

  19. Presidential leadership in the development of the US space program

    Science.gov (United States)

    Launius, Roger D. (Editor); Mccurdy, Howard E. (Editor)

    1994-01-01

    Papers presented at a historical symposium on Presidential leadership in the space program include the following: 'The Imperial Presidency in the History of Space Exploration'; 'The Reluctant Racer: Dwight D. Eisenhower and United States Space Policy'; 'Kennedy and the Decision to Go to the Moon'; 'Johnson, Project Apollo, and the Politics of Space Program Planning'; 'The Presidency, Congress, and the Deceleration of the U.S. Space Program in the 1970s'; 'Politics not Science: The U.S. Space Program in the Reagan and Bush Years'; 'Presidential Leadership and International Aspects of the Space Program'; 'National Leadership and Presidential Power'; and 'Epilogue: Beyond NASA Exceptionalism'.

  20. Using the integrated nurse leadership program to reduce sepsis mortality.

    Science.gov (United States)

    Kliger, Julie; Singer, Sara J; Hoffman, Frank H

    2015-06-01

    The Integrated Nurse Leadership Program (INLP) is a collaborative improvement model focused on developing practical leadership skills of nurses and other frontline clinicians to lead quality improvement efforts. Sepsis is a major challenge to treat because it arises unpredictably and can progress rapidly. Nine San Francisco Bay Area hospitals participated in a 22-month INLP Sepsis Mortality Reduction Project to improve sepsis detection and management. The INLP focused on developing leadership and process improvement skills of nurses and other frontline clinicians. Teams of trained clinicians then implemented three strategies to improve early identification and timely treatment of sepsis: (1) sepsis screening of all patients, with diagnostic testing according to protocol; (2) timely treatment on the basis of key elements of Early Goal-Directed Therapy (EGDT); and (3) ongoing data review. Each hospital agreed to pursue the goal of reducing sepsis mortality by 15% by the end of the project. In the data collection period (baseline, July-December 2008 and project completion, January-June 2011), team members showed strong improvement in perceived leadership skills, team effectiveness, and ability to improve care quality. During this period, sepsis mortality for eight of the participating hospitals (Hospital 9 joined the project six months after it began) decreased by 43.7%-from 28% in the baseline period to 16% at project completion. Sepsis mortality rates trended downward for all hospitals, significantly decreasing (pone hospital, pmanagement of septic patients, hospitals participating in the INLP Sepsis Mortality Reduction Project achieved reductions in sepsis mortality during the study period and sustained reductions for more than one year later. The INLP model can be readily applied beyond sepsis management and mortality to other quality problems.

  1. Building capacity for HIV/AIDS program leadership and management in Uganda through mentored Fellowships

    Science.gov (United States)

    Matovu, Joseph K.B.; Wanyenze, Rhoda K.; Mawemuko, Susan; Wamuyu-Maina, Gakenia; Bazeyo, William; Olico-Okui; Serwadda, David

    2011-01-01

    Background Around the world, health professionals and program managers are leading and managing public and private health organizations with little or no formal management and leadership training and experience. Objective To describe an innovative 2-year, long-term apprenticeship Fellowship training program implemented by Makerere University School of Public Health (MakSPH) to strengthen capacity for leadership and management of HIV/AIDS programs in Uganda. Implementation process The program, which began in 2002, is a 2-year, full-time, non-degree Fellowship. It is open to Ugandan nationals with postgraduate training in health-related disciplines. Enrolled Fellows are attached to host institutions implementing HIV/AIDS programs and placed under the supervision of host institution and academic mentors. Fellows spend 75% of their apprenticeship at the host institutions while the remaining 25% is dedicated to didactic short courses conducted at MakSPH to enhance their knowledge base. Achievements Overall, 77 Fellows have been enrolled since 2002. Of the 57 Fellows who were admitted between 2002 and 2008, 94.7% (54) completed the Fellowship successfully and 50 (92.3%) are employed in senior leadership and management positions in Uganda and internationally. Eighty-eight percent of those employed (44/54) work in institutions registered in Uganda, indicating a high level of in-country retention. Nineteen of the 20 Fellows who were admitted between 2009 and 2010 are still undergoing training. A total of 67 institutions have hosted Fellows since 2002. The host institutions have benefited through staff training and technical expertise from the Fellows as well as through grant support to Fellows to develop and implement innovative pilot projects. The success of the program hinges on support from mentors, stakeholder involvement, and the hands-on approach employed in training. Conclusion The Fellowship Program offers a unique opportunity for hands-on training in HIV

  2. Building capacity for HIV/AIDS program leadership and management in Uganda through mentored Fellowships

    Directory of Open Access Journals (Sweden)

    Joseph K.B. Matovu

    2011-02-01

    Full Text Available Background: Around the world, health professionals and program managers are leading and managing public and private health organizations with little or no formal management and leadership training and experience. Objective: To describe an innovative 2-year, long-term apprenticeship Fellowship training program implemented by Makerere University School of Public Health (MakSPH to strengthen capacity for leadership and management of HIV/AIDS programs in Uganda. Implementation process: The program, which began in 2002, is a 2-year, full-time, non-degree Fellowship. It is open to Ugandan nationals with postgraduate training in health-related disciplines. Enrolled Fellows are attached to host institutions implementing HIV/AIDS programs and placed under the supervision of host institution and academic mentors. Fellows spend 75% of their apprenticeship at the host institutions while the remaining 25% is dedicated to didactic short courses conducted at MakSPH to enhance their knowledge base. Achievements: Overall, 77 Fellows have been enrolled since 2002. Of the 57 Fellows who were admitted between 2002 and 2008, 94.7% (54 completed the Fellowship successfully and 50 (92.3% are employed in senior leadership and management positions in Uganda and internationally. Eighty-eight percent of those employed (44/54 work in institutions registered in Uganda, indicating a high level of in-country retention. Nineteen of the 20 Fellows who were admitted between 2009 and 2010 are still undergoing training. A total of 67 institutions have hosted Fellows since 2002. The host institutions have benefited through staff training and technical expertise from the Fellows as well as through grant support to Fellows to develop and implement innovative pilot projects. The success of the program hinges on support from mentors, stakeholder involvement, and the hands-on approach employed in training. Conclusion: The Fellowship Program offers a unique opportunity for hands

  3. Building capacity for HIV/AIDS program leadership and management in Uganda through mentored Fellowships.

    Science.gov (United States)

    Matovu, Joseph K B; Wanyenze, Rhoda K; Mawemuko, Susan; Wamuyu-Maina, Gakenia; Bazeyo, William; Olico-Okui; Serwadda, David

    2011-02-24

    Around the world, health professionals and program managers are leading and managing public and private health organizations with little or no formal management and leadership training and experience. To describe an innovative 2-year, long-term apprenticeship Fellowship training program implemented by Makerere University School of Public Health (MakSPH) to strengthen capacity for leadership and management of HIV/AIDS programs in Uganda. IMPLEMENTATION PROCESS: The program, which began in 2002, is a 2-year, full-time, non-degree Fellowship. It is open to Ugandan nationals with postgraduate training in health-related disciplines. Enrolled Fellows are attached to host institutions implementing HIV/AIDS programs and placed under the supervision of host institution and academic mentors. Fellows spend 75% of their apprenticeship at the host institutions while the remaining 25% is dedicated to didactic short courses conducted at MakSPH to enhance their knowledge base. Overall, 77 Fellows have been enrolled since 2002. Of the 57 Fellows who were admitted between 2002 and 2008, 94.7% (54) completed the Fellowship successfully and 50 (92.3%) are employed in senior leadership and management positions in Uganda and internationally. Eighty-eight percent of those employed (44/54) work in institutions registered in Uganda, indicating a high level of in-country retention. Nineteen of the 20 Fellows who were admitted between 2009 and 2010 are still undergoing training. A total of 67 institutions have hosted Fellows since 2002. The host institutions have benefited through staff training and technical expertise from the Fellows as well as through grant support to Fellows to develop and implement innovative pilot projects. The success of the program hinges on support from mentors, stakeholder involvement, and the hands-on approach employed in training. The Fellowship Program offers a unique opportunity for hands-on training in HIV/AIDS program leadership and management for both

  4. Influence of Formal Academic Leadership Programs on Undergraduates' Leadership Mindset: An Assessment of a Corps of Cadets Program

    Science.gov (United States)

    Dunn, Allison L.; Ho, Sarah P.; Odom, Summer F.; Perdue, Emily R.

    2016-01-01

    Students enrolled in a Corps of Cadets program at Texas A&M University [N = 336] were surveyed to examine their leadership mindsets and whether their participation in a formal academic leadership program simultaneously influenced their hierarchical and systemic-thinking preferences. No significant differences were found between students…

  5. 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 leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; pleadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

  6. 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 leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; pleadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase. PMID:28841662

  7. The Effect of a Leadership Development Program on Students' Self-Perceptions of Leadership Ability

    Science.gov (United States)

    Levy, Dayna Dunsmoor

    2013-01-01

    Equipping a healthcare workforce with leadership skills to drive change and innovation through the twenty-first century is imperative. This research measured outcomes of students' participation in a year-long leadership development program at a small, private, urban healthcare university in the northeastern United States. A mixed method approach…

  8. Building leadership capacity to drive sustainable water management: the evaluation of a customised program.

    Science.gov (United States)

    Taylor, A C

    2010-01-01

    This paper describes a customised, six-month, leadership development program (LDP) that was designed for emerging leaders in the Australian water industry who were promoting sustainable urban water management (SUWM). It also presents results from an evaluation of the program's benefits, costs and overall 'return on investment' (ROI). The program was designed to help build emergent leadership capacity in the water industry, given strong evidence that this form of leadership plays an important role in advancing SUWM. It involved '360-degree feedback' processes, training, individual leadership development plans, and coaching sessions. Its design was informed by a review of the literature, and its content was informed by local empirical research involving effective SUWM leaders. The evaluation used a seven-tier assessment framework that examined different dimensions of the program's performance using source and methodological triangulation. The results indicate that such LDPs can produce a range of positive outcomes, such as promoting desired leadership behaviours and generating a positive ROI estimate. Specifically, the program's estimated ROI was approximately 190% after only one year. The primary conclusion is that evidence-based LDPs which are highly customised for specific types of leaders in the water industry represent a promising type of intervention to build forms of leadership capacity which are needed to successfully promote SUWM.

  9. Developing a Physician Management & Leadership Program (PMLP) in Newfoundland and Labrador.

    Science.gov (United States)

    Maddalena, Victor; Fleet, Lisa

    2015-01-01

    This article aims to document the process the province of Newfoundland and Labrador used to develop an innovative Physician Management and Leadership Program (PMLP). The PMLP is a collaborative initiative among Memorial University (Faculty of Medicine and Faculty of Business), the Government of Newfoundland and Labrador, and the Regional Health Authorities. As challenges facing health-care systems become more complex there is a growing need for management and leadership training for physicians. Memorial University Faculty of Medicine and the Gardiner Centre in the Faculty of Business in partnership with Regional Health Authorities and the Government of Newfoundland and Labrador identified the need for a leadership and management education program for physician leaders. A provincial needs assessment of physician leaders was conducted to identify educational needs to fill this identified gap. A Steering Committee was formed to guide the design and implementation and monitor delivery of the 10 module Physician Management and Leadership Program (PMLP). Designing management and leadership education programs to serve physicians who practice in a large, predominately rural geographic area can be challenging and requires efficient use of available resources and technology. While there are many physician management and leadership programs available in Canada and abroad, the PMLP was designed to meet the specific educational needs of physician leaders in Newfoundland and Labrador.

  10. Examining the Influence of Campus Leadership Programs at a Catholic University

    Science.gov (United States)

    Whitney, Rich; Meents-DeCaigny, Ellen

    2014-01-01

    This study uses the socially responsible leadership and leadership efficacy scales in the Multi-Institutional Study of Leadership (MSL) to examine leadership programs at one Catholic campus, and their influence on socially responsible leadership and leadership efficacy. Examining students that identified as involved in 14 campus leadership…

  11. 76 FR 5799 - Notice of Commissioners and Staff Attendance at FERC Leadership Development Program Induction...

    Science.gov (United States)

    2011-02-02

    ... Energy Regulatory Commission Notice of Commissioners and Staff Attendance at FERC Leadership Development...: FERC Leadership Development Program Induction Ceremony: 888 First Street, NE., Washington, DC 20426... Leadership Development Program. Kimberly D. Bose, Secretary. BILLING CODE 6717-01-P ...

  12. Leadership, collaboration, and effective training principles and practices from a decade of training by a center for public health preparedness.

    Science.gov (United States)

    Reid, William Michael; Brown, Lisa M; Landis, Danielle C

    2014-01-01

    To review a decade's experience of a Centers for Disease Control and Preparedness (CDC) funded Center for Public Health Preparedness (hereafter referred to as the Center) and to identify interventions that led to surmounting serious obstacles to achieving the Center's CDC-mandated goals and objectives. The Center's purpose was to train the public health workforce to protect the population from bioterrorism, infectious diseases, and emerging public health threats. This case study used the concepts of the judgment process as developed by Noel Tichy and Warren Bennis to describe the experiences and actions of the Center's leaders. Center staff used public health principles of collaboration, the use of relevant science, and professional training principles in developing and delivering training in epidemiology, behavioral health, crisis leadership, and other fields through distance learning and on-site methods. The study's primary focus was on training in Florida, although the program's reach was national and international. Preparedness training was provided to approximately 10,000 public health officials, primarily drawn from Florida. This is a descriptive study of the Center's activities. The interventions were the steps taken by Center leadership to accomplish the federal and state goals of the program, despite meeting major challenges. The outcome measures were degrees of success, as measured by federal and state officials and other indicators, in delivering high quality training that met CDC and state goals. The Center delivered trainings in fields determined to be needed in Florida and nationally. Participant and observer evaluations were strongly positive. Nationally published papers and presentations contributed to the training evidence base. The Florida Department of Health incorporated the trainings into Florida's mandatory training for Incident Command strike teams. The leaders of the Center and the Florida Department of Health developed a formal statement of

  13. Advancing Systems Engineering Excellence: The Marshall Systems Engineering Leadership Development Program

    Science.gov (United States)

    Hall, Philip; Whitfield, Susan

    2011-01-01

    As NASA undertakes increasingly complex projects, the need for expert systems engineers and leaders in systems engineering is becoming more pronounced. As a result of this issue, the Agency has undertaken an initiative to develop more systems engineering leaders through its Systems Engineering Leadership Development Program; however, the NASA Office of the Chief Engineer has also called on the field Centers to develop mechanisms to strengthen their expertise in systems engineering locally. In response to this call, Marshall Space Flight Center (MSFC) has developed a comprehensive development program for aspiring systems engineers and systems engineering leaders. This presentation will summarize the two-level program, which consists of a combination of training courses and on-the-job, developmental training assignments at the Center to help develop stronger expertise in systems engineering and technical leadership. In addition, it will focus on the success the program has had in its pilot year. The program hosted a formal kickoff event for Level I on October 13, 2009. The first class includes 42 participants from across MSFC and Michoud Assembly Facility (MAF). A formal call for Level II is forthcoming. With the new Agency focus on research and development of new technologies, having a strong pool of well-trained systems engineers is becoming increasingly more critical. Programs such as the Marshall Systems Engineering Leadership Development Program, as well as those developed at other Centers, help ensure that there is an upcoming generation of trained systems engineers and systems engineering leaders to meet future design challenges.

  14. Dental Students', Alumni, and Dentists' Perspectives on Leadership: Impact of the Scholars Program in Dental Leadership.

    Science.gov (United States)

    Niemchick, Audrey L; Delgado, Jessica; Taichman, Russell S; Inglehart, Marita R

    2017-01-01

    In 2006, the Scholars Program in Dental Leadership (SPDL) was created at the University of Michigan School of Dentistry with the aim of preparing dental students to take on leadership roles in their profession and communities. The aims of this quantitative study were to investigate how SPDL alumni and current participants evaluated this program; to assess whether SPDL alumni evaluated their leadership-related educational experiences, leadership perceptions, and attitudes towards leadership activities in dentistry more positively than did non-SPDL dental students and general dentists; and to explore if leadership-related educational/clinical experiences were correlated with these constructs. Participants were 218 of 431 dental students across all four years (response rate 51%), 32 of whom were participants in the SPDL; 32 of 53 SPDL alumni (response rate 60%); and 595 of 3,000 general dentists invited to participate (response rate 20%). Both current and past SPDL participants evaluated the program on average positively (3.75 and 3.92, respectively, on a five-point scale). Non-SPDL students and alumni evaluated leadership-related educational experiences more positively than did the dentists (3.65/3.61 vs. 2.49; pleadership differed as well. Students and alumni evaluated being recognized (4.40/4.60 vs. 4.20; pleadership-related constructs. These results showed that the SPDL positively affected alumni perceptions of leadership indicators and attitudes.

  15. Training public health superheroes: five talents for public health leadership.

    Science.gov (United States)

    Day, Matthew; Shickle, Darren; Smith, Kevin; Zakariasen, Ken; Moskol, Jacob; Oliver, Thomas

    2014-12-01

    Public health leaders have been criticized for their policy stances, relationships with governments and failure to train the next generation. New approaches to the identification and training of public health leaders may be required. To inform these, lessons can be drawn from public health 'superheroes'; public health leaders perceived to be the most admired and effective by their peers. Members and Fellows of the UK Faculty of Public Health were contacted via e-newsletter and magazine and asked to nominate their 'Public Health Superhero'. Twenty-six responses were received, nominating 40 different people. Twelve semi-structured interviews were conducted. Thematic analysis, based on 'grounded theory', was conducted. Five leadership 'talents' for public health were identified: mentoring-nurturing, shaping-organizing, networking-connecting, knowing-interpreting and advocating-impacting. Talent-based approaches have been effective for leadership development in other sectors. These talents are the first specific to the practice of public health and align with some aspects of existing frameworks. An increased focus on identifying and developing talents during public health training, as opposed to 'competency'-based approaches, may be effective in strengthening public health leadership. Further research to understand the combination and intensity of talents across a larger sample of public health leaders is required. © The Author 2014. Published by Oxford University Press on behalf of Faculty of Public Health. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  16. Linking Experiences and Outcomes within a Postsecondary Leadership Development Program

    Science.gov (United States)

    Strawn, Kellie; McKim, Aaron J.; Velez, Jonathan J.

    2017-01-01

    This qualitative study explored the leadership development outcomes associated with specific experiences in a one-year, intensive leadership development program at a large northwest research university. Students highlighted three programmatic experiences for their effectiveness: (a) faculty mentoring, (b) participation in a weekly seminar, and (c)…

  17. Cultivating Leadership Development: A Comprehensive Program for Undergraduates

    Science.gov (United States)

    Greenleaf, Justin P.; Klaus, Kaley; Arensdorf, Jill

    2017-01-01

    The Voss Advanced Undergraduate Leadership Experience (VALUE), is a student cohort program with a competitive application process. Students must have a prerequisite level of leadership education and self-select into one of three designated tracks. Students are paired with faculty and community mentors to learn about operations and collaboration in…

  18. Training tomorrow's global health leaders: applying a transtheoretical model to identify behavior change stages within an intervention for health leadership development.

    Science.gov (United States)

    Daniels, Joseph; Farquhar, Carey; Nathanson, Neal; Mashalla, Yohana; Petracca, Frances; Desmond, Michelle; Green, Wendy; Davies, Luke; O'Malley, Gabrielle

    2014-12-01

    Training health professionals in leadership and management skills is a key component of health systems strengthening in low-resource settings. The importance of evaluating the effectiveness of these programs has received increased attention over the past several years, although such evaluations continue to pose significant challenges. This article presents evaluation data from the pilot year of the Afya Bora Fellowship, an African-based training program to increase the leadership capacity of health professionals. Firstly, we describe the goals of the Afya Bora Fellowship. Then, we present an adaptation of the transtheoretical model for behavior change called the Health Leadership Development Model, as an analytical lens to identify and describe evidence of individual leadership behavior change among training participants during and shortly after the pilot year of the program. The Health Leadership Development Model includes the following: pre-contemplation (status quo), contemplation (testing and internalizing leadership), preparation - (moving toward leadership), action (leadership in action), and maintenance (effecting organizational change). We used data from surveys, in-depth interviews, journal entries and course evaluations as data points to populate the Health Leadership Development Model. In the short term, fellows demonstrated increased leadership development during and shortly after the intervention and reflected the contemplation, preparation and action stages of the Health Leadership Development Model. However, expanded interventions and/or additional time may be needed to support behavior change toward the maintenance stages. We conclude that the Health Leadership Development Model is useful for informing health leadership training design and evaluation to contribute to sustainable health organizational change. © The Author(s) 2014.

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

    National Research Council Canada - National Science Library

    Richter, Anne; von Thiele Schwarz, Ulrica; Lornudd, Caroline; Lundmark, Robert; Mosson, Rebecca; Hasson, Henna

    .... 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...

  20. Policy advocacy and leadership training for formerly incarcerated women: an empowerment evaluation of ReConnect, a program of the Women in Prison Project, Correctional Association of New York.

    Science.gov (United States)

    Pinto, R M; Rahman, R; Williams, A

    2014-12-01

    There is limited knowledge on re-entry initiatives for formerly incarcerated women specifically on building women's advocacy and leadership skills. Our research highlights an empowerment evaluation on ReConnect, a 12-session; innovative advocacy and leadership development program rooted in an integrated framework of empowerment, and transformational leadership theories. Using thematic analysis, we coded three focus groups with 24 graduates, for themes that matched our framework's concepts. ReConnect graduates reported being empowered by the information they received on parental rights, housing, and employment. Participants agreed that ReConnect improved their communication skills, preparing them to advocate for themselves and community members. Copyright © 2014 Elsevier Ltd. All rights reserved.

  1. Adolescence as a critical stage in the MCH Life Course Model: commentary for the Leadership Education in Adolescent Health (LEAH) interdisciplinary training program projects.

    Science.gov (United States)

    Shlafer, Rebecca; Hergenroeder, Albert C; Jean Emans, S; Rickert, Vaughn I; Adger, Hoover; Spear, Bonnie; Irwin, Charles E; Kreipe, Richard E; Walker, Leslie R; Resnick, Michael D

    2014-02-01

    The Life Course Perspective (LCP), or Model, is now a guiding framework in Maternal and Child Health (MCH) activities, including training, supported by the Health Resources and Services Administration's Maternal and Child Health Bureau. As generally applied, the LCP tends to focus on pre- through post-natal stages, infancy and early childhood, with less attention paid to adolescents as either the "maternal" or "child" elements of MCH discourse. Adolescence is a distinct developmental period with unique opportunities for the development of health, competence and capacity and not merely a transitional phase between childhood and adulthood. Adequately addressing adolescents' emergent and ongoing health needs requires well-trained and specialized professionals who recognize the unique role of this developmental period in the LCP.

  2. A profile of hospitals with leadership development programs.

    Science.gov (United States)

    Thompson, Jon M; Kim, Tae Hyun

    2013-01-01

    Community hospitals face increasing organizational and environmental complexities that challenge effective leadership. Hospitals are embracing leadership development programs in efforts to ensure leadership talent. While prior literature has described the intent and availability of these programs, the characteristics and performance of hospitals having such programs and their associated market characteristics have not been fully addressed. This article identifies significant differences in organizational, operational, performance, and market factors that are associated with hospitals offering a leadership development program, compared with those hospitals lacking such a program. The authors used American Hospital Association Survey data for 2008, the Area Resource File, and Centers for Medicare & Medicaid data to identify hospitals with and without leadership development programs and analyzed the differences for a number of organizational, operational, performance, and market variables. Findings indicate that hospitals having leadership development programs were large-bed-size facilities, had not-for-profit ownership, were system affiliated, were located in metropolitan statistical areas, and were teaching affiliated facilities. These hospitals also generated higher patient discharges, had higher occupancy, and had a longer average length of stay, compared with hospitals without such programs. In addition, these hospitals had higher net patient revenue per adjusted discharge and higher total profit margins relative to the comparison group.

  3. The Role of Coach to Improve The Competence of Leadership Training Program Participants in Arranging Innovation Planning and Implementing Change Management

    Directory of Open Access Journals (Sweden)

    Suyono Suyono

    2015-12-01

    Full Text Available Peran Coach  dalam Meningkatkan Kompetensi Peserta Diklat  Kepemimpinan Menyusun Rancangan Inovasi dan Mengimplementasikan Manajemen Perubahan Abctract: This study was evaluate the results of training participants in the planning of innovationand change management with coaching. The subjects were 10 participants of the training the results of the assessment concluded that the coaching activity that the average value of participants for Planning of Innovation is 81,09, consultation frequency of training participant to actualize the project is a change of 82,7%,  the frequency of consultation phases of activity by 82,5%, and the average value Change Management is at 82,24. Results of this study conclude coaching activities can improve the competence of training participants in compiling Planning of Innovation and Change Management. Key Words: competence, coach, planning of innovation, change management   Abstrak: Penelitian ini bertujuan mengevaluasi hasil peserta diklat dalam perencanaan inovasi dan manajemen perubahan dengan coaching. Metodenya menggunakan  action research dengan kegiatan perencanaan, pelaksanaan, observasi, dan refleksi. Subjek penelitian ini adalah peserta diklat yang berjumlah 10 orang. Pengumpulan datanya menggunakan pembimbingan langsung dan pembimbingan jarak jauh (coaching. Analisisnya menggunakan teknik analisis deskriptis . Hasil penilaian kegiatan coaching disimpulkan bahwa nilai rata-rata peserta untuk Perencanaan Inovasi adalah 81,89, frekuansi konsultasi peserta diklat dalam mengaktualisasikan proyek perubahan adalah sebesar 82,7%, frekuensi konsultasi tahapan kegiatan sebesar 82,5%, dan nilai rata-rata Manajemen Perubahan adalah sebesar 82,24. Hasil penelitian secara umum menunjukkan kegiatan coaching dapat meningkatkan kompetensi peserta diklat dalam menyusun Perencanaan Inovasi dan  Manajemen Perubahan. Kata kunci: kompetensi, coach, perencanaan inovasi, manajemen perubahan

  4. 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 ...

  5. Improving Bioengineering Student Leadership Identity Via Training and Practice within the Core-Course.

    Science.gov (United States)

    Rosch, David M; Imoukhuede, P I

    2016-12-01

    The development of a leadership identity has become significant in bioengineering education as a result of an increasing emphasis on teamwork within the profession and corresponding shifts in accreditation criteria. Unsurprisingly, placing bioengineering students in teams to complete classroom-based projects has become a dominant pedagogical tool. However, recent research indicates that engineering students may not develop a leadership identity, much less increased leadership capacity, as a result of such efforts. Within this study, we assessed two similar sections of an introductory course in bioengineering; each placed students in teams, while one also included leadership training and leadership practice. Results suggest that students in the leadership intervention section developed a strong self-image of themselves as leaders compared to students in the control section. These data suggest that creating mechanisms for bioengineering students to be trained in leadership and to practice leadership behaviors within a classroom team may be keys for unlocking leadership development.

  6. 77 FR 9111 - YouthBuild Program

    Science.gov (United States)

    2012-02-15

    ... skills training, leadership development, and education to participants.'' The commenter contends that... programs as part of their commitment to provide skills training, leadership development, and education to... and leadership skills training to encourage...

  7. Strategies for fostering basic psychological needs support in high quality youth leadership programs.

    Science.gov (United States)

    Bean, Corliss; Harlow, Meghan; Kendellen, Kelsey

    2017-04-01

    Youth leadership programming has become an increasingly common context to foster basic psychological needs and promote youth development. The purpose of this qualitative study was to explore strategies involved in fostering youth needs support within six leadership programs. Two leaders and 30 youth participated in semi-structured interviews to better understand the strategies used to foster needs support. Findings revealed that leaders were able to foster a sense of relatedness among youth through building trusting adult-youth relationships and nurturing an inclusive environment. Maximizing choice and negotiating youth voice helped to foster youth's autonomy. Finally, creating a task-oriented climate and providing intentional opportunities for skill-building helped to foster youth's competence. Findings suggest that training for leaders is critical in understanding what, and how strategies should be employed to help foster youth needs support in leadership programming. Limitations and future directions are outlined. Copyright © 2016 Elsevier Ltd. All rights reserved.

  8. Customer satisfaction with training programs

    NARCIS (Netherlands)

    Mulder, M.

    2001-01-01

    In this contribution, a model of evaluation of customer satisfaction about training programs is described. The model is developed and implemented for an association of training companies. The evaluation has been conducted by an independent organisation to enhance the thrustworthiness of the

  9. Academy of Program/Project & Engineering Leadership Annual Publications

    Data.gov (United States)

    National Aeronautics and Space Administration — Academy of Program/Project & Engineering Leadership's Annual Report highlights the Academy's efforts to serve the NASA workforce's needs in adapting to the...

  10. Evaluating Leadership Development in an Academic Program

    Science.gov (United States)

    Christensen, Brett; Cormack, Erica; Spice, Barb

    2011-01-01

    An evaluation of the Royal Military College of Canada's Aboriginal Leadership Opportunity Year leadership practicum was conducted in 2009. This novel approach used several human performance technology (HPT) models to frame the evaluation and identify the dimensions and subdimensions of merit. This article explains the theoretical framework of the…

  11. Developing a Pipeline for the Community-Based Primary Care Workforce and Its Leadership: The Kraft Center for Community Health Leadership's Fellowship and Practitioner Programs.

    Science.gov (United States)

    Shtasel, Derri; Hobbs-Knutson, Katherine; Tolpin, Harriet; Weinstein, Debra; Gottlieb, Gary L

    2015-09-01

    Community health centers (CHCs) face challenges recruiting and retaining primary care clinicians. Providing advanced training that enhances clinical skills within a public health framework, teaches leadership, protects time for scholarly activities, and focuses on the social mission may be a successful career development strategy. In July 2012, the Kraft Center for Community Health Leadership developed and implemented two 2-year programs to develop physician and nursing leaders with blended academic-community career paths and identities. The fellowship program for physicians and the practitioner program for early-career physicians and advanced practice nurses include mentored practice in a CHC; monthly learning days; completion of a community-based research project; and, for fellows, matriculation in an MPH program and engagement in a bimonthly leadership seminar. The first classes of 5 fellows and 14 practitioners graduated in June 2014. All 5 fellowship graduates were offered full-time positions at the CHCs where they practiced, and 2 have accepted leadership positions at their CHCs. All 14 practitioner graduates remain in community health, 5 have accepted leadership positions, and 2 have obtained grants to support ongoing projects. The authors are tracking graduates' career paths and the programs' impact on CHCs while modifying the programs on the basis of feedback; identifying elements of the programs that may be amenable to more cost-effective delivery; and exploring the potential for federal funding to support expansion of the practitioner program, and for the practitioner program to increase the return on investment provided by the National Health Service Corps.

  12. Talent management and physician leadership training is essential for preparing tomorrow's physician leaders.

    Science.gov (United States)

    Satiani, Bhagwan; Sena, John; Ruberg, Robert; Ellison, E Christopher

    2014-02-01

    Talent management and leadership development is becoming a necessity for health care organizations. These leaders will be needed to manage the change in the delivery of health care and payment systems. Appointment of clinically skilled physicians as leaders without specific training in the areas described in our program could lead to failure. A comprehensive program such as the one described is also needed for succession planning and retaining high-potential individuals in an era of shortage of surgeons. Copyright © 2014 Society for Vascular Surgery. Published by Mosby, Inc. All rights reserved.

  13. Defense Workforce Training Programs

    Science.gov (United States)

    1992-10-01

    acquire new and Functional context approach different skills to job skils training H-2 team work. This decentralization requires more competency from...categories based on their content: "Basic Literacy and General Education covers topics in general education, including all basic verbal and mathematical... literacy skills, preparation for education in specific subject areas, preparation for educational certification tests, learning skills (especially

  14. Air Pollution Training Programs.

    Science.gov (United States)

    Public Health Service (DHEW), Rockville, MD.

    This catalog lists the universities, both supported and not supported by the Division of Air Pollution, which offer graduate programs in the field of air pollution. The catalog briefly describes the programs and their entrance requirements, the requirements, qualifications and terms of special fellowships offered by the Division of Air Pollution.…

  15. Management training of physician executives, their leadership style, and care management performance: an empirical study.

    Science.gov (United States)

    Xirasagar, Sudha; Samuels, Michael E; Curtin, Thomas F

    2006-02-01

    To examine associations between management training of physician executives and their leadership styles, as well as effectiveness in achieving disease management goals. Cross-sectional national survey. Executive directors of community health centers (269 respondents; response rate = 40.9%) were surveyed regarding their perceptions of the medical director's leadership, and for quantitative information on the center's achievement of clinical (mostly disease management) goals. The dependent variables were the medical director's scores (as perceived by the executive director) on transformational, transactional, and laissez-faire leadership, effectiveness, satisfaction with the leader, and subordinate extra effort, using an adapted Multifactor Leadership Questionnaire (43 items; 5-point Likert scale). The independent variable was the medical director's management training status. Compared with medical directors with or =30 days of in-service training, had 0.32, 0.35, 0.30, 0.36, and 0.37 higher scores on transformational leadership, transactional leadership, rated effectiveness, satisfaction, and subordinate extra effort, respectively, and 0.31 lower score on laissez-faire leadership (all P management degrees but with > or =30 days of in-service training had 0.34, 0.36, 0.50, and 0.47 higher scores on transformational leadership, transactional leadership, rated effectiveness, and satisfaction with the leader (all P leadership significantly influences achievement of disease management goals. Training may enable physician executives to develop leadership styles that are effective in influencing clinical providers' adoption of disease management guidelines under managed care.

  16. 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

  17. Investigation of a Leadership Development Program.

    Science.gov (United States)

    1998-08-04

    levels of analysis. Human Relations, 43, 975-995. Bennis , W. G., & Nanus , B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row...Conger, J. A. (1994) Learning to Lead . San Francisco: Jossey-Bass. Conger, J. A., & Kanungo, R. N. (1988). Charismatic Leadership: The elusive...M., & Yammarino, F. J. (1990). Transformational leadership and multiple levels of analysis. Human Relations, 43, 975-995. Bennis , W. G., & Nanus , B

  18. Empowering primary care workers to improve health services: results from Mozambique's leadership and management development program

    Directory of Open Access Journals (Sweden)

    Perry Cary

    2008-07-01

    Full Text Available Abstract This article is the third article in the Human Resources for Health journal's feature on the theme of leadership and management in public health. The series of six articles has been contributed by Management Sciences for Health (MSH and will be published article-by-article over the next few weeks. The third article presents a successful application in Mozambique of a leadership development program created by Management Sciences for Health (MSH. Through this program, managers from 40 countries have learned to work in teams to identify their priority challenges and act to implement effective responses. From 2003 to 2004, 11 health units in Nampula Province, participated in a leadership and management development program called the Challenges Program. This was following an assessment which found that the quality of health services was poor, and senior officials determined that the underlying cause was the lack of human resource capacity in leadership and management in a rapidly decentralizing health care system. The program was funded by the US Agency for International Development (USAID and implemented in partnership between the Mozambican Ministry of Health (MOH Provincial Directorate in Nampula and Management Sciences for Health (MSH. The Challenges Program used simple management and leadership tools to assist the health units and their communities to address health service challenges. An evaluation of the program in 2005 showed that 10 of 11 health centers improved health services over the year of the program. The Challenges Program used several strategies that contributed to successful outcomes. It integrated leadership strengthening into the day-to-day challenges that staff were facing in the health units. The second success factor in the Challenges Program was the creation of participatory teams. After the program, people no longer waited passively to be trained but instead proactively requested training in needed areas. MOH workers

  19. Quantitative systematic review of multi-professional teamwork and leadership training to optimize patient outcomes in acute hospital settings.

    Science.gov (United States)

    Husebø, Sissel Eikeland; Akerjordet, Kristin

    2016-12-01

    To evaluate the impact of multi-professional teamwork (MPTW) and leadership training interventions on patient outcomes in acute hospital settings. Although investigations of teamwork and leadership training in acute hospital settings indicate that such programs can optimize patient outcomes, evidence-based recommendations on the content, duration and frequency of training programs associated with clinical evidence are still absent. Quantitative systematic review. A search was conducted for relevant papers published during the period from 2000-February 2014. Twelve studies met the inclusion criteria and were appraised for quality and a risk-of-bias assessment was conducted. The review used a structured approach for literature search, data evaluation, analysis and presentation. A narrative summary was used to report results. Two MPTW and leadership interventions in stroke units have the greatest impact on patient outcomes in acute hospital settings. The interventions' impact on patient outcomes, explored in the ten remaining studies, is associated with great uncertainty due to several alternative explanations of the findings. Research designs that test such interventions must be improved before recommendations on the ultimate program can be made. This can be achieved by strengthening the design, methodology and descriptions of interventions and the use of more consistent patient outcomes. Building a safety culture adjacent to implementing teamwork and leadership training interventions is essential for improving patient outcomes. © 2016 John Wiley & Sons Ltd.

  20. Dancing in Fetters? Chinese Principals' Perceptions of the Effects of Finnish Training Programs

    Science.gov (United States)

    Xing, Xin; Dervin, Fred

    2014-01-01

    Although there is an increased interest in overseas training for educational leaders in China, little is known about the value of such programs. This qualitative case study explores Chinese school principals' perceptions of leadership practices and professional development after undertaking a Finnish training program. The article also explores…

  1. Training the next generation of physician-executives: an innovative residency pathway in management and leadership.

    Science.gov (United States)

    Ackerly, D Clay; Sangvai, Devdutta G; Udayakumar, Krishna; Shah, Bimal R; Kalman, Noah S; Cho, Alex H; Schulman, Kevin A; Fulkerson, William J; Dzau, Victor J

    2011-05-01

    The rapidly changing field of medicine demands that future physician-leaders excel not only in clinical medicine but also in the management of complex health care enterprises. However, many physicians have become leaders "by accident," and the active cultivation of future leaders is required. Addressing this need will require multiple approaches, targeting trainees at various stages of their careers, such as degree-granting programs, residency and fellowship training, and career and leadership development programs. Here, the authors describe a first-of-its-kind graduate medical education pathway at Duke Medicine, the Management and Leadership Pathway for Residents (MLPR). This program was developed for residents with both a medical degree and management training. Created in 2009, with its first cohort enrolled in the summer of 2010, the MLPR is intended to help catalyze the emergence of a new generation of physician-leaders. The program will provide physicians-in-training with rigorous clinical exposure along with mentorship and rotational opportunities in management to accelerate the development of critical leadership and management skills in all facets of medicine, including care delivery, research, and education. To achieve this, the MLPR includes 15 to 18 months of project-based rotations under the guidance of senior leaders in many disciplines including finance, patient safety, health system operations, strategy, and others. Developing both clinical and management skill sets during graduate medical education holds the promise of engaging future leaders of health care at an early career stage, keeping more MD-MBA graduates within health care, and creating a bench of talented future physician-executives. Copyright © by the Association of American medical Colleges.

  2. Science Teacher Leadership: Learning from a Three-Year Leadership Program

    Science.gov (United States)

    Luft, Julie A.; Dubois, Shannon L.; Kaufmann, Janey; Plank, Larry

    2016-01-01

    Teachers are professional learners and leaders. They seek to understand how their students learn, and they participate in programs that provide new instructional skills, curricular materials, and ways to become involved in their community. This study follows a science teacher leadership program over a three-year period of time. There were…

  3. The Effect of Situational Leadership Behavior Organizational Culture and Human Resources Management Strategy on Education and Training Institution Productivity (Survey on Educational and Vocational Training Institutions in West Java Province

    Directory of Open Access Journals (Sweden)

    Iskandar Iskandar

    2014-06-01

    Full Text Available The aim of this research is to analyze: situational leadership behavior, organizational culture and productivity of vocational training institutes in west Java Province. The correlation between situational leadership behavior and organizational culture at vocational training institutes, the effect of situational leadership behavior and organizational culture toward productivity of vocational training institutes in west Java Province. This research uses organizational behavior and human resources management approach. The type of the research is descriptive and verificative, while the method used both descriptive and explanatory survey. Investigation type is casualty and time horizon in cross sectional. The sample size used is proportionate sampling by taking sample 115 vocational training institute of spread over 19 locations totally, all its population counted 719 vocational training institutes in west Java Province. The data analyzed by descriptive analytic and path analysis. The result of research shows, 1 situational leadership behavior and organizational culture in generalities, rather high score and the productivity at vocational training institutes to society, cooperation with company or industry in training program development, and placement of training graduate assessed by rather low, 2 there is correlation which significant between situational leadership behavior and organizational at vocational training institutes in west Java Province, 3 situational leadership behavior, organizational culture has significant effect simultaneously and partially productivity of vocational training institutes in west Java Province.

  4. Vocational choices made by alumni of the Leadership Program for Veterinary Students at Cornell University.

    Science.gov (United States)

    Fraser, David R; Parker, John S L; McGregor, Douglas D

    2016-10-01

    OBJECTIVE To compare vocational aspirations and outcomes of participants in the 10-week Leadership Program for Veterinary Students at Cornell University. DESIGN Survey. SAMPLE Veterinary students who participated in the program between 1990 and 2013. PROCEDURES Questionnaires that sought information about the career aspirations of participants at the beginning and end of the program were reviewed, along with records documenting the career progression of participants, audio recordings of interviews conducted with students, and notes of vocation-oriented counseling sessions held during each year's program. RESULTS At the conclusion of the program, 143 of 174 (82%) participants indicated they were more likely than not to undertake research training after completing their veterinary degree, compared with 106 of 174 (61%) at the beginning. Participation also stimulated interest in residency training and industry, but did little to promote interest in careers in government or the military. The percentage of participants who indicated they were more likely than not to pursue additional training in private practice decreased from 97 of 174 (56%) at the beginning of the program to 75 of 174 (43%) at the end. Information on career progression was available for 391 individuals, of whom 177 (45%) were pursuing careers of the kind envisioned by the program. However, 189 (48%) participants had a career in general or specialty clinical practice. CONCLUSIONS AND CLINICAL RELEVANCE The Leadership Program appeared to have a short-term influence on careers anticipated by program participants. However, a substantial proportion pursued careers in clinical practice after graduation.

  5. Assessment of leadership training needs of internal medicine residents at the Massachusetts General Hospital

    OpenAIRE

    Fraser, Traci N; Blumenthal, Daniel M.; Bernard, Kenneth; Iyasere, Christiana

    2015-01-01

    Internal medicine (IM) physicians, including residents, assume both formal and informal leadership roles that significantly impact clinical and organizational outcomes. However, most internists lack formal leadership training. In 2013 and 2014, we surveyed all rising second-year IM residents at a large northeastern academic medical center about their need for, and preferences regarding, leadership training. Fifty-five of 113 residents (49%) completed the survey. Forty-four residents (80% of r...

  6. Program Leadership from a Nordic Perspective - Managing Education Development

    DEFF Research Database (Denmark)

    Högfeldt, Anna-Karin; Cornell, Ann; Cronhjort, Mikael

    2012-01-01

    In this paper we focus on university educational development issues by investigating the program leadership at five Nordic technical universities. Specifically, the paper compares definitions, views and experiences of education leadership in the Nordic Five Tech (N5T) universities. The paper does...... their role, their possibilities to lead, and their opportunities of learning to lead. How is time for reflection and development as leaders handled at the different universities? The paper goes on to consider what impact the mandate of the leadership role has on the possibilities for developing educational...... programs. For instance, how can program directors ensure that learning objectives concerning generic skills and abilities are reached? How can program directors drive implementation of integrative and value-oriented topics such as sustainable development, innovation and entrepreneurship?...

  7. 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

  8. The Engineering Leadership Program: A Co-Curricular Learning Environment by and for Students

    Science.gov (United States)

    Athreya, K. S.; Kalkhoff, Michael T.

    2010-01-01

    This article describes the Engineering Leadership Program at Iowa State University, a pilot educational program for leadership development of undergraduate engineering students, designed and built with student ownership and leadership. A client focused leadership model, articulated through an iterative year long group exercise, with anticipated…

  9. Evaluating a New and Aspiring County Extension Director Leadership Education Program: Determining Outcomes and Needed Improvements

    Science.gov (United States)

    Jayaratne, K. S. U.; Owen, Mitchel; Jones, David

    2010-01-01

    This leadership education evaluation study explored the leadership development outcomes of potential county extension directors and the ways to improve the program. The leadership education program aimed to improve participants' leadership abilities in understanding self, building relationships and managing resources. The analysis of quantitative…

  10. The Implementation of a Structured Nursing Leadership Development Program for Succession Planning in a Health System.

    Science.gov (United States)

    Ramseur, Priscilla; Fuchs, Mary Ann; Edwards, Pamela; Humphreys, Janice

    2018-01-01

    Preparing future nursing leaders to be successful is important because many current leaders will retire in large numbers in the future. A structured nursing leadership development program utilizing the Essentials of Nurse Manager Orientation online program provided future nursing leaders with content aligned with nursing leadership competencies. Paired with assigned mentors and monthly leadership sessions, the participants increased their perception of leadership competence.

  11. Accreditation in the Professions: Implications for Educational Leadership Preparation Programs

    Science.gov (United States)

    Pavlakis, Alexandra; Kelley, Carolyn

    2016-01-01

    Program accreditation is a process based on a set of professional expectations and standards meant to signal competency and credibility. Although accreditation has played an important role in shaping educational leadership preparation programs, recent revisions to accreditation processes and standards have highlighted attention to the purposes,…

  12. Administrators' Descriptions of Their Leadership Roles in a Precollege Program

    Science.gov (United States)

    Owens, Michael A.

    2010-01-01

    The purpose of this work is to describe how leaders of the Upward Bound (UB) program at a university in the western United States described their leadership roles in the program. It is a qualitative study based on data drawn from interviews, observations, written material, and field observations conducted over two years. Participants described…

  13. Effective Software Engineering Leadership for Development Programs

    Science.gov (United States)

    Cagle West, Marsha

    2010-01-01

    Software is a critical component of systems ranging from simple consumer appliances to complex health, nuclear, and flight control systems. The development of quality, reliable, and effective software solutions requires the incorporation of effective software engineering processes and leadership. Processes, approaches, and methodologies for…

  14. training program in Jimma University

    African Journals Online (AJOL)

    Assessment on problems of the new pre-service teachers training program in Jimma University. Tadesse Walelign* Meaza Fantahun**. ABSTRACT. Education is the key to development; however, it is impossible to think the quality of education With out having academically qualified and professionally responsible teachers.

  15. Administrative organization in diagnostic radiology residency program leadership.

    Science.gov (United States)

    Webber, Grant R; Mullins, Mark E; Chen, Zhengjia; Meltzer, Carolyn C

    2012-04-01

    The aim of this study was to document the current state of administrative structure in US diagnostic radiology (DR) residency program leadership. A secondary objective was to assess for correlation(s), if any, with DR residency programs that equipped positions such as assistant, associate, and emeritus program director (PD) with respect to residency size and region of the country. The Fellowship and Residency Electronic Interactive Database, as well as direct communication and programmatic Web site searches, were used to gather data regarding current US DR residency leadership. Data collected included the presence of additional leadership titles, including assistant PD, associate PD, and PD emeritus, and how many faculty members currently held each position. Programs were excluded if results could not be identified. Analysis of variance and t tests were used to estimate the correlations of the size of a residency with having additional or shared PD positions and the types of positions, respectively. Chi-square tests were used to assess for any regional differences. As of the time of this project, the Fellowship and Residency Electronic Interactive Database defined 186 US DR residency programs. A total of 173 programs (93%) were included in the analysis; the remainder were excluded because of unavailability of relevant data. Seventy-two percent (124 of 173) of programs had additional DR leadership positions. Of these, 30 programs (17%) had more than one such position. There were no significant differences in the sizes of the programs that used these additional positions (mean, 25 ± 12; range, 6-72) compared with those that did not (mean, 24 ± 12; range, 7-51). There were no significant differences between programs that had additional positions with respect to region of the country. The majority of US DR residency programs used some form of additional DR leadership position. In the majority of cases, this was in the form of an assistant or associate PD. Nearly one

  16. Program Director Participation in a Leadership and Management Skills Fellowship and Characteristics of Program Quality

    National Research Council Canada - National Science Library

    Carek, Peter J; Mims, Lisa D; Conry, Colleen M; Maxwell, Lisa; Greenwood, Vicki; Pugno, Perry A

    2015-01-01

    The association between a residency program director completing a leadership and management skills fellowship and characteristics of quality and innovation of his/her residency program has not been...

  17. Evaluating a physician leadership development program - a mixed methods approach.

    Science.gov (United States)

    Throgmorton, Cheryl; Mitchell, Trey; Morley, Tom; Snyder, Marijo

    2016-05-16

    Purpose - With the extent of change in healthcare today, organizations need strong physician leaders. To compensate for the lack of physician leadership education, many organizations are sending physicians to external leadership programs or developing in-house leadership programs targeted specifically to physicians. The purpose of this paper is to outline the evaluation strategy and outcomes of the inaugural year of a Physician Leadership Academy (PLA) developed and implemented at a Michigan-based regional healthcare system. Design/methodology/approach - The authors applied the theoretical framework of Kirkpatrick's four levels of evaluation and used surveys, observations, activity tracking, and interviews to evaluate the program outcomes. The authors applied grounded theory techniques to the interview data. Findings - The program met targeted outcomes across all four levels of evaluation. Interview themes focused on the significance of increasing self-awareness, building relationships, applying new skills, and building confidence. Research limitations/implications - While only one example, this study illustrates the importance of developing the evaluation strategy as part of the program design. Qualitative research methods, often lacking from learning evaluation design, uncover rich themes of impact. The study supports how a PLA program can enhance physician learning, engagement, and relationship building throughout and after the program. Physician leaders' partnership with organization development and learning professionals yield results with impact to individuals, groups, and the organization. Originality/value - Few studies provide an in-depth review of evaluation methods and outcomes of physician leadership development programs. Healthcare organizations seeking to develop similar in-house programs may benefit applying the evaluation strategy outlined in this study.

  18. Analysis of Evidence Supporting the Educational Leadership Constituent Council 2011 Educational Leadership Program Standards

    Science.gov (United States)

    Tucker, Pamela D.; Anderson, Erin; Reynolds, Amy L.; Mawhinney, Hanne

    2016-01-01

    This document analysis provides a summary of the research from high-impact journals published between 2008 and 2013 with the explicit purpose of determining the extent to which the current empirical evidence supports the individual 2011 Educational Leadership Constituent Council Program Standards and their elements. We found that the standards are…

  19. Reflections on the contributions of self-advocates to an interdisciplinary leadership development program for graduate students in health affairs.

    Science.gov (United States)

    Rosenberg, Angela; Zuver, Deborah; Kermon, McCafferty; Fernandez, Claudia; Margolis, Lewis H

    2017-09-14

    To advance equity and to enhance leadership skills, self-advocates with intellectual/developmental disabilities are now part of the cohort of trainees in the University of North Carolina LEND, which means that they fully participate in the Interdisciplinary Leadership Development Program, a collaboration among programs in public health, social work, and LEND, which meets monthly. Given this important new participation by self-advocates, this study analyzes the reflections of graduate students on the contributions of self-advocates to their leadership training. At the conclusion of the program each year, graduate students respond to a questionnaire about how self-advocates influenced the content and interactions/discussions of the monthly workshops and are asked to provide specific examples to explain their perceptions. The 12 MCH leadership competencies were used to guide the coding of the comments for this qualitative, directed content analysis. Forty-six of 58 students (79.3%) from two consecutive cohorts responded for this cross-sectional study. Interactions with self-advocates prompted comments on 8 of the 12 leadership competencies, including interdisciplinary team building (29% of the comments); developing others through teaching and mentoring (22%); and self-reflection (18%). The inclusion of self-advocates throughout an interdisciplinary leadership development program for graduate students in health affairs can strengthen MCH leadership competencies for all participants as they enter an increasingly interdisciplinary workforce. Copyright © 2017 Elsevier Inc. All rights reserved.

  20. Biennial survey of clinical nutrition training programs.

    Science.gov (United States)

    Morgan, S L; Merritt, R J; Jackson, J R; Brooks, C M; Rombeau, J

    1990-07-01

    Three posttraining program surveys have been done by The American Society for Clinical Nutrition Committee on Subspecialty Training to evaluate the status of training programs in clinical nutrition. This survey updates demographic data about programs and determines which classes are offered or required as a part of basic nutrition-science requirements for nutrition training programs. In addition, the importance of board certification and accreditation of training programs is examined.

  1. Developing a Leadership Development Program for the Veterans Benefits Administration within the Department of Veterans Affairs

    Science.gov (United States)

    2014-06-13

    8 VBA Budget ................................................................................................................ 8... VBA Leadership and Personnel .................................................................................. 9 Employee Promotion within VBA ...14 VBA Goals and Key Programs

  2. The Top 30 Rising Stars Program: an inter-organizational approach to leadership succession planning.

    Science.gov (United States)

    Dilworth, Katie; Lankshear, Sara; Cava, Maureen; Aldred, Jacqueline; Hawkes, Nancy; Lefebre, Nancy; Price, Jennifer; Lawler, Valerie

    2011-01-01

    An effective leadership development program is an organizational investment that advances individual performance while strengthening organizational capabilities. The Top 30 Rising Stars Program is a leadership succession program designed to enable leadership capacity building within and across organizations. Key components of the program include formal learning, stretch opportunities, and mentorship. Evaluation results reveal high participant satisfaction and an increase in reported self-confidence in their ability to assume a formal leadership position.

  3. Identifying A National Leadership Skills Training And Development Strategy For Leaders Within Sector Education Training Authorities (SETAS

    Directory of Open Access Journals (Sweden)

    Florus P. J. Prinsloo

    2005-11-01

    Full Text Available Through a literature survey and a qualitative survey of the views of a selected sample of key role-players in the implementation of the South African Skills Development Strategy a number of transformational leadership competencies were identified that influence the effectiveness of Sector Education and Training Authorities (SETAs. A subsequent quantitative survey of the views of a random sample of SETA managers and Board members ranked the identified leadership competencies in terms of relevance to and importance for effectiveness of SETA leadership teams. The research results were applied to propose a learning programme strategy to develop the identified transformational leadership competencies amongst SETA leaders.

  4. Development of Capacity Building Training Programs for Nuclear R and D Personnel

    Energy Technology Data Exchange (ETDEWEB)

    Lee, Eui Jin; Nam, Youngmi; Hwang, Hyeseon; Jang, Eunsook; Song, Eun Ju [Korea Atomic Energy Research Institute, Daejeon (Korea, Republic of)

    2016-10-15

    The Nuclear Training and Education Center of the Korea Atomic Energy Research Institute has been operating technical training courses on nuclear engineering, engineering mathematics, management leadership training, out sourced practical training, legal education, etc. Strengthening nuclear R and D capacity is essential for the long-term mission and goals of the institute. Therefore, it requires a comprehensive training program to strengthen the unique capability of the institute that reflects diversity and differentiation. In this regard, the capacity building training program has developed on a modular basis, and the developed training program should be tailored to operate according to the institute needs. The capacity building training program for nuclear R and D personnel was developed to reflect the technology strengths of the institute. The developed training program will be developed into a leading branded education of the institute in the future.

  5. ScottishPower learning's school-to-work education and training programs[Empowering socially excluded youth and building future managers' leadership, communication and social skills

    Energy Technology Data Exchange (ETDEWEB)

    Kitagawa, K.; Watt, D.; Yachnin, R.

    2001-08-01

    Serving approximately 7 million homes and businesses across the United Kingdom and the northwest United States, ScottishPower and its subsidiaries are one of the 12 largest electricity groups in the world. Following deregulation in the electricity industry in the United Kingdom in 1990, ScottishPower found it had to change quickly to capture emerging opportunities. It recognized the need to support employee development and set up an Open Learning Centre to be used by staff for their own personal development. Investment was made in occupational health and wellness services. The following three-step training process was established for ScottishPower: (1) conduct employability assessments; (2) design and deliver a learning activity so that the individual will be successful in the workplace; and (3) engage learners. ScottishPower has implemented several training programs to empower employees, their families and their communities: education transition programs for 15-18 year olds; pre-vocational training for 16-25 year olds; and, vocational training for 16-25 year olds. The keys to success include people, processes, infrastructure, resources committed, challenges, and innovation. In cooperation with trade unions, government bodies, economic development agencies and education and training agencies, ScottishPower has developed a wide spectrum of training and development programs aimed at unemployed young people in socially deprived areas of the United Kingdom.

  6. The Durable Effects of Short-Term Programs on Student Leadership Development

    Science.gov (United States)

    Rosch, David M.; Caza, Arran

    2012-01-01

    Research involving students (N=612) at a large, research-extensive university who participated in voluntary short-term leadership programs showed an increase in leadership capacity, even when measured three months later. A popular assessment tool, the Socially Responsible Leadership Scale (SRLS), was used. Not all leadership competency scores…

  7. Framing Social Justice Leadership in a University-Based Preparation Program: The University of California's Principal Leadership Institute

    Science.gov (United States)

    Trujillo, Tina; Cooper, Robert

    2014-01-01

    Scholars are increasingly considering how theoretical concepts about social justice might permeate leadership preparation programs' design. Yet the degree to which these concepts actually anchor these programs is unclear. This article addresses this gap by analyzing how the University of California's Principal Leadership Institute bridges theory…

  8. 77 FR 26537 - Notice of Commissioners and Staff Attendance at FERC Leadership Development Program Graduation...

    Science.gov (United States)

    2012-05-04

    ... Energy Regulatory Commission Notice of Commissioners and Staff Attendance at FERC Leadership Development... Leadership Development Program Graduation/Induction Ceremony: 888 First Street NE., Washington, DC 20426. May... 2012 Leadership Development Program and graduate 15 employees from the 2011 program. Dated: April 30...

  9. Quality Special Education Programs: The Role of Transformational Leadership

    Science.gov (United States)

    Clinton, Demi

    2013-01-01

    The purpose of this quantitative study was to determine whether or not a relationship existed between principals who demonstrate transformational leadership traits and six different quality practices in their special education program. Effective principals must know and understand special education laws, practices, and current issues, but evidence…

  10. Leadership Program for Promoting Policies Linking the Environment ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Leadership Program for Promoting Policies Linking the Environment and Health in Africa. It is obvious that in many African countries, no linkages are being made between health policy and environment policy. In 2005, the global network Environment and Development Action in the Third World (ENDA-TM) francophone ...

  11. A Summer Leadership Development Program for Chemical Engineering Students

    Science.gov (United States)

    Simpson, Annie E.; Evans, Greg J.; Reeve, Doug

    2012-01-01

    The Engineering Leaders of Tomorrow Program (LOT) is a comprehensive curricular, co-curricular, extra-curricular leadership development initiative for engineering students. LOT envisions: "an engineering education that is a life-long foundation for transformational leaders and outstanding citizens." Academic courses, co-curricular certificate…

  12. Management Styles and Leadership Behavior Within a Residence Life Program.

    Science.gov (United States)

    Moy, James Y. K.; Hales, Loyde W.

    The purpose of this study was to investigate the leadership behavior of Residence Life staff members, the management styles of the organization and their relationship to each other. Staff members and students within the Residence Life Program at Ohio University comprised the sample used. Staff perceptions on the Profile on Organizational…

  13. Ethics Instruction in Community College Leadership Programs: Southern Perspectives

    Science.gov (United States)

    Ware, Nikisha Green

    2011-01-01

    The purpose of this study was to discover which southern universities have graduate preparatory programs in community college leadership and how, if at all, ethics is addressed in their curricula and in instruction. Surveys were mailed to 38 southern universities located in the Southern Regional Education Board member states. Of the 21 responses…

  14. Action Research in EdD Programs in Educational Leadership

    Science.gov (United States)

    Osterman, Karen; Furman, Gail; Sernak, Kathleen

    2014-01-01

    This exploratory study gathered information about the use of action research within doctor of education programs in educational leadership and explored faculty understanding of and perspectives on action research. Survey data established that action research is used infrequently to meet dissertation requirements. Contributing factors include lack…

  15. Tobacco Prevention Using Peer Leadership: Training Manual for CHAMPS.

    Science.gov (United States)

    Epps, Patricia H.; Vallenari, Alison C.

    This manual includes all necessary information for implementing the CHAMPS program, which trains older elementary school students or middle/high school students to operate puppets to deliver an anti-tobacco message to fourth through sixth graders. A basic premise is that the health message will have maximum impact if it comes from a student's…

  16. Administrators' Roles in Training Programs and Training Transfer

    Science.gov (United States)

    Ismail, Azman; Hua, Ng Kueh; Ismail, Yusof; Samah, Ainon Jauhariah Abu; Bakar, Rixal Abu; Ibrahim, Nurshahira

    2015-01-01

    An administrator plays a vital role in the growth and development of his/her subordinates. Despite this notion, the role of an administrator in the context of training programs and transfer of training is not well studied. Therefore, this study is set to examine the relationship between administrator's role in training programs and training…

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

    National Research Council Canada - National Science Library

    Richter, Anne; von Thiele Schwarz, Ulrica; Lornudd, Caroline; Lundmark, Robert; Mosson, Rebecca; Hasson, Henna

    ... 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...

  18. 30 CFR 77.107 - Training programs.

    Science.gov (United States)

    2010-07-01

    ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false Training programs. 77.107 Section 77.107... and Certified Persons § 77.107 Training programs. Every operator of a coal mine shall provide a program, approved by the Secretary, of training and retraining both qualified and certified persons needed...

  19. 30 CFR 75.160 - Training programs.

    Science.gov (United States)

    2010-07-01

    ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false Training programs. 75.160 Section 75.160... MANDATORY SAFETY STANDARDS-UNDERGROUND COAL MINES Qualified and Certified Persons § 75.160 Training programs. Every operator of a coal mine shall provide a program, approved by the Secretary, of training and...

  20. 75 FR 8393 - Housing Counseling Training Program

    Science.gov (United States)

    2010-02-24

    ... URBAN DEVELOPMENT Housing Counseling Training Program AGENCY: Office of the Chief Information Officer... training program for housing counselors. The term of the cooperative agreement is one year. Awardees can... lists the following information: Title of Proposal: Housing Counseling Training Program. OMB Approval...

  1. Developing nurse leaders: a program enhancing staff nurse leadership skills and professionalism.

    Science.gov (United States)

    Abraham, Pauline J

    2011-01-01

    This study aims to determine whether participation in the Nursing Leadership Perspectives Program (NLPP) at Mayo Clinic in Rochester, Minnesota, produced a change in leadership skills, increased professional activities, leadership promotion, and retention rates of participants. The NLPP is an educational program designed to enhance leadership skills and promote professionalism of registered nurses. The 6-month program provides participants with theoretical knowledge, core competencies, and opportunities to practice application of leadership skills. Outcome metrics were collected from registered nurses who completed the program (n = 15). Data analysis included descriptive and nonparametric methods. Participants reported statistically significant changes in their leadership skills after participation in the program (P = .007) on the Leadership Practices Inventory. Changes in professional behavior were also statistically significant as rated by the Nursing Activity Scale (P = .001). Participants demonstrated a change in leadership skills and professional behavior following the program.

  2. Developing the leadership skills of new graduates to influence practice environments: a novice nurse leadership program.

    Science.gov (United States)

    Dyess, Susan; Sherman, Rose

    2011-01-01

    The authors of the recently published Institute of Medicine on the Future of Nursing report emphasized the importance of preparing nurses to lead change to advance health care in the United States. Other scholars linked practice environments to safe quality care. In order for nurses to fully actualize this role in practice environments, they need to possess leadership skills sets that identify and respond to challenges faced. New nurses are no exception. This article presents a program with a 5-year track record that is designed to support transition and enhance the skill sets of leadership for new nurses in their first year of practice. Qualitative and quantitative evaluation measurements at baseline and postprogram provided data for evaluation of the first 4 cohorts in the program. Evaluative outcomes presented indicate that new nurses gained leadership and translational research skills that contributed to their ability to influence practice environments. Nonetheless, practice environments continue to need improvement and ongoing leadership from all levels of nursing must be upheld.

  3. Leadership Training: Putting the One Minute Manager to Work in the Schools.

    Science.gov (United States)

    King, Richard L.

    The Missouri Department of Elementary and Secondary Education selected material produced by Ken Blanchard, co-author of "The One Minute Manager," as the basis for a series of 4-day workshops on situational leadership for school personnel. Among the concepts brought to bear in situational leadership training are that (1) concern for…

  4. Intergenerational Stylistic Preferences in Leadership Training of Public School Business Administrators

    Science.gov (United States)

    DeVito, Candis M.; Basilice, Lucianna; Higuera, Michael Shane; Morote, Elsa-Sofia; Manley, Robert J.

    2014-01-01

    The purpose of this study was to examine the difference in perceived importance of training in specific aspects of transformational leadership and transactional leadership during certification preparation between Generation X and Baby Boomer New York State certified school business administrators. Eighty-seven school business administrators…

  5. Employee Perceptions of Vision and Leadership: Effects of Employee Orientation Training

    Science.gov (United States)

    Schmidt, Steven W.; Akdere, Mesut

    2007-01-01

    This empirical study examines employee perceptions of organizational vision and leadership at three different time periods. New employees at a large manufacturing organization were surveyed regarding their perceptions of their organization's vision and leadership before they attended new employee orientation training, immediately after new…

  6. Training Middle Managers of South African Public Schools in Leadership and Management Skills

    Science.gov (United States)

    Mampane, Sharon Thabo

    2017-01-01

    The purpose of this conceptual explanatory research is to highlight the importance of training of Middle Managers or Heads of Department (HoDs) in leadership and management in South African public schools. Leadership responsibilities in schools are becoming more complex to the extent that principals can no longer be sole leaders in schools. The…

  7. The Effects of Leadership Training and Experience: A Contingency Model Interpretation

    Science.gov (United States)

    Fiedler, Fred E.

    1972-01-01

    Summarizes recent studies based on the contingency model of leadership effectiveness, which suggest why research has failed to show that leadership training and experience increase organizational performance. The contingency model postulated that group performance depends on the match between situational favorableness, i.e., the leader's control…

  8. The Nursing Leadership Institute program evaluation: a critique

    OpenAIRE

    Havaei F; MacPhee M

    2015-01-01

    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 dem...

  9. A Comprehensive Leadership Education Model To Train, Teach, and Develop Leadership in Youth.

    Science.gov (United States)

    Ricketts, John C.; Rudd, Rick D.

    2002-01-01

    Meta-analysis of youth leadership development literature resulted in a conceptual model and curriculum framework. Model dimensions are leadership knowledge and information; leadership attitudes, will, and desire; decision making, reasoning, and critical thinking; oral and written communication; and intra/interpersonal relations. Dimensions have…

  10. Leadership in athletic training: implications for practice and education in allied health care.

    Science.gov (United States)

    Kutz, Matthew R

    2010-01-01

    Leadership behaviors are an important aspect of athletic training and are needed within all allied health care disciples. A two-phase, exploratory, non-experimental research study using a Delphi technique and a randomly selected sample of athletic trainers (n = 161) was conducted to determine leadership competencies perceived to be important for athletic training practice and education. The Delphi technique (phase one) resulted in the Leadership Development in Athletic Training instrument (LDAT). In the national survey (phase two), respondents used the LDAT to rate the importance of leadership competencies for athletic training practice and for athletic training education. Coefficient alphas ranged from α = 0.83 to 0.97 and provided satisfactory estimates of internal consistency. Concurrent, construct, and convergent validity were established. Forty-nine leadership competencies were rated important for practice and 48 for education (M = 1.5, p ≤ 0.001). Exploratory factor analysis revealed that leadership competencies were organized by four constructs (with six emphases): 1) personality characteristics, 2) diagnosing context and people skills, 3) communication and initiative, and 4) strategic thinking. Repeated measures ANOVA with Sidak post-hoc adjustments indicated each leadership construct significantly increased in importance as the level of the ATEP progressed.

  11. Beyond the dual degree: development of a five-year program in leadership for medical undergraduates.

    Science.gov (United States)

    Crites, Gerald E; Ebert, James R; Schuster, Richard J; Shuster, Richard J

    2008-01-01

    The current state of physician leadership education consists mainly of executive degree programs designed for midcareer physicians. In 2004, the authors proposed that, by educating medical students in physician leadership and integrating this with a business management or public health degree program, graduates, health care organizations, and communities would benefit sooner. Given the lack of program models to guide program integration and development, the authors began a one-year inquiry to build a model leadership curriculum and integrate leadership education across degree programs. The qualitative inquiry resulted in several linked tasks. First, the authors identified a feasible method for concurrently delivering all three program components (MD degree, Leadership Curriculum, and MBA or MPH degree) during a five-year plan. Second, the authors chose a competency-based educational framework for leadership and then identified, adapted, and validated existing leadership competencies to their context. Third, the authors performed an extensive program alignment to identify existing overlaps and opportunities for integration within and across program components. Fourth, the authors performed a needs analysis to identify educational gaps, subsequently leading to redesigning two courses and to designing three new courses. A description of the Leadership Curriculum is also provided. This inquiry has led to the development of the Boonshoft Physician Leadership Development Program, which provides physician leadership education integrated with medical education and education in business management or public heath. Future program initiatives include developing leadership student assessment tools and testing the link between program activities and short- and long-term outcome measures of program success.

  12. Toward a Two-Track Model of Leadership Training: Suggestions from Self-Monitoring Theory.

    Science.gov (United States)

    Anderson, Lynn R.

    1990-01-01

    Contends high self-monitoring leaders should benefit most from leadership training requiring leaders' behavior to change as a function of group contingencies (Track I training). Contends low self-monitoring should profit most from training that instructs leaders to alter organizational structures to produce an effective match between the leader's…

  13. Effects of participation in the Executive Leadership in Academic Medicine (ELAM) program on women faculty's perceived leadership capabilities.

    Science.gov (United States)

    McDade, Sharon A; Richman, Rosalyn C; Jackson, Gregg B; Morahan, Page S

    2004-04-01

    This study measured the impact of participation by women academics in the Executive Leadership in Academic Medicine (ELAM) program as part of a robust evaluation agenda. The design is a classic pre/post, within-group, self-report study. The survey elicits self-perception about leadership in ten constructs: knowledge of leadership, management, and organizational theory; environmental scanning; financial management; communication; networking and coalition building; conflict management; general leadership; assessment of strengths and weaknesses; acceptance of leadership demands; and career advancement sophistication. The post surveys inquire additionally about perceived program usefulness. Data were collected from 79 participants (1997-98, 1998-99, and 2000-01 classes). Response rates were nearly 100% (pre) and 69% to 76% (post). Statistically significant increases (p leadership capabilities were identified across all ten leadership constructs. Gains were large in knowledge of leadership and organizational theory, environmental scanning, financial management, and general leadership. Gains in career building knowledge were large to moderate. More modest were gains in communication, networking, and conflict management. There were significant correlations between each leadership construct and perceived usefulness of the program. Significant improvements were reported on all leadership constructs, even when participants viewed themselves as already skilled. While it cannot be concluded that participation in ELAM directly and solely caused all improvements, it seems unlikely that midcareer women faculty would improve on all ten constructs in 11 months after program completion by natural maturation alone. Future research will investigate whether the changes are due to ELAM or other factors, and assess whether participants show more rapid advancement into leadership than comparable women not participating in ELAM.

  14. Building Our Future: The Public Library Leadership Fellows Program

    Directory of Open Access Journals (Sweden)

    Lita Barrie

    2012-06-01

    Full Text Available As the 21st Century unfolds, public libraries and their leaders will face unique issues that warrant focused thought, research, discussion and visioning. The Canadian Urban Libraries Council (CULC, in partnership with the iSchool Institute, University of Toronto is seeking to help prepare leaders with the launch of the new executive Public Library Leadership Fellows (PLLF program. The goal of the PLLF program is to contribute to the vitality and success of public libraries and the diverse communities they serve by positioning public library professionals to be proactive, effective leaders in the global information environment. The Public Library Leadership Fellows program (PLLF is about the future of public libraries and the changing communities they serve.

  15. The relationship between hospital managers' leadership style and effectiveness with passing managerial training courses

    OpenAIRE

    Saleh Ardestani, Abbas; Sarabi Asiabar, Ali; Ebadifard Azar, Farbod; Abtahi, Seyyed Ali

    2016-01-01

    Background: Effective leadership that rises from managerial training courses is highly constructive in managing hospitals more effectively. This study aims at investigating the relationship between leadership effectiveness with providing management training courses for hospital managers. Methods: This was a cross-sectional study carried out on top and middle managers of 16 hospitals of Iran University of Medical Sciences. As a sample, 96 participants were selected through census method. Data ...

  16. Can leadership make a difference?

    Science.gov (United States)

    Wong, Jocelyne; Modrow, Robert E

    2004-01-01

    Strong leadership is needed to reform the healthcare system in an accountable and transparent manner. This article examines the context of leadership development programs and the conditions that lead to their success as measured by effective outcomes. The article includes a discussion of evaluating leadership performance in the context of 360-degree feedback. In light of the current healthcare climate, caution should be exercised in implementing leadership training programs and the 360-degree process.

  17. Are Water-Related Leadership Development Programs Designed to Be Effective? An Exploratory Study

    Science.gov (United States)

    Burbach, Mark E.; Floress, Kristin; Kaufman, Eric K.

    2015-01-01

    Water resource professionals and others involved in managing water resources face increasingly complex challenges. Effective leadership development programs are needed to produce water leaders who can address these challenges. Leadership programs must be designed not simply to increase participants' environmental and leadership knowledge but to…

  18. 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

  19. The relationship between hospital managers' leadership style and effectiveness with passing managerial training courses.

    Science.gov (United States)

    Saleh Ardestani, Abbas; Sarabi Asiabar, Ali; Ebadifard Azar, Farbod; Abtahi, Seyyed Ali

    2016-01-01

    Background: Effective leadership that rises from managerial training courses is highly constructive in managing hospitals more effectively. This study aims at investigating the relationship between leadership effectiveness with providing management training courses for hospital managers. Methods: This was a cross-sectional study carried out on top and middle managers of 16 hospitals of Iran University of Medical Sciences. As a sample, 96 participants were selected through census method. Data were collected using leadership effectiveness and style questionnaire, whose validity and reliability were certified in previous studies. Pearson correlation coefficient and linear regressions were used for data analysis. Results: Leadership effectiveness score was estimated to be 4.36, showing a suitable status for managers' leadership effectiveness compared to the set criteria. No significant difference was found between leadership effectiveness and styles among managers who had passed the training courses with those who had not (p>0.05). Conclusion: Passing managerial training courses may have no significant effect on managers' leadership effectiveness, but there may be some other variables which should be meticulously studied.

  20. The relationship between hospital managers' leadership style and effectiveness with passing managerial training courses

    Science.gov (United States)

    Saleh Ardestani, Abbas; Sarabi Asiabar, Ali; Ebadifard Azar, Farbod; Abtahi, Seyyed Ali

    2016-01-01

    Background: Effective leadership that rises from managerial training courses is highly constructive in managing hospitals more effectively. This study aims at investigating the relationship between leadership effectiveness with providing management training courses for hospital managers. Methods: This was a cross-sectional study carried out on top and middle managers of 16 hospitals of Iran University of Medical Sciences. As a sample, 96 participants were selected through census method. Data were collected using leadership effectiveness and style questionnaire, whose validity and reliability were certified in previous studies. Pearson correlation coefficient and linear regressions were used for data analysis. Results: Leadership effectiveness score was estimated to be 4.36, showing a suitable status for managers' leadership effectiveness compared to the set criteria. No significant difference was found between leadership effectiveness and styles among managers who had passed the training courses with those who had not (p>0.05). Conclusion: Passing managerial training courses may have no significant effect on managers' leadership effectiveness, but there may be some other variables which should be meticulously studied. PMID:28491840

  1. Summer Prostate Cancer Research Training Program

    Science.gov (United States)

    2016-07-01

    Award Number: W81XWH-13-1-0178 TITLE: Summer Prostate Cancer Research Training Program PRINCIPAL INVESTIGATOR: David M. Lubaroff, PhD CONTRACTING...Prostate Cancer Research Training Program 5a. CONTRACT NUMBER 5b. GRANT NUMBER W81XWH-13-1-0178 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) David M...Distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT The HBCU Summer Research Training Program accepted a total of 8 students from Lincoln

  2. Student science enrichment training program

    Energy Technology Data Exchange (ETDEWEB)

    Sandhu, S.S.

    1994-08-01

    This is a report on the Student Science Enrichment Training Program, with special emphasis on chemical and computer science fields. The residential summer session was held at the campus of Claflin College, Orangeburg, SC, for six weeks during 1993 summer, to run concomitantly with the college`s summer school. Fifty participants selected for this program, included high school sophomores, juniors and seniors. The students came from rural South Carolina and adjoining states which, presently, have limited science and computer science facilities. The program focused on high ability minority students, with high potential for science engineering and mathematical careers. The major objective was to increase the pool of well qualified college entering minority students who would elect to go into science, engineering and mathematical careers. The Division of Natural Sciences and Mathematics and engineering at Claflin College received major benefits from this program as it helped them to expand the Departments of Chemistry, Engineering, Mathematics and Computer Science as a result of additional enrollment. It also established an expanded pool of well qualified minority science and mathematics graduates, which were recruited by the federal agencies and private corporations, visiting Claflin College Campus. Department of Energy`s relationship with Claflin College increased the public awareness of energy related job opportunities in the public and private sectors.

  3. TAP 3: Training Program Support Manual

    Energy Technology Data Exchange (ETDEWEB)

    1993-08-01

    The Training Accreditation Program (TAP) establishes objectives and criteria against which DOE nuclear facility training is evaluated to determine readiness for accreditation. TAP 3 has been developed to assist the contractor in preparing the initial Self-Evaluation Report, Training Program Accreditation Plan, and the CSER (contractor self-evaluation report).

  4. Self-Employment Training Programs: Case Studies.

    Science.gov (United States)

    Lamb, Melissa, Ed.; And Others

    This self-employment training program case study booklet has been developed for general use in exploring the feasibility of this kind of development tool. The case studies describe a number of comprehensive, self-employment training and assistance programs, from the local to the national level. Chapter II includes information on the training plan,…

  5. Impacting Binational Health through Leadership Development: A Program Evaluation of the Leaders across Borders Program, 2010–2014

    Directory of Open Access Journals (Sweden)

    Omar A. Contreras

    2017-08-01

    Full Text Available BackgroundWorkforce and leadership development is imperative for the advancement of public health along the U.S./Mexico border. The Leaders across borders (LaB program aims to train the public health and health-care workforce of the border region. The LaB is a 6-month intensive leadership development program, which offers training in various areas of public health. Program curriculum topics include: leadership, border health epidemiology, health diplomacy, border public policies, and conflict resolution.MethodsThis article describes the LaB program evaluation outcomes across four LaB cohort graduates between 2010 and 2014. LaB graduates received an invitation to participate via email in an online questionnaire. Eighty-five percent (n = 34 of evaluation participants indicated an improvement in the level of binationality since participating in the LaB program. Identified themes in the evaluation results included increased binational collaborations and partnerships across multidisciplinary organizations that work towards improving the health status of border communities. Approximately 93% (n = 37 of the LaB samples were interested in participating in future binational projects while 80% (n = 32 indicated interest in the proposal of other binational initiatives. Participants expressed feelings of gratitude from employers who supported their participation and successful completion of LaB.DiscussionPrograms such as LaB are important in providing professional development and education to a health-care workforce along the U.S./Mexico border that is dedicated to positively impacting the health outcomes of vulnerable populations residing in this region.

  6. Program Leadership from a Nordic Perspective - Program Leaders' Power to Influence Their Program

    DEFF Research Database (Denmark)

    Högfeldt, Anna-Karin; Strömberg, Emma; Jerbrant, Anna

    2013-01-01

    In this paper a continuation research at five technical universities in Nordic countries (N5T network) in 2012 is presented, where the aim was to find out how the program leaders conceived their function, role and mandate, and the work situations between the universities were compared. The previous...... research demonstrated that program leaders have quite different positions, strategies and methods when it comes to monitoring and developing their programs. In this paper, a deeper investigation is carried out of the (im-) possibilities to make real influence on the study courses that constitutes...... the respective Engineering study programs. Eight program leaders from the five N5T universities have been interviewed, and the analysis of these studies, has culminated in a model for the analysis of program leadership for Engineering education development....

  7. The Efficacy of Stuttering Measurement Training: Evaluating Two Training Programs

    Science.gov (United States)

    Bainbridge, Lauren A.; Stavros, Candace; Ebrahimian, Mineh; Wang, Yuedong; Ingham, Roger J.

    2015-01-01

    Purpose: Two stuttering measurement training programs currently used for training clinicians were evaluated for their efficacy in improving the accuracy of total stuttering event counting. Method: Four groups, each with 12 randomly allocated participants, completed a pretest-posttest design training study. They were evaluated by their counts of…

  8. South Asian Water (SAWA) Leadership Program on Climate Change ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    South Asian Water (SAWA) Leadership Program on Climate Change. Selon le cinquième rapport du Groupe d'experts intergouvernemental sur l'évolution du climat, les principaux risques en Asie du Sud seraient une augmentation du débordement des rivières, des inondations côtières et des inondations en milieu urbain ...

  9. Advocacy training in US advanced pediatric dentistry training programs.

    Science.gov (United States)

    Amini, Homa; Casamassimo, Paul S; Lin, Hsuan L; Hayes, John R

    2008-01-01

    This study: (1) assessed pediatric dentistry residency program directors' attitudes toward and involvement in advocacy training; and (2) identified types and extent of advocacy training in U.S. pediatric dentistry programs. Between October 2005 and February 2006, all 66 pediatric dentistry residency program directors were invited to complete a 62-item online questionnaire. The survey investigated: (1) directors' attitudes toward advocacy training; (2) nature of advocacy training offered during residency; (3) extent of resident involvement in different settings; and (4) directors' involvement in advocacy. Forty-two program directors responded (64%). Overall, respondents agreed that advocacy by pediatric dentists for children beyond the dental office was important and that residency programs should provide advocacy training. Most programs did not routinely offer advocacy opportunities in nonclinical settings. Over half of programs required community outreach clinic rotations for all residents. One third offered didactic curriculum in the legislative process. Over 50% of program directors reported personal involvement in legislative oral health lobbying within 3 years, but fewer than a third were involved with professional political action committees (PACs). Advocacy is seen as on important in pediatric dentistry but variation in attitudes of program directors and program offerings exists in US training programs.

  10. ["The Talpiot medical leadership program"--advancing the brightest young physicians and researchers to fill future leadership roles].

    Science.gov (United States)

    Adler, Yehuda; Kinori, Michael; Zimlichman, Eyal; Rosinger, Avivit; Shalev, Guzu; Talmi, Rachel; Noy, Shlomo; Rotstein, Zeev

    2015-02-01

    The modern medical world is dynamic and boundless. There is a need for the medical training system currently existing in Israel to undergo a thorough conceptual change in order to strive for excellence and innovation on the one hand and to prevent the "brain drain" from Israel on the other. To report on the "Talpiot" program at the "Sheba Medical Center", which identifies, promotes and prepares the most talented young doctors to fill key positions in the fields of medicine and health in Israel. This study is based on a project with the same name in the Israeli Defense Forces (IDF). It promotes an elite group of physicians and researchers at the medical center and includes the provision of scholarships, personal guidance and customized educational opportunities for its members. Conversely, every member in the program is committed to complete five years of training followed by another five years as a senior physician or a researcher at the medical center. Since 2002, there have been six cycles of "Talpionaires". The current 46 members of the program fill key leadership roles in the medical center and are considered leaders in their field. Among the program's alumni are managers of institutes, units and research institutes. This group is responsible for the publication of hundreds of scientific papers studies and dozens of patents in medical technology. Some of them have progressed academically far beyond their peers. Excellence programs are an integral part of any institution which considers itself a leader, both in medicine and beyond. The exciting and visionary "Talpiot" program is Sheba's contribution to the quality of the medical system in the country of Israel in the long run. Promoting young doctors and researchers to become leaders in the Israeli medical system is an integral part of national interests.

  11. Developing Leadership for Life: Outcomes from a Collegiate Student-Alumni Mentoring Program

    Science.gov (United States)

    Priest, Kerry L.; Donley, Sarah

    2014-01-01

    This application brief describes the exploratory assessment of a mentoring program between current students and alumni of a leadership studies minor program. We connect leadership education research and practice in two ways: first, we describe a process of qualitative program evaluation to inform program best practices and improvement. In doing…

  12. Tomorrow's leaders, starting today: a pilot leadership development program for dental students.

    Science.gov (United States)

    Victoroff, Kristin Z; Schneider, Keith; Perry, Crystal

    2009-03-01

    Effective leadership is vitally important as the dental profession strives to meet current and future challenges. Leadership development programs have been created for mid-career dental professionals, but the relative lack of such programs for dental students may represent a missed opportunity to cultivate the dental leaders of tomorrow. A pilot leadership development program for dental students is described in this article. A voluntary leadership development program for dental students was offered in 2008 at the Case School of Dental Medicine with support from the Ohio Dental Association Foundation. The program aimed to increase students' leadership knowledge, improve their leadership skills, and provide inspiration through exposure to leaders who could serve as role models. At the conclusion of the program, students attended the Ohio Dental Association's Leadership Institute event. Forty-six students attended at least one program session. Thirty students attended all or all but one of the on-site sessions. Thirty-three participants responded to a post-program anonymous online survey. The majority of participants (81 percent) rated the program as very useful or useful and said they would participate in the program again (85 percent). Student attendance at the state dental association's leadership event increased appreciably from previous years. Student participation in the pilot program exceeded expectations. Leadership development programs for dental students are feasible and can benefit students and the dental community.

  13. A National Entrepreneurship Education Agenda for Action. Leadership Training Series No. 66.

    Science.gov (United States)

    Ross, Novella; And Others

    Entrepreneurship education and training for the existing, potential, and future entrepreneur has become increasingly in demand during the past decade. This publication is designed to assist the entrepreneurial leadership in vocational education and other constituencies interested in entrepreneurial training and/or education to form synergistic…

  14. Preparation and Training for School Leadership: Case Studies of Nine Women Headteachers in Secondary Independent Sector.

    Science.gov (United States)

    McLay, Margaret; Brown, Marie

    2001-01-01

    A pilot study into the preparation and training of women administrators conducted semistructured interviews with nine women headteachers in UK independent secondary schools. Leadership roles were learned at school, not in training. Those working in girls' schools experienced less discrimination than those working in Headmasters' Conference…

  15. Leadership Enhancement of Rural Women. | Patwardhan | Gender ...

    African Journals Online (AJOL)

    The study aimed at developing a training program for enhancement of women leadership and executing and evaluating its effect. The Enhancement of Women Leadership Program (EWLP) was developed, which consists of five broad dimensions as Nurturing Intelligence, Self Development, Developing Leadership Skills, ...

  16. 32 CFR 310.37 - DoD training programs.

    Science.gov (United States)

    2010-07-01

    ... other levels of training. (2) Specialized training. Training that provides information as to the... 32 National Defense 2 2010-07-01 2010-07-01 false DoD training programs. 310.37 Section 310.37... PROGRAM DOD PRIVACY PROGRAM Training Requirements § 310.37 DoD training programs. (a) The training shall...

  17. An Exploratory Study of the Impact of College Student Leadership Programs upon the Construct of Mindfulness

    Science.gov (United States)

    Horowitz, Rich

    2012-01-01

    Mindfulness is a key skill that produces the greater psychological awareness identified by most leadership scholars as being essential to effective leadership. This study conducted an exploratory assessment of the effectiveness of mindfulness-based cocurricular collegiate leadership programs through pre- and post-participation application of the…

  18. Peer Education in Student Leadership Programs: Responding to Co-Curricular Challenges

    Science.gov (United States)

    Haber, Paige

    2011-01-01

    Leadership development is an outcome of colleges and universities today stressed both in and out of the classroom. Additionally, leadership is often included in institutional missions, with emphasis on students developing as responsible citizens or leaders. The use of peer educators is standard in many student leadership development programs. In…

  19. "Living on Barbed Wire": Resilient Women Administrators in Educational Leadership Programs

    Science.gov (United States)

    Christman, Dana; McClellan, Rhonda

    2008-01-01

    Background: Despite access for women administrators in educational leadership departments, the longevity of their service within them is tenuous. Women administrators are caught in the social constructions of gender and leadership. Purpose: To explore how some women administrators in educational leadership programs have sustained their…

  20. Improving health care quality through culturally competent physicians: leadership and organizational diversity training

    Directory of Open Access Journals (Sweden)

    Irwin B Horwitz

    2011-02-01

    Full Text Available Irwin B Horwitz1, Marilyn Sonilal2, Sujin K Horwitz31Cameron School of Business, University of St. Thomas, Houston, TX, USA; 2School of Public Health, University of Texas, Houston, TX, USAAbstract: The growing diversity of the population has resulted in substantial challenges for the US health care system. A substantial body of evidence has identified significant disparities in health care among culturally and ethnically diverse patients, irrespective of income, that negatively affects such factors as diagnostic precision, quality of care, adherence to healing protocols, and overall treatment outcomes. Diversity has also been shown to compromise the functionality of health care teams that are increasingly comprised of members with culturally different backgrounds, in which diversity produces misunderstanding and conflict. Many of the problems stem from a lack of cultural competence among both physicians and teams under their supervision. To reduce the numerous problems resulting from inadequate cultural competence among health care professionals, this article examines ways in which the issues of diversity can be effectively addressed in health care institutions. It is advocated that physicians adopt a proactive transformational leadership style to manage diversity because of its emphasis on understanding and aligning follower values which lie at the heart of diversity-related misunderstandings. It is also held that for leadership training among physicians to be fully effective, it should be integrated with organizational-wide diversity programs. By doing so, the complimentary effect could result in comprehensive change, resulting in substantial improvements in the quality of health care for all patients.Keywords: leadership, diversity, health care, disparities, medical education

  1. Teaching-skills training programs for family medicine residents

    Science.gov (United States)

    Lacasse, Miriam; Ratnapalan, Savithiri

    2009-01-01

    ABSTRACT OBJECTIVE To review the literature on teaching-skills training programs for family medicine residents and to identify formats and content of these programs and their effects. DATA SOURCES Ovid MEDLINE (1950 to mid-July 2008) and the Education Resources Information Center database (pre-1966 to mid-July 2008) were searched using and combining the MeSH terms teaching, internship and residency, and family practice; and teaching, graduate medical education, and family practice. STUDY SELECTION The initial MEDLINE and Education Resources Information Center database searches identified 362 and 33 references, respectively. Titles and abstracts were reviewed and studies were included if they described the format or content of a teaching-skills program or if they were primary studies of the effects of a teaching-skills program for family medicine residents or family medicine and other specialty trainees. The bibliographies of those articles were reviewed for unidentified studies. A total of 8 articles were identified for systematic review. Selection was limited to articles published in English. SYNTHESIS Teaching-skills training programs for family medicine residents vary from half-day curricula to a few months of training. Their content includes leadership skills, effective clinical teaching skills, technical teaching skills, as well as feedback and evaluation skills. Evaluations mainly assessed the programs’ effects on teaching behaviour, which was generally found to improve following participation in the programs. Evaluations of learner reactions and learning outcomes also suggested that the programs have positive effects. CONCLUSION Family medicine residency training programs differ from all other residency training programs in their shorter duration, usually 2 years, and the broader scope of learning within those 2 years. Few studies on teaching-skills training, however, were designed specifically for family medicine residents. Further studies assessing the

  2. Analysis of Army Reserve Officer Training Corps Cadet Behavioral Leadership and Development

    Science.gov (United States)

    2004-03-01

    challenge . 3 The last two years, the Advanced Course, are where the focus of training and development shifts to leadership , management, ethics...Press, 1991. Knapp, Charles L. and others (eds.). Officership. Boston: McGraw Hill Custom Publishing, 2002. Kouzes , J.M. and B.Z. Posner ...The Leadership Challenge : How to Keep Getting Extraordinary Things Done in Organizations (2nd Edition). San Francisco, CA: Jossey-Bass, 1995

  3. Organizational Change Management For Health Equity: Perspectives From The Disparities Leadership Program.

    Science.gov (United States)

    Betancourt, Joseph R; Tan-McGrory, Aswita; Kenst, Karey S; Phan, Thuy Hoai; Lopez, Lenny

    2017-06-01

    Leaders of health care organizations need to be prepared to improve quality and achieve equity in today's health care environment characterized by a focus on achieving value and addressing disparities in a diverse population. To help address this need, the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program in 2007. The leadership program is an ongoing, year-long, executive education initiative that trains leaders from hospitals, health plans, and health centers to improve quality and eliminate racial and ethnic disparities in health care. Feedback from participating organizations demonstrates that health care leaders seem to possess knowledge about what disparities are and about what should be done to eliminate them. Data collection, performance measurement, and multifaceted interventions remain the tools of the trade. However, the barriers to success are lack of leadership buy-in, organizational prioritization, energy, and execution, which can be addressed through organizational change management strategies. Project HOPE—The People-to-People Health Foundation, Inc.

  4. Leadership training and delivery prospects of team leaders in Communication Network Support Services Limited, Ilorin

    Directory of Open Access Journals (Sweden)

    Abdulahi G. Olatunji

    2017-10-01

    Full Text Available Training and development of staff has been one of the key focuses of every human resources department of any formal work organisation. This is as a result of the realisation that training is an important determinant of people’s behaviour as well as their general delivery ability at work. In realisation of this, intellectuals and researchers in industrial relations generally have put vested interest in the phenomena of training and work delivery ability. However, despite the enormous volume of literatures available in this regard, very few among them have specifically examined the importance of leadership training as a possible determinant of work delivery. Thus, this study is an attempt to cover this gap. In order to achieve this objective, survey design was used as the research design for the study. A questionnaire was used to elicit information from the respondents, while simple random sampling technique was used to select the study sample. Frequency distribution and percentage were used as descriptive tools, while chi-square was used as an inferential statistical tool in the study. The study found out that leadership training has a significant relationship with the identified work delivery elements measured in the study. The study concluded that leadership training has a significant effect on delivery ability of team leaders and thus recommended that leadership training should be given utmost priority in work organisations so that work delivery prospects of the employees could be realised.

  5. 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…

  6. Is Transformational Leadership Effective in a System Program Office

    Science.gov (United States)

    1988-09-01

    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...effectiveness of different leadership styles. This research studied the effectiveness of two: transactional leadership and transformational leadership . Most of... leadership types. Transactional Leaiership The concept of transactional leadership is based on two factors: contingent reward and management by

  7. Team sponsors in community-based health leadership programs.

    Science.gov (United States)

    Patterson, Tracy Enright; Dinkin, Donna R; Champion, Heather

    2017-05-02

    Purpose The purpose of this article is to share the lessons learned about the role of team sponsors in action-learning teams as part of community-based health leadership development programs. Design/methodology/approach This case study uses program survey results from fellow participants, action learning coaches and team sponsors to understand the value of sponsors to the teams, the roles they most often filled and the challenges they faced as team sponsors. Findings The extent to which the sponsors were perceived as having contributed to the work of the action learning teams varied greatly from team to team. Most sponsors agreed that they were well informed about their role. The roles sponsors most frequently played were to provide the teams with input and support, serve as a liaison to the community and serve as a sounding board, motivator and cheerleader. The most common challenges or barriers team sponsors faced in this role were keeping engaged in the process, adjusting to the role and feeling disconnected from the program. Practical implications This work provides insights for program developers and community foundations who are interested in building the capacity for health leadership by linking community sponsors with emerging leaders engaged in an action learning experience. Originality/value This work begins to fill a gap in the literature. The role of team sponsors has been studied for single organization work teams but there is a void of understanding about the role of sponsors with multi-organizational teams working to improve health while also learning about leadership.

  8. Evaluation of Training Programs for Rural Development

    Science.gov (United States)

    Indira, A.

    2008-01-01

    An Evaluation of the "Impact Assessment of the Training Programs" of a National Level Training Institution in India was conducted using the Kirkpatrick Method (KP Method). The studied Institution takes up research, provides training, offers consultancy and initiates action in the rural sector of India. The evaluation study used a…

  9. Description of Professional Master's Athletic Training Programs

    Science.gov (United States)

    Bowman, Thomas G.; Pitney, William A.; Mazerolle, Stephanie M.; Dodge, Thomas M.

    2015-01-01

    Context: Professional master's (PM) athletic training programs (ATPs) are becoming more popular as the profession debates what the entry-level degree should be for athletic training. More information is needed related to the potential benefits of PM ATPs. Objective: Describe the Commission on Accreditation of Athletic Training Education (CAATE)…

  10. Learning Leadership Abroad: An Overview of a Short-Term Leadership-Focused Study Abroad Program in Italy

    Science.gov (United States)

    Rosch, David M.; Haber-Curran, Paige

    2013-01-01

    We provide a brief description of a leadership-oriented short-term (nine days) study abroad program offered in May 2012. The program centered in Rome, Italy, combined classroom curricula with field experiences in the city as well as in Bologna and Florence. Initial quantitative and qualitative assessment suggested the program helped student…

  11. Trauma-Focused Training Program for Teachers

    Science.gov (United States)

    Davis, Marilyn Diane

    2016-01-01

    Teachers have reported that they have difficulty providing support to traumatized children and youth because of a lack of training in how to identify and respond to the needs of these children. The program, "Amazing Help Skills for Teachers to Unmask Trauma in Children and Youth" (AHSUM), is a trauma-focused training program, designed…

  12. An Evaluation of a Parent Training Program

    Science.gov (United States)

    Nguyen, Quynh T.

    2013-01-01

    This study examined the effectiveness of a parent training program whose children are diagnosed with autism. The sample consisted of families who are currently participating in a parent training program. The study examined the stress levels of parents utilizing the Questionnaire on Resources and Stress at the beginning of the study and then again…

  13. Leadership for Social Change.

    Science.gov (United States)

    Astin, Helen S.

    1996-01-01

    Describes a program that instills in young persons a strong sense of civic responsibility. Outlines difficulties in reimagining leadership and the importance of self-awareness in leadership training. Explores personal values, group values, societal and community values, and how all of them work together. Discusses ways to implement the model. (RJM)

  14. The Effectiveness of Student Leadership Development Programs at a Midwestern University

    Science.gov (United States)

    Bayer, Michelle A.

    2012-01-01

    Higher education student leadership development programs have grown exponentially since the 1990's. Over this time, research has indicated that student leadership development programs are beneficial; however, the research on what makes these programs effective has not kept pace. The subjects of this study included students enrolled in three…

  15. Florida's Mandated Educational Leadership Program Redesign: The William Cecil Golden Touch

    Science.gov (United States)

    Mountford, Meredith; Acker-Hocevar, Michele A.

    2013-01-01

    In 2007, educational leadership programs in Florida were notified by Florida's Department of Education of a law requiring all programs to align with new legislation, State Rule 6A-5.081. Previously, most state-approved preparation programs were based on Florida's Leadership Preparation Standards, a version of the 1996 Interstate School Leadership…

  16. Leadership Behaviour and Effectiveness of Academic Program Directors in Australian Universities

    Science.gov (United States)

    Vilkinas, Tricia; Ladyshewsky, Richard K.

    2012-01-01

    This article focuses on leadership behaviour and effectiveness of university academic program directors who have responsibility for managing a program or course of study. The leadership capabilities were assessed using the Integrated Competing Values Framework as its theoretical foundation. Data from 90 academic program directors and 710…

  17. Seeking Clarity in New Jersey for Leadership Preparation Program Design: Confusion, Fragility, and Unintended Consequences

    Science.gov (United States)

    Doolittle, Gini

    2013-01-01

    In 2004, the New Jersey Department of Education issued a mandate to the 17 leadership preparation program providers to revise their leadership preparation programs after completing a critical friends review. This case study explores the challenges, programmatic, and political experiences of one preparation program as state support dwindled.…

  18. Language Teaching Models in Teacher Training Programs

    OpenAIRE

    Aslan, Alper

    2016-01-01

    Any language teacher who has gone through some kind of training program for the teaching of English should be familiar with various specific language teaching models that constitute the core of the training process. A language teaching model is a guide that helps the trainee to sequence the activities designed for the expectations and needs of learners in a lesson. This paper reviews the common language teaching models in teacher training programs (PPP, OHE, III, TTT, TBLT, ESA, ARC) and disc...

  19. Program Director Participation in a Leadership and Management Skills Fellowship and Characteristics of Program Quality.

    Science.gov (United States)

    Carek, Peter J; Mims, Lisa D; Conry, Colleen M; Maxwell, Lisa; Greenwood, Vicki; Pugno, Perry A

    2015-01-01

    The association between a residency program director completing a leadership and management skills fellowship and characteristics of quality and innovation of his/her residency program has not been studied. Therefore, the aim of this study is to examine the association between a residency program director's completion of a specific fellowship addressing these skills (National Institute for Program Director Development or NIPDD) and characteristics of quality and innovation of the program they direct. Using information from the American Academy of Family Physicians (AAFP), National Resident Matching Program (NRMP) and FREIDA® program characteristics were obtained. Descriptive statistics were used to summarize the data. The relationship between programs with a NIPDD graduate as director and program quality measures and indicators of innovation was analyzed using both chi square and logistic regression. Initial analyses showed significant associations between the NIPDD graduate status of a program director and regional location, mean years of program director tenure, and the program's 5-year aggregate ABFM board pass rate from 2007--2011. After grouping the programs into tertiles, the regression model showed significant positive associations with programs offering international experiences and being a NIPDD graduate. Program director participation in a fellowship addressing leadership and management skills (ie, NIPDD) was found to be associated with higher pass rates of new graduates on a Board certification examination and predictive of programs being in the upper tertile of programs in terms of Board pass rates.

  20. Training Program Handbook: A systematic approach to training

    Energy Technology Data Exchange (ETDEWEB)

    1994-08-01

    This DOE handbook describes a systematic method for establishing and maintaining training programs that meet the requirements and expectations of DOE Orders 5480.18B and 5480.20. The systematic approach to training includes 5 phases: Analysis, design, development, implementation, and evaluation.

  1. Organizational and market factors associated with leadership development programs in hospitals: a national study.

    Science.gov (United States)

    Kim, Tae Hyun; Thompson, Jon M

    2012-01-01

    Effective leadership in hospitals is widely recognized as the key to organizational performance. Clinical, financial, and operational performance is increasingly being linked to the leadership practices of hospital managers. Moreover, effective leadership has been described as a means to achieve competitive advantage. Recent environmental forces, including reimbursement changes and increased competition, have prompted many hospitals to focus on building leadership competencies to successfully address these challenges. Using the resource dependence theory as our conceptual framework, we present results from a national study of hospitals examining the association of organizational and market factors with the provision of leadership development program activities, including the presence of a leadership development program, a diversity plan, a program for succession planning, and career development resources. The data are taken from the American Hospital Association's (AHA) 2008 Survey of Hospitals, the Area Resource File, and the Centers for Medicare & Medicaid Services. The results of multilevel logistic regressions of each leadership development program activity on organizational and market factors indicate that hospital size, system and network affiliation, and accreditation are significantly and positively associated with all leadership development program activities. The market factors significantly associated with all leadership development activities include a positive odds ratio for metropolitan statistical area location and a negative odds ratio for the percentage of the hospital's service area population that is female and minority. For-profit hospitals are less likely to provide leadership development program activities. Additional findings are presented, and the implications for hospital management are discussed.

  2. A Randomized Controlled Pilot Intervention Study of a Mindfulness-Based Self-Leadership Training (MBSLT) on Stress and Performance.

    Science.gov (United States)

    Sampl, Juliane; Maran, Thomas; Furtner, Marco R

    2017-01-01

    The present randomized pilot intervention study examines the effects of a mindfulness-based self-leadership training (MBSLT) specifically developed for academic achievement situations. Both mindfulness and self-leadership have a strong self-regulatory focus and are helpful in terms of stress resilience and performance enhancements. Based on several theoretical points of contact and a specific interplay between mindfulness and self-leadership, the authors developed an innovative intervention program that improves mood as well as performance in a real academic setting. The intervention was conducted as a randomized controlled study over 10 weeks. The purpose was to analyze the effects on perceived stress, test anxiety, academic self-efficacy, and the performance of students by comparing an intervention and control group ( n  = 109). Findings demonstrated significant effects on mindfulness, self-leadership, academic self-efficacy, and academic performance improvements in the intervention group. Results showed that the intervention group reached significantly better grade point averages than the control group. Moreover, the MBSLT over time led to a reduction of test anxiety in the intervention group compared to the control group. Furthermore, while participants of the control group showed an increase in stress over time, participants of the intervention group maintained constant stress levels over time. The combination of mindfulness and self-leadership addressed both positive effects on moods and on objective academic performance. The effects demonstrate the great potential of combining mindfulness with self-leadership to develop a healthy self-regulatory way of attaining achievement-related goals and succeeding in high-stress academic environments.

  3. Developing Community Leaders: An Impact Assessment of Ohio's Community Leadership Programs. Ohio State University Extension 1993-1995.

    Science.gov (United States)

    Earnest, Garee W.; And Others

    A descriptive exploratory study examined what impact community leadership development programs in Ohio had on leadership program participants' leadership skills. Data were gathered using multiple methods: face-to-face interviews, focus group interviews, and pre- and postassessments of leadership practices. The self-report questionnaire used was…

  4. Leadership frames and perceptions of effectiveness among health information management program directors.

    Science.gov (United States)

    Sasnett, Bonita; Ross, Thomas

    2007-10-04

    Leadership is important to health science education. For program effectiveness, directors should possess leadership skills to appropriately lead and manage their departments. Therefore, it is important to explore the leadership styles of programs' leaders as health science education is undergoing reform. Program directors of two and four-year health information management programs were surveyed to determine leadership styles. The study examined leadership styles or frames, the number of leadership frames employed by directors, and the relationship between leadership frames and their perceptions of their effectiveness as a manager and as a leader. The study shows that program directors are confident of their human resource and structural skills and less sure of the political and symbolic skills required of leaders. These skills in turn are correlated with their self-perceived effectiveness as managers and leaders. Findings from the study may assist program directors in their career development and expansion of health information management programs as a discipline within the health science field. As academic health centers receive greater pressure from the Institute of Medicine and accrediting agencies to reform health science education, the question of leadership arises. These centers have taken a leadership role in reforming health professional education by partnering with educational institutions to improve the health of communities. To achieve health education reform, health sciences educators must apply effective leadership skills.1 College and university leadership is challenged on how to best approach educational reform across health science fields. This article discusses leadership styles employed by program directors of one health science department, health information management, in directing programs for health science education reform.

  5. Leadership and management training of pediatric intensivists: how do we gain our skills?

    Science.gov (United States)

    Stockwell, David C; Pollack, Murray M; Turenne, Wendy M; Slonim, Anthony D

    2005-11-01

    Intensivists manage a diverse team of health care professionals. For decades, business literature has recognized the value of leadership and management skills, yet this is relatively unexplored in critical care. Investigate the status of intensivists' preparation for the clinical leadership and management roles that they will assume after medical training. Authoritative business leadership literature was reviewed to identify attributes of successful leadership and management relevant to critical care. A survey was designed to assess the process by which intensivists learn these attributes and to assess their perceived level of preparedness (20 items). Each survey item received a preparedness score structured as a Likert scale (1=not prepared, 5=very prepared), representing the averaged response to each item. In addition, an inadequate preparedness percentage was created representing the percentage of respondents answering "not at all prepared" and "hardly prepared" on the Likert-scaled items. Pediatric Critical Care Medicine Board Review Course, Washington, DC, 2004. Physician course participants (n=259). Survey administration. The response rate was 61% (n = 159). The majority of respondents (69%) had completed fellowship training (median, 1 yr posttraining). Modeling the behavior of other physicians was the dominant technique for leadership and management skill acquisition (86%). The respondents were taught these skills by a variety of sources (attendings, 92%; other fellows, 42%; nurses, 37%; teachers, 20%; residents, 14%). Most (82%) thought that leadership and management training was important or very important, yet only 47% had received any formal training (40% fellowship, 36% residency, 21% medical school, 16% masters, 30% other). Overall, respondents felt only "somewhat prepared" for the 20 leadership and management items surveyed (mean+/- sd of preparedness score, 2.8+/- 0.2). Respondents were least prepared to manage conflict within a team, manage conflict

  6. An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionals.

    Science.gov (United States)

    Power, Ailsa; Allbutt, Helen; Munro, Lucy; MacLeod, Marion; Kennedy, Susan; Cameron, Donald; Scoular, Ken; Orr, Graham; Gillies, John

    2017-05-01

    To determine experiences of leadership training of six primary care professions in Scotland and consider future development. A questionnaire on previous leadership course attendance and future intentions was distributed to community pharmacists, general dental practitioners, general practitioners, practice nurses, practice managers and optometrists. Analysis comprised descriptive statistics for closed questions and management of textual data. Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred. Time and financial pressures to undertake courses were common barriers for professionals. Leadership is key to improve quality, safety and efficiency of care and help deliver innovative services and transformative change. To date, leadership provision for primary care professionals has typically been patchy, uni-disciplinary in focus and undertaken outwith work environments. Future development must reflect needs of busy primary care professionals and the reality of team working to deliver integrated services at local level.

  7. Process evaluation of a Toolbox-training program for construction foremen in Denmark

    DEFF Research Database (Denmark)

    Jeschke, Katharina Christiane; Kines, Pete; Rasmussen, Liselotte

    2017-01-01

    Daily dialogue between leaders and workers on traditional construction sites is primarily focused on production, quality and time issues, and rarely involves occupational safety and health (OSH) issues. A leadership training program entitled 'Toolbox-training' was developed to improve construction...... foremen’s knowledge and communication skills in daily planning of work tasks and their related OSH risks on construction sites. The program builds on the popular 'toolbox meeting' concept, however there is very little research evaluating these types of meetings. This article describes the development...... for the majority of the foremen, who experienced positive changes in their daily work methods and interactions with their crews, colleagues, leaders, customers and other construction professions. The program is a unique contribution to leadership training in the construction industry, and can potentially...

  8. International Mentoring Programs: Leadership Opportunities to Enhance Worldwide Pharmacy Practice.

    Science.gov (United States)

    Ubaka, Chukwuemeka; Brechtelsbauer, Erich; Goff, Debra A

    2017-07-01

    Health-system and community pharmacy practice in the United States is experiencing transformational change; however, this transformation is lagging in the international arena. As a result, efforts are being made to provide support and education to the international pharmacy leaders and practitioners. This article describes one effort, the Mandela Washington Fellows Program, and suggests areas where pharmacy leaders can be involved to help advance the practice of pharmacy on an international level. The Mandela Washington Fellows Program for young Africa leaders consists of a US-Africa pharmacy-mentoring program identified ranging from educational opportunities to collaboration for implementation of patient care programs. The specifics of the mentoring program include daily meetings, clinic and ward rounds, round table discussions with mentors, and visits to various hospital care systems. Lessons were learned and strategies for sustaining the program are discussed. These types of programs represent leadership opportunities that may not be apparent to most pharmacy directors, but expanding their view to helping international pharmacists expand their practice only strengthens the professional goal of providing patient-centered pharmacy services.

  9. Leadership Training Institute in Problems of School Desegregation.

    Science.gov (United States)

    Fielder, Marie; Dyckman, Louise M.

    All participants were selected on the basis of their leadership qualities, responsible and identifiable concern with the process of school desegregation, and their activities specifically concentrated in the Richmond Unified School District. Of the sixty-nine adult participants, 37 were teachers and 11 were community persons representing both…

  10. Social Workers as Senior Executives: Does Academic Training Dictate Leadership Style?

    Directory of Open Access Journals (Sweden)

    Lauri Goldkind

    2013-03-01

    Full Text Available The range and patterns of leadership styles in human service organizations are important for social work educators and their students to understand if social work administrators are to compete successfully in the marketplace for executive director and other top management roles. Using a sample of executive directors of human service organizations located in a state in the Northeast section of the U.S., the Multifactor Leadership Questionnaire (MLQ was used to explore their leadership style. The authors compare various elements of leadership style (charisma, inter-personal transactions, reactions to work issues, etc. as well as perceptions of effectiveness and satisfaction with leadership style across academic backgrounds of executive directors. These results highlight the competencies required of successful leaders and can assist educators in identifying curricular gaps developing courses preparing social workers for leadership positions in the field. This study provides critical information on the core leadership skills and knowledge relevant for effective social work administration. Implications for social work training and education are discussed as well as possible avenues for curriculum revision.

  11. What's Context Got to Do with It? An Exploration of Leadership Development Programs for the Agricultural Community

    Science.gov (United States)

    Kaufman, Eric K.; Rateau, Richard J.; Carter, Hannah S.; Strickland, L. Rochelle

    2012-01-01

    One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides questions for designing programs such programs. This article reflects data collected during the process of developing a leadership program serving the broader agricultural…

  12. Creating Opportunities for Organizational Leadership (COOL): Creating a culture and curriculum that fosters psychiatric leadership development and quality improvement.

    Science.gov (United States)

    Dickey, Chandlee; Dismukes, Rodney; Topor, David

    2014-06-01

    The authors describe the Harvard South Shore Psychiatry Residency Training Program curriculum "Creating Opportunities for Organizational Leadership," an innovative, multitiered, resident-driven, outcome-focused set of experiences designed to develop residents' leadership skills in personal leadership, organizational leadership, negotiation, strategic thinking, and systems redesign.

  13. Transactional, Transformational, or Laissez-Faire Leadership: An Assessment of College of Agriculture Academic Program Leaders' (Deans) Leadership Styles

    Science.gov (United States)

    Jones, David; Rudd, Rick

    2008-01-01

    The purpose of this study was to determine if academic program leaders in colleges of agriculture at land-grant institutions use transactional, transformational, and/or laissez-faire leadership styles in performing their duties. Academic program leaders were defined as individuals listed by the National Association of State University and…

  14. The Impact of a District Assistant Principal Leadership Preparation Program on Perceptions of Effective Leadership Behaviors

    Science.gov (United States)

    Markham, Ruth

    2013-01-01

    A large, urban school district in the southeastern region of the United States found that leaders supplied by universities lacked skills needed to meet its accountability challenges. Because the school district demands highly effective leaders for its growing schools, an Aspiring Leader Program (ALP) was established to train its future assistant…

  15. Effects of a Leadership Development Program on Gifted and Non-Gifted Students' Leadership Skills

    Science.gov (United States)

    Ogurlu, Üzeyir; Serap, Emir

    2014-01-01

    Problem Statement: The presence of leaders who will lead societies to success is an important gain for a society. In the present time, leadership development has become a strategic requirement. Although there is a common agreement on the need for leadership education, there are few studies on the education process of leadership and the efficacy of…

  16. Perceived Leadership Life Skills Developed through Participation at the Arkansas FFA Leadership Conference: A Program Evaluation

    Science.gov (United States)

    Ahrens, Chelsey Ann; Cox, Casandra Kay; Burris, Scott; Dykes, Mollie

    2015-01-01

    Youth leadership life skills are the "development of life skills necessary to perform leadership functions in real life" (Miller, 1976, p.2). A model developed by Kapostasy indicates life skills should be taught through FFA [formerly Future Farmers of America] (Staller, 2001). Thus, it is important to evaluate youth leadership life…

  17. Influence of a Parent Leadership Program on Participants' Leadership Capacity and Actions

    Science.gov (United States)

    Cunningham, Shayna D.; Kreider, Holly; Ocon, Jenny

    2012-01-01

    This article investigates the influence of Parent Services Project's Vision and Voice Family Leadership Institute (VVFLI; formerly known as Parent Leadership Institute) on parent leadership capacity and action. Pre- and post-test data were collected from new VVFLI attendees during their first (N = 83) and last (N = 85) session, respectively.…

  18. 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,…

  19. 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…

  20. The Complexity of Poverty: A Missing Component of Educational Leadership Programs.

    Science.gov (United States)

    Lyman, Linda L.; Villani, Christine J.

    2002-01-01

    Reviews research on poverty in the United States, the effects of poverty on children and learning, attitudes of Americans toward causes of poverty, and status of social justice in educational leadership programs. Survey of educational leadership programs finds little instructional attention given to the complexity of poverty. Recommends the…

  1. Emerging Youth Leaders in an After-School Civic Leadership Program

    Science.gov (United States)

    Monkman, Karen; Proweller, Amira

    2016-01-01

    This qualitative study examines the notion of youth leadership in an after-school program focused on teaching leadership skills and instilling habits of civic engagement within a long-term support program that prioritizes college readiness for low-income minority students. Through activities designed to help youth discover their passions, envision…

  2. Assistant Principals' Perceptions Regarding the Role and the Effectiveness of an Educational Leadership Program

    Science.gov (United States)

    Peters, Gary B.; Gurley, D. Keith; Fifolt, Matthew; Collins, Loucrecia; McNeese, Rose

    2016-01-01

    In this study, faculty members of an educational leadership program, situated in a large urban university in the southeastern region of the United States, utilized focus group research to determine the perceptions of K-12 assistant principals regarding the effectiveness of an educational leadership program, and to provide recommendations for…

  3. Evaluation of the Leadership Institute: A Program to Build Individual and Organizational Capacity through Emotional Intelligence

    Science.gov (United States)

    Chen, Claire Yueh-Ti; King, Jeff; Cochran, Graham R.; Argabright, Karen J.

    2014-01-01

    The purpose of the study reported here was to evaluate the impact of Leadership Institute, a program designed to strengthen leadership capacity through developing individuals' emotional intelligence (EQ). A pre-and posttest approach was used to collect data from two workshops with identical EQ content, program structure, and evaluation.…

  4. A Tale of Two Educational Leadership Program Redesigns: How Policy Influences Process

    Science.gov (United States)

    Buskey, Frederick; Polizzi, Joseph A.

    2012-01-01

    This article examines the redesign of two educational leadership programs at different institutions: a medium-sized public university and a small private university. Both were committed to principals of ethical leadership. Each program faced a state mandate to redesign. In one case, state policy focused on detailed accountability measures based on…

  5. Socially Responsible Leadership: The Role of Participation in Short-Term Service Immersion Programs

    Science.gov (United States)

    Skendall, Kristan Cilente

    2012-01-01

    The purpose of this study was to explore the relationship between short-term service immersion programs (STSI), such as Alternative Spring Break (ASB), and socially responsible leadership as measured by the Socially Responsible Leadership Scale (SRLS). Participation in STSI programs have been growing exponentially since 2006 (Bohn, 2009; Break…

  6. Experiential Learning: Introducing Faculty and Staff to a University Leadership Development Program

    Science.gov (United States)

    Hornyak, Martin J.; Page, Diana

    2004-01-01

    This description explores a form of experiential learning using specific outdoor learning activities in a higher education setting to introduce participants to each other and to build a team in a leadership program. Participants in the Leadership Enhancement and Development Program (LEAD) created at the University of West Florida (UWF) include…

  7. Connecting Student Realities and Ideal Models: Changing the University of South Florida's Educational Leadership Program

    Science.gov (United States)

    Greenlee, Bobbie; Bruner, Darlene Y.; Hill, Marie Somers

    2009-01-01

    Educational leadership program evolution naturally creates tensions among institutional, national, regional, departmental, practitioner, and student cultures. Learning that has occurred during University of South Florida's educational leadership program's change process will be shared as well as national survey documentation examining student…

  8. 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...

  9. Studying creativity training programs: A methodological analysis

    DEFF Research Database (Denmark)

    Valgeirsdóttir, Dagný; Onarheim, Balder

    2017-01-01

    published since the seminal 2004 review. Focusing on quantitative studies of creativity training programs for adults, our systematic review resulted in 22 publications. All studies were analyzed, but comparing the reported effectiveness of training across studies proved difficult due to methodological...... inconsistencies, variations in reporting of results as well as types of measures used. Thus a consensus for future studies is called for to answer the question: Which elements make one creativity training program more effective than another? This is a question of equal relevance to academia and industry......, as creativity training is a tool that can contribute to enhancement of organizational creativity and subsequently innovation. However, to answer the question, future studies of creativity training programs need to be carefully designed to contribute to a more transparent landscape. Thus this paper proposes...

  10. The NASA Space Life Sciences Training Program: Accomplishments Since 2013

    Science.gov (United States)

    Rask, Jon; Gibbs, Kristina; Ray, Hami; Bridges, Desireemoi; Bailey, Brad; Smith, Jeff; Sato, Kevin; Taylor, Elizabeth

    2017-01-01

    The NASA Space Life Sciences Training Program (SLSTP) provides undergraduate students entering their junior or senior years with professional experience in space life science disciplines. This challenging ten-week summer program is held at NASA Ames Research Center. The primary goal of the program is to train the next generation of scientists and engineers, enabling NASA to meet future research and development challenges in the space life sciences. Students work closely with NASA scientists and engineers on cutting-edge research and technology development. In addition to conducting hands-on research and presenting their findings, SLSTP students attend technical lectures given by experts on a wide range of topics, tour NASA research facilities, participate in leadership and team building exercises, and complete a group project. For this presentation, we will highlight program processes, accomplishments, goals, and feedback from alumni and mentors since 2013. To date, 49 students from 41 different academic institutions, 9 staffers, and 21 mentors have participated in the program. The SLSTP is funded by Space Biology, which is part of the Space Life and Physical Sciences Research and Application division of NASA's Human Exploration and Operations Mission Directorate. The SLSTP is managed by the Space Biology Project within the Science Directorate at Ames Research Center.

  11. Report of VA Medical Training Programs

    Data.gov (United States)

    Department of Veterans Affairs — The Report of VA Medical Training Programs Database is used to track medical center health services trainees and VA physicians serving as faculty. The database also...

  12. Graphical programming for training natural science teachers

    Directory of Open Access Journals (Sweden)

    Т К Константинян

    2008-06-01

    Full Text Available Problems of applying methods of graphical programming for educational processes of natural sciences teachers training are considered in the article. Deductive problems, approaches and advantages of virtual automatization of laboratory practicals are also discussed.

  13. New graduate nurses, new graduate nurse transition programs, and clinical leadership skill: a systematic review.

    Science.gov (United States)

    Chappell, Kathy B; Richards, Kathy C

    2015-01-01

    This systematic review evaluated the relationship between new graduate nurses and clinical leadership skill, and between new graduate nurse transition programs and clinical leadership skill. New graduate nurse transition programs have been cited as one strategy to improve clinical leadership skill, but to our knowledge, no one has synthesized the evidence on new graduate nurse transition programs and clinical leadership skill. Results of this review showed that new graduate nurse transition programs that were at least 24 weeks in length had a positive impact on clinical leadership skill. New graduate nurse transition programs using the University HealthSystem Consortium/American Association of Colleges of Nursing Nurse Residency curriculum had the greatest impact, followed by curriculum developed by the Versant New Graduate RN Residency, an important finding for nursing professional development specialists.

  14. Leadership Characteristics and Training Needs of Women and Men in Charge of Spanish Universities

    Science.gov (United States)

    Sánchez-Moreno, Marita; López-Yáñez, Julián; Altopiedi, Mariana

    2015-01-01

    This article discusses the results obtained by two consecutive enquiries into the leadership styles and training needs of women and men leading higher education organisations. It compares the findings of the first stage of two studies, based on ad hoc questionnaires responded to by 136 women and 129 men. Results showed only subtle differences…

  15. Leadership and Management Education and Training (LMET) Effectiveness: A Pilot Study for Evaluation.

    Science.gov (United States)

    1981-06-01

    psychoanalysis agree that stable personality characteristics, like motives, are laid down in childhood and difficult to change. McClelland’s attempt to...Leadership Training: State of the Art , by J. A. Olmstead, p. 12, October 1980. McBer and Company, Letter to Navy Personnel Research and Develop. ment

  16. LANDASAN KONSEPTUAL PERENCANAAN DAN PERANCANGAN YOUTHCARE LEADERSHIP TRAINING CENTER DI YOGYAKARTA

    OpenAIRE

    JULITA, VONNIE

    2016-01-01

    Leadership Training Center di Yogyakarta merupakan wadah bagi para komunitas pemuda dalam melaksanakan kegiatan pelatihan dan pembelajaran mengenai sifat dan sikap kepemimpinan yang dibutuhkan dalam bersosialisasi, berdasarkan pengembangan karakter pemuda yang berhubungan dengan hard skill dan soft skill. Fasilitas tersebut bekerja sama dengan Youthcare yang merupakan sebuah lembaga kepemudaan yang menampung dan mengurus kegiatan pelatihan bagi sekolah, perguruan tinggi, komunitas dan lembaga...

  17. Farm Management and Leadership. Numeracy. Level 1. Level 2. Level 3. Support Materials for Agricultural Training.

    Science.gov (United States)

    Batman, Kangan; Gadd, Nick; Lucas, Michele

    This publication contains the three numeracy units of the three levels of Support Materials for Agricultural Training (SMAT) in farm management and leadership: Level 1 (starting), 2 (continuing), and 3 (completing). The units are designed to help the learner improve his or her numeracy skills needed to deal with farm management. SMAT materials can…

  18. Farm Management and Leadership. Level 1. Level 2. Level 3. Support Materials for Agricultural Training.

    Science.gov (United States)

    Batman, Kangan; Gadd, Nick; Lucas, Michele

    This publication contains the three communication skills units of the three levels of Support Materials for Agricultural Training (SMAT) in farm management and leadership: Level 1 (starting), 2 (continuing), and 3 (completing). The units are designed to help the learner with the reading, writing, and spoken communication skills needed to deal with…

  19. Training in Support of Leadership Development at the University of the West Indies, Mona Campus Library

    Science.gov (United States)

    Newman, Dunstan; Newman, Nadine

    2010-01-01

    Purpose: The purpose of this paper is to focus on training in support of leadership development at the University of the West Indies, Mona Campus, main and branch libraries. Design/methodology/approach: The paper is based on an interview with a campus librarian and desk research. Findings: Like any other institution in the world, the Mona Library…

  20. The Effects of Computer-Simulation Game Training on Participants' Opinions on Leadership Styles

    Science.gov (United States)

    Siewiorek, Anna; Gegenfurtner, Andreas; Lainema, Timo; Saarinen, Eeli; Lehtinen, Erno

    2013-01-01

    The objective of this study is to elucidate new information on the possibility of leadership training through business computer-simulation gaming in a virtual working context. In the study, a business-simulation gaming session was organised for graduate students ("n"?=?26). The participants played the simulation game in virtual teams…

  1. Job Embedded Teacher Leadership Training: A Study of Teacher Empowerment in an Elementary Public School District

    Science.gov (United States)

    Banker, Lauren Langer

    2017-01-01

    This mixed-methodology case study explored one district's attempt to provide teacher leadership training in an effort to increase feelings of empowerment. Empowerment is defined as the degree to which an individual feels capable of influencing his or her work role and context (Spreitzer, 1995) and in the field of education, empowering teachers is…

  2. Exploring the Causal Impact of the McREL Balanced Leadership Program on Leadership, Principal Efficacy, Instructional Climate, Educator Turnover, and Student Achievement

    Science.gov (United States)

    Jacob, Robin; Goddard, Roger; Kim, Minjung; Miller, Robert; Goddard, Yvonne

    2015-01-01

    This study uses a randomized design to assess the impact of the Balanced Leadership program on principal leadership, instructional climate, principal efficacy, staff turnover, and student achievement in a sample of rural northern Michigan schools. Participating principals report feeling more efficacious, using more effective leadership practices,…

  3. Evaluation of a Soft Skills Training Program

    Science.gov (United States)

    Charoensap-Kelly, Piyawan; Broussard, Lauren; Lindsly, Mallory; Troy, Megan

    2016-01-01

    This study was conducted to determine the effectiveness of a soft skills employee training program. We examined willingness to learn and delivery methods (face-to-face vs. online) and their associations with the training outcomes in terms of learning and behavioral change. Results showed that neither participants' willingness to learn nor delivery…

  4. REPORT ON MDTA INSTITUTIONAL TRAINING PROGRAM DEVELOPMENTS.

    Science.gov (United States)

    Bureau of Employment Security (DOL), Washington, DC.

    THE DATA ON MANPOWER DEVELOPMENT TRAINING ACT (MDTA) PROGRAM ACCOMPLISHMENTS DURING 1964 AND 1965 REFLECT THE INCREASING EMPHASIS ON ASSISTING DISADVANTAGED TRAINEES SUCH AS JOBLESS TEENAGERS, NONWHITES, AND PERSONS OF LIMITED EDUCATIONAL ATTAINMENT. ALMOST HALF OF THE 321,456 ENROLLEES RECEIVED TRAINING IN THE SKILLED AND SEMI-SKILLED CATEGORIES,…

  5. Development of MOT Training Programs at DENSO

    Science.gov (United States)

    Suzuki, Takamasa; Utsumi, Hiroo; Imaeda, Makoto

    MOT Training Programs are developed at DENSO. The purpose of these programs is to improve the quality of our business leaders. These programs consist of Basic Technology Management Courses and Specialized Technology Courses. They adopt a lot of group discussions including in-house cases to help improve the abilities and skills of DENSO‧s engineers. This paper describes the education programs to acquire management skills and technological abilities as a business leader.

  6. Leadership in graduate medical education: eleven steps instrumental in recovering residency programs after a disaster.

    Science.gov (United States)

    Wiese, Jeffrey G

    2008-08-01

    A disaster such as Hurricane Katrina can result in extensive devastation to graduate medical education programs. While clinical services largely determine the recovery of each residency program, program director leadership is important. A qualitative survey of program directors was conducted to determine the leadership lessons most instrumental after a disaster. Gaining control, establishing communication, designing a vision for the recovery, maintaining physical accessibility, and identifying leaders within the program were identified as critical leadership attributes associated with a residency program's recovery. Understanding the logistics and finances of resident placement was also important. Preparing for a disaster is the best approach, but where a disaster policy is incomplete or inadequate, it will be the leadership skills of the program's director that will define the success of failure of the residency program.

  7. 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.

  8. Leadership.

    Science.gov (United States)

    Woodard, Dudley B., Jr.; Love, Patrick; Komives, Susan R.

    2000-01-01

    The rapid changes evidenced in higher education have force student personnel professionals to examine traditional practices that promote only slow, incremental change. This requires a shift from focusing on leaders to focusing on leadership. Collaborative leadership can help reshape structures and processes in higher education so that they can…

  9. Psychodynamic Leadership Approach and Leader-Member Exchange (LMX): A Psychiatric Perspective on Two Leadership Theories and Implications for Training Future Psychiatrist Leaders.

    Science.gov (United States)

    Plakiotis, Christos

    2017-01-01

    An increased emphasis in recent years on psychiatrists as healthcare leaders has not only drawn attention to the skills they can bring to this role but has also raised questions about how to best train and prepare them to assume leadership responsibilities. Such training should not be conducted in isolation from, and oblivious to, the wide-ranging expertise in human behaviour and relationships that psychiatrists can bring to the leadership arena. The aim of this theoretical paper is to draw attention to how psychiatrists can use their existing knowledge and skill set to inform their understanding of leadership theory and practice. In particular, the Psychodynamic Leadership Approach and Leader-Member Exchange theory are compared and contrasted to illustrate this point. The former represents a less well-known approach to leadership theory and practice whereas the latter is a widely familiar, conventional theory that is regularly taught in leadership courses. Both are underpinned by their emphasis on leader-follower relationships-and human relationships more broadly-and are intuitively appealing to psychiatrists endeavouring to understand aspects of organisational behaviour in the healthcare settings in which they work and lead. The application of these theories to assist reflection on and understanding of professional and personal leadership behaviours through leadership-oriented Balint-style groups and 360-degree appraisal is proposed. It is hoped that this paper will serve to stimulate thought and discussion about how leadership training for future psychiatrists can be tailored to better harness their existing competencies, thereby developing richer formative learning experiences and, ultimately, achieving superior leadership outcomes.

  10. Public health leadership development: factors contributing to growth.

    Science.gov (United States)

    Olson, Linda G

    2013-01-01

    This study compares pre- and posttest Leadership Practices Inventory (LPI-Self) scores for public health leaders who completed the Regional Institute for Health and Environmental Leadership (RIHEL) training program at least 2 years earlier; it seeks to identify factors contributing to changes in practices and overall leadership development for public health and environment leaders. Sixty-seven alumni who completed the yearlong RIHEL program between 1999 and 2002 participated through mailed surveys and phone interviews. The Leadership Practices Inventory, an alumni leadership development survey, and interviews provided evidence for positive change in leadership practices. Alumni experienced significant increases in pre- to post-LPI scores, collaborative leadership practices, and communication skills consistent with those taught in the RIHEL program. Women presented higher Encourage the Heart scores than men. Years of public health service negatively correlated with Total Change scores of LPI. The RIHEL program as a training intervention was credited significantly with changes in leadership practices for alumni studied. Nine influencing factors were identified for leadership development and are embedded in a Leadership Development Influence Model. These include self-awareness, a leadership development framework, and skills important in multiple leadership situations. Confidence was both an encouraging factor and a resulting factor to the increased exemplary leadership practices. Leadership development in public health must include multiple factors to create consistent increases in exemplary leadership practices. While the study focused on the leadership development process itself, RIHEL training was reported as having a positive, significant impact overall in participant leadership development. This study adds research data as a foundation for training content areas of focus. Studies to further test the Leadership Development Influence Model will allow public health

  11. An exercise in leadership training for veterinary students aiming for careers in biomedical research.

    Science.gov (United States)

    Fraser, David R; McGregor, Douglas D

    2002-01-01

    A group discussion on the theme of "leadership" has been a central event in the annual Cornell Leadership Program for Veterinary Students since 1990. However, these discussions were often unfocused and did not readily demonstrate the leadership skills of distinguished guests who were invited to participate. Since 1998, a new format for this session has been developed in which students and guests are assigned individual roles in a scenario that is unfolded by a moderator over two to three hours. This role-playing exercise ensures that every student is obliged to participate and has an opportunity to practice such leadership skills as critical thinking, verbal communication, and decision making under pressure and with inadequate information. The distinguished guests, in their assigned roles, are able to interact freely with the student fellows and thus demonstrate their expertise as experienced leaders. This challenging experience has become an enjoyable part of the 10-week Leadership Program and one that shows the importance of leadership skills for those who aspire to careers in the biomedical sciences.

  12. 30 CFR 48.4 - Cooperative training program.

    Science.gov (United States)

    2010-07-01

    ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false Cooperative training program. 48.4 Section 48.4... program. (a) An operator of a mine may conduct his own training programs, or may participate in training programs conducted by MSHA, or may participate in MSHA approved training programs conducted by State or...

  13. Developing computer training programs for blood bankers.

    Science.gov (United States)

    Eisenbrey, L

    1992-01-01

    Two surveys were conducted in July 1991 to gather information about computer training currently performed within American Red Cross Blood Services Regions. One survey was completed by computer trainers from software developer-vendors and regional centers. The second survey was directed to the trainees, to determine their perception of the computer training. The surveys identified the major concepts, length of training, evaluations, and methods of instruction used. Strengths and weaknesses of training programs were highlighted by trainee respondents. Using the survey information and other sources, recommendations (including those concerning which computer skills and tasks should be covered) are made that can be used as guidelines for developing comprehensive computer training programs at any blood bank or blood center.

  14. The Effect of Situational Leadership Behavior Organizational Culture and Human Resources Management Strategy on Education and Training Institution Productivity (Survey on Educational and Vocational Training Institutions in West Java Province)

    OpenAIRE

    Iskandar Iskandar

    2014-01-01

    The aim of this research is to analyze: situational leadership behavior, organizational culture and productivity of vocational training institutes in west Java Province. The correlation between situational leadership behavior and organizational culture at vocational training institutes, the effect of situational leadership behavior and organizational culture toward productivity of vocational training institutes in west Java Province. This research uses organizational behavior and human resour...

  15. Leadership Training and the Problems of Competency Development.

    Science.gov (United States)

    Reid, W Michael; Dold, Claudia Jennifer

    An important workforce development effort during the past 25 years has been developing competency sets. Several of the sets rely on the concepts of Senge's Learning Organization and Burns' Transformational Leadership. The authors' experiences and study in designing and implementing a curriculum for a public health leadership institute based on these concepts raised several important questions about competency development and application. To summarize the use of the Senge and Burns frameworks in several competency sets and the practice literature and to assess the status of competency development for those frameworks and for competency development generally. The authors reviewed several commonly used competency sets and textbooks and searched 3 leading public health practice journals (Journal of Public Health Management and Practice, Public Health Reports, and American Journal of Public Health) for Senge and Burns framework terms. They also reviewed efforts to implement competency sets in public health education and practice. (1) The extent to which the articles and texts demonstrated understanding of the frameworks and reported their implementation and (2) whether competency statements and their uses in the literature contained precise definitions of competencies (knowledge, skills, behaviors, and attitudes associated with them), the standards by which competence is to be measured, and the means for measuring their attainment. "Learning Organization" and "Transformational Leadership" terms were used often and viewed favorably. However, the terms were rarely defined as Senge and Burns had, the uses generally did not indicate the complexity and difficulty of implementation, and there was only one report of even partial implementation. The review of competency development efforts found there is virtually no attention to the definitional and measurement issues in the literature. Unless public health organizations recognize the need for a common understanding of

  16. Early Careerist Interest and Participation in Health Care Leadership Development Programs.

    Science.gov (United States)

    Thompson, Jon M; Temple, April

    2015-01-01

    Health care organizations are increasingly embracing leadership development programs. These programs include a variety of specific activities, such as formally structured leadership development, as well as mentoring, personal development and coaching, 360-degree feedback, and job enlargement, in order to increase the leadership skills of managers and high-potential staff. However, there is a lack of information on how early careerists in health care management view these programs and the degree to which they participate. This article reports on a study undertaken to determine how early careerists working in health care organizations view leadership development programs and their participation in such programs offered by their employers. Study findings are based on a survey of 126 early careerists who are graduates of an undergraduate health services administration program. We found varying levels of interest and participation in specific leadership development activities. In addition, we found that respondents with graduate degrees and those with higher compensation were more likely to participate in selected leadership development program activities. Implications of study findings for health care organizations and early careerists in the offering of, and participation in, leadership development programs are discussed.

  17. The Skills Enhancement Training Program. Performance Report.

    Science.gov (United States)

    Food and Beverage Workers Union, Local 32, Washington, DC.

    This report describes a joint labor-management workplace literacy program called SET (Skills Enhancement Training) that targeted the more than 2,000 unionized employees of food service contractors at U.S. government institutions in Washington, D.C. Nineteen classes were offered and a total of 191 people self-selected themselves into the program.…

  18. Training program attracts work and health researchers

    DEFF Research Database (Denmark)

    Skakon, Janne

    2007-01-01

    to examining work disability prevention issues. An innovative program that attracts international students, the Work Disability Prevention Canadian Institutes of Health Research (CIHR) Strategic Training Program, aims to build research capacity in young researchers and to create a strong network that examines...

  19. An In-Barracks Medical Screening Program at the Recruit Training Command, Naval Training Center, Orlando, Florida

    Science.gov (United States)

    1980-04-25

    ACCESSION NO. 1.T[AN IlBRAK MDIA CEIN PROGRAM AT THE 1SCRUIT TRAINING COMMAND, NAVAL TRAINING CENTER, ORLANDO, FLORIDA 12. PERSONAL AUTHOR(S) LT John R...the pro- ductive utilization of resources, leadership, social de- terminates of group expectations, the measurement of group standards to those of...3 Tu 14. Alcohol Sponges 3 Bx 15. Q-Tips 3 Pg 16. Triangular Bandages 6 Ea 17. Bandage Scissors 1 Ea 18. Telfa Pads 2 Bx 19. Scrotal Supports, medimum

  20. Clinical training: a simulation program for phlebotomy

    Directory of Open Access Journals (Sweden)

    Araki Toshitaka

    2008-01-01

    Full Text Available Abstract Background Basic clinical skills training in the Japanese medical education system has traditionally incorporated on-the-job training with patients. Recently, the complementary use of simulation techniques as part of this training has gained popularity. It is not known, however, whether the participants view this new type of education program favorably; nor is the impact of this program known. In this study we developed a new simulation-based training program in phlebotomy for new medical residents and assessed their satisfaction with the program Methods The education program comprised two main components: simulator exercise sessions and the actual drawing of blood from other trainees. At the end of the session, we surveyed participant sentiment regarding the program. Results There were 43 participants in total. In general, they were highly satisfied with the education program, with all survey questions receiving scores of 3 or more on a scale of 1–5 (mean range: 4.3 – 4.8, with 5 indicating the highest level of satisfaction. Additionally, their participation as a 'patient' for their co-trainees was undertaken willingly and was deemed to be a valuable experience. Conclusion We developed and tested an education program using a simulator for blood collection. We demonstrated a high satisfaction level among the participants for this unique educational program and expect that it will improve medical training, patient safety, and quality of care. The development and dissemination of similar educational programs involving simulation for other basic clinical skills will be undertaken in the future.

  1. A leadership program in an undergraduate nursing course in Western Australia: building leaders in our midst.

    Science.gov (United States)

    Hendricks, Joyce M; Cope, Vicki C; Harris, Maureen

    2010-04-01

    This paper discusses a leadership program implemented in the School of Nursing at Edith Cowan University to develop leadership in fourth semester nursing students enrolled in a three year undergraduate nursing degree to prepare them for the dynamic 'changing world' environment of healthcare. Students were invited to apply to undertake the program in extracurricular time. Nineteen students applied to the program and ten were chosen to participate in the program. The numbers were limited to ten to equal selected industry leader mentors. The leadership program is based on the belief that leadership is a function of knowing oneself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize one's own potential. It is asserted that within the complexity of health care it is vital that nurses enter the clinical setting with leadership capabilities because graduate nurses must take the lead to act autonomously, make decisions at the point of service, and develop a professional vision that fits with organizational and professional goals Thus, the more practice students have with leadership skills, the more prepared they will be to enter the workforce. The program consists of three components: leadership knowledge, leadership skills and leadership-in-action. The leadership program focuses on the student-participant's ability to be self reflective on personal leadership qualities, critically appraise, and work within a team as well as to take responsibility for ensuring the achievement of team goals as leader. The program is practical and is reliant on the involvement of leader mentors who hold positions of leadership with the health industry in Western Australia. Students completed a pre and post program questionnaire related to abilities and skills in leadership. This paper discusses pre and post evaluation data against program outcomes. The findings demonstrate that participants of the program increased their ability

  2. Framework for leadership and training of Biosafety Level 4 laboratory workers.

    Science.gov (United States)

    Le Duc, James W; Anderson, Kevin; Bloom, Marshall E; Estep, James E; Feldmann, Heinz; Geisbert, Joan B; Geisbert, Thomas W; Hensley, Lisa; Holbrook, Michael; Jahrling, Peter B; Ksiazek, Thomas G; Korch, George; Patterson, Jean; Skvorak, John P; Weingartl, Hana

    2008-11-01

    Construction of several new Biosafety Level 4 (BSL-4) laboratories and expansion of existing operations have created an increased international demand for well-trained staff and facility leaders. Directors of most North American BSL-4 laboratories met and agreed upon a framework for leadership and training of biocontainment research and operations staff. They agreed on essential preparation and training that includes theoretical consideration of biocontainment principles, practical hands-on training, and mentored on-the-job experiences relevant to positional responsibilities as essential preparation before a person's independent access to a BSL-4 facility. They also agreed that the BSL-4 laboratory director is the key person most responsible for ensuring that staff members are appropriately prepared for BSL-4 operations. Although standardized certification of training does not formally exist, the directors agreed that facility-specific, time-limited documentation to recognize specific skills and experiences of trained persons is needed.

  3. Library leadership: Innovative options for designing training programmes to build leadership competencies in the digital age

    Directory of Open Access Journals (Sweden)

    Ann-Louise de Boer

    2013-03-01

    Full Text Available Library leaders may not be fully equipped to deal with the demands and rigours of the digital age and its consumers. Theadvent of the internet, search engines and social media require a paradigm shift in the development of these leaders.Whilst much has been written about the required competencies, there seems to be no clear guiding principle on how thedevelopment should take place. The authors propose that the development of library leaders is a process, best illustratedthrough movement through Drotter’s Leadership Pipeline. The importance of thinking preferences, based on Herrmann’sWhole Brain Model, is highlighted and it is shown how these often clog development through this Pipeline. Utilising datafrom the Herrmann Brain Dominance Instrument (HBDI assessments of the 120 participants in six of the Centre forAfrican Library Leadership (CALL development programmes, the authors show how the thinking preferences of theselibrary leaders could enable or detract from their readiness to develop the appropriate competencies in the digital age.Recommendations are made on how best to overcome this to prepare library leaders to deal with the requirements of thedigital age consumer.

  4. Residency Programs and Clinical Leadership Skills Among New Saudi Graduate Nurses.

    Science.gov (United States)

    Al-Dossary, Reem Nassar; Kitsantas, Panagiota; Maddox, P J

    2016-01-01

    Nurse residency programs have been adopted by health care organizations to assist new graduate nurses with daily challenges such as intense working environments, increasing patient acuity, and complex technologies. Overall, nurse residency programs are proven beneficial in helping nurses transition from the student role to independent practitioners and bedside leaders. The purpose of this study was to assess the impact of residency programs on leadership skills of new Saudi graduate nurses who completed a residency program compared to new Saudi graduate nurses who did not participate in residency programs. The study design was cross-sectional involving a convenience sample (n = 98) of new graduate nurses from three hospitals in Saudi Arabia. The Clinical Leadership Survey was used to measure the new graduate nurses' clinical leadership skills based on whether they completed a residency program or not. Descriptive statistics, correlation, and multiple linear regression analyses were conducted to examine leadership skills in this sample of new Saudi graduate nurses. A significant difference was found between residents and nonresidents in their leadership skills (t = 10.48, P = .000). Specifically, residents were significantly more likely to show higher levels of leadership skills compared to their counterparts. Attending a residency program was associated with a significant increase in clinical leadership skills. The findings of this study indicate that there is a need to implement more residency programs in hospitals of Saudi Arabia. It is imperative that nurse managers and policy makers in Saudi Arabia consider these findings to improve nurses' leadership skills, which will in turn improve patient care. Further research should examine how residency programs influence new graduate nurses' transition from student to practitioner with regard to clinical leadership skills in Saudi Arabia. Copyright © 2016 Elsevier Inc. All rights reserved.

  5. Teaching-skills training programs for family medicine residents: systematic review of formats, content, and effects of existing programs.

    Science.gov (United States)

    Lacasse, Miriam; Ratnapalan, Savithiri

    2009-09-01

    To review the literature on teaching-skills training programs for family medicine residents and to identify formats and content of these programs and their effects. Ovid MEDLINE (1950 to mid-July 2008) and the Education Resources Information Center database (pre-1966 to mid-July 2008) were searched using and combining the MeSH terms teaching, internship and residency, and family practice; and teaching, graduate medical education, and family practice. The initial MEDLINE and Education Resources Information Center database searches identified 362 and 33 references, respectively. Titles and abstracts were reviewed and studies were included if they described the format or content of a teaching-skills program or if they were primary studies of the effects of a teaching-skills program for family medicine residents or family medicine and other specialty trainees. The bibliographies of those articles were reviewed for unidentified studies. A total of 8 articles were identified for systematic review. Selection was limited to articles published in English. Teaching-skills training programs for family medicine residents vary from half-day curricula to a few months of training. Their content includes leadership skills, effective clinical teaching skills, technical teaching skills, as well as feedback and evaluation skills. Evaluations mainly assessed the programs' effects on teaching behaviour, which was generally found to improve following participation in the programs. Evaluations of learner reactions and learning outcomes also suggested that the programs have positive effects. Family medicine residency training programs differ from all other residency training programs in their shorter duration, usually 2 years, and the broader scope of learning within those 2 years. Few studies on teaching-skills training, however, were designed specifically for family medicine residents. Further studies assessing the effects of teaching-skills training in family medicine residents are

  6. Evaluation of Top-down and Bottom-up Leadership Development Programs in a Finnish Company

    OpenAIRE

    Kati Skarp; Keijo Varis; Juha Kettunen

    2017-01-01

    The purpose of this paper is to examine and evaluate the top-down and bottom-up leadership development programs focused on human capital that improve the performance of a company. This study reports on the external top-down leadership development program supported by a consulting company and the internal participatory action research of the bottom-up program. The sickness rate and the lost time incident failure rate decreased and the ideas produced for cost savings improved, leading to increa...

  7. 34 CFR 642.1 - Training Program for Federal TRIO Programs.

    Science.gov (United States)

    2010-07-01

    ... 34 Education 3 2010-07-01 2010-07-01 false Training Program for Federal TRIO Programs. 642.1... POSTSECONDARY EDUCATION, DEPARTMENT OF EDUCATION TRAINING PROGRAM FOR FEDERAL TRIO PROGRAMS General § 642.1 Training Program for Federal TRIO Programs. The Training Program for Federal TRIO Programs—referred to in...

  8. Prostate Cancer Research Training Program

    Science.gov (United States)

    2012-05-01

    www.agep.iastate.edu SROP: http://www.grad.uiowa.edu/students/SROP The Summer Program: A welcoming summer picnic was held on the day of the...s are available for advice a nd assistance throughout the summer and the regular academic year. The faculty members are listed below as well as a

  9. Prostate Cancer Research Training Program

    Science.gov (United States)

    2017-09-01

    degradable particle technology, CpG oligonucleotides and heat shock proteins for generating sustained immunotherapeutic responses against cancer. Dr...of restaurants ranging from fast food to fine dining. Application to the Program - Application forms, distributed with this brochure...oligonucleotides and heat shock proteins for generating sustained immunotherapeutic responses against cancer. Dr. Salem’s laboratory also

  10. Development and implementation of the Saskatchewan Leadership Program: Leading for healthcare transformation.

    Science.gov (United States)

    Mutwiri, Betty; Witt, Christine; Denysek, Christina; Halferdahl, Susan; McLeod, Katherine M

    2016-01-01

    The Saskatchewan Leadership Program (SLP) was developed based on the LEADS framework and aligned with Lean management to build leadership renewal and sustainability conducive to transformational change in the Saskatchewan health system. This article describes the development, implementation, and evaluation of the SLP, including experiences and lessons learned. © 2015 The Canadian College of Health Leaders.

  11. Measuring the Impacts of a Volunteer-Based Community Development Program in Developing Volunteers' Leadership Skills

    Science.gov (United States)

    Meier, Amy; Singletary, Loretta; Hill, George

    2012-01-01

    This article summarizes the results of an evaluation of the impacts of a community development program to develop leadership skills in its adult volunteers. The evaluation featured 20 questions about leadership skills learned as a result of volunteer experiences. Data analysis strategies beyond a simple means ranking resulted in evidence…

  12. Business without the Math: Competing Discourses and the Struggle to Develop an Undergraduate Leadership Program

    Science.gov (United States)

    McLaren, Patricia Genoe; McGowan, Rosemary A.; Gerhardt, Kris; Diallo, Lamine; Saeed, Akbar

    2013-01-01

    Despite widespread acknowledgement of the importance of leadership education, undergraduate leadership degree programs in Canada are limited and, in some cases, struggling for survival. This case study examines the ways in which competing discourses of careerism, postsecondary corporatization, liberal arts education, and business education impact…

  13. A Fresh Look at Graduate Programs in Teacher Leadership in the United States

    Science.gov (United States)

    Leonard, Jack; Petta, Katherine; Porter, Christina

    2012-01-01

    Teacher leadership has been studied in the United States for 30 years, but less is known about American graduate programs that purport to prepare teacher leaders. Furthermore, the federal No Child Left Behind Act of 2001 prompted a closer look at teacher effectiveness, which then shifted the definition of teacher leadership and caused some…

  14. Effects Associated with Leadership Program Participation in International Students Compared to Domestic Students

    Science.gov (United States)

    Collier, Daniel A.; Rosch, David M.

    2016-01-01

    International student enrollment in the U.S. higher education system has recently experienced profound growth. This research examines leadership-oriented differences between international and domestic students and focuses on their growth in capacity associated with participation in co-curricular leadership programs. Similarly-sized gains emerged…

  15. The 12 Steps of Addiction Recovery Programs as an Influence on Leadership Development: A Personal Narrative

    Science.gov (United States)

    Friedman, Mitchell

    2016-01-01

    My participation in a 12-step addiction program based on the principles and traditions of Alcoholics Anonymous (AA) has been critical for my leadership development. As I worked to refrain from addictive behaviors and practiced 12-step principles, I experienced a shift from individualistic, self-centered leadership towards a servant leader…

  16. Exploring Leadership Capability Team Leaders for Construction Industry in Malaysia: Training and Experience

    Science.gov (United States)

    Muda, W. H. N. Wan; Halim, F. Ab; Libunao, W. H.

    2017-08-01

    It has been said that the construction industry must unleash its potential as a source of wealth creation and provide opportunity for the betterment of quality of life. In ensuring the quality of workmanship at construction sites, supervisory skills of site supervisors need to be enhanced. It stressed out that to match business growth and excellence overseas, we must recognize and act on the importance of continuously developing niche expertise and capabilities. Undoubtedly, the role of research in determining the specific leadership skills and the needed core capabilities cannot be over-emphasized. In ensuring the quality of workmanship at construction sites, leadership skills especially supervisory skill for site supervisors need to be enhanced. In this study, quantitative research design with survey questionnaire was used to collect the data and simple random sampling was employed in selecting 248 respondents involving team leaders in construction industry from whole of Malaysia. The data was analyzed using descriptive and inferential statistics; ANOVA in SPSS 21.0. Training and experience in leadership has been found to be significance to leadership capability of team leaders. The opinions from the respondents also indicated that they need the training of leadership and they had to enhance themselves to enable them to become better and more competitive leaders. The results of this assessment can pinpoint the areas needing improvement and therefore can be used as basis in designing and/or deciding development programmes. This study also found that generally the team leaders in construction industry needed more opportunities to expand their leadership capability to become the effective leaders in future.

  17. Effects of Participation in Formal Leadership Training in International Students Compared to Domestic Students: A National Study

    Science.gov (United States)

    Collier, Daniel A.; Rosch, David M.; Houston, Derek A.

    2017-01-01

    International student enrollment has experienced dramatic increases on U.S. campuses. Using a national dataset, the study explores and compares international and domestic students' incoming and post-training levels of motivation to lead, leadership self-efficacy, and leadership skill using inverse-probability weighting of propensity scores to…

  18. 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

  19. The Athletic Prevention Programming and Leadership Education (APPLE) Model: Developing Substance Abuse Prevention Programs

    OpenAIRE

    Grossman, Susan J.; Gieck, Joe; Fang, Wei Li; Freedman, Alan

    1993-01-01

    Alcohol and other drug (AOD) abuse affects every sector of society, and student-athletes are no exception. Because many factors affecting athletes do not affect other students, athletic departments commonly approach prevention through AOD education. Different educational approaches are described in this article, particularly the Athletic Prevention Programming and Leadership Education (APPLE) model. Project APPLE is designed to enable an athletic department to systematically analyze its AOD p...

  20. Leadership Programming: Exploring a Path to Faculty Engagement in Transformational Leadership

    Science.gov (United States)

    Lamm, Kevan W.; Sapp, L. Rochelle; Lamm, Alexa J.

    2016-01-01

    Transformational leadership has served as a model for positive, individual-focused leadership, based on its emphasis on motivation and higher levels of organizational performance. Change is a constant for faculty that become leaders within the Land Grant University System. Changes to governance and accountability of institutions and threats to…

  1. Leadership and Ethics: A Pragmatic Exploration among Candidates in a Doctoral Leadership Program

    Science.gov (United States)

    Hatfield, Jennifer Marie

    2011-01-01

    The study of leadership and ethics, in the context of ethical behavior, is an area of concern, yet interest in an ever changing multicultural society of social norms and values. The magnitude of success has been and can be attributed to thriving and flourishing leadership exhibited by those parties involved. However, the behaviors exhibited by…

  2. Student Leadership Distribution: Effects of a Student-Led Leadership Program on School Climate and Community

    Science.gov (United States)

    Pedersen, Jeff; Yager, Stuart; Yager, Robert

    2012-01-01

    This study focuses on the understandings educators developed from two schools concerning how distributed leadership involving a select group of students affected the climate and community of their schools. Findings suggest that student-led leadership roles within the school community have an impact on creating a positive school-wide climate; a…

  3. Biology of Breast Cancer: A Predoctoral Training Program

    National Research Council Canada - National Science Library

    Maihle, Nita

    1998-01-01

    .... To date, 16 trainees have matriculated into this new training program. Two trainees have successfully completed this training program and have left the Mayo Clinic to continue their training/careers in breast cancer research...

  4. 5 CFR 410.304 - Funding training programs.

    Science.gov (United States)

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Funding training programs. 410.304... Establishing and Implementing Training Programs § 410.304 Funding training programs. Section 4112 of title 5, United States Code, provides for agencies paying the costs of their training programs and plans from...

  5. 30 CFR 48.24 - Cooperative training program.

    Science.gov (United States)

    2010-07-01

    ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false Cooperative training program. 48.24 Section 48... Surface Areas of Underground Mines § 48.24 Cooperative training program. (a) An operator of a mine may conduct his own training programs, or may participate in training programs conducted by MSHA, or may...

  6. A pilot training program to develop physical recreation leaders for work with emotionally disturbed children.

    Science.gov (United States)

    Mann, L; Wright, T S; Hilsendager, D R; Jack, H K

    1967-06-01

    Preliminary findings in a pioneer training project under NIMH auspices to prepare physical education graduate students to assume leadership roles in recreation work with emotionally disturbed children are reviewed and discussed. An 80-day, year-round program exposes the trainees to a variety of experimental opportunities in both day-camping and community recreation settings. A six-credit curriculum is provided by Temple University, while the field training sequences are established by Buttonwood Farms. Students receive intensive mental health guidance, supervision, and training and both individual and group counseling.

  7. Prostate Cancer Research Training Program

    Science.gov (United States)

    2014-05-01

    specific interest in minimally invasive procedures, new techniques, and outcomes. Dr. Brown initiated many of the laparoscopic and robotic programs at...These include, but are not limited to, the following: Friday and Saturday Night Concert Series – Free musical concerts held each Friday and...Thursday Night Concerts in Coralville – These musical concerts, held in Morrison Park in the adjacent town of Coralville, IA, are also free and

  8. Perceived Impact of a Longitudinal Leadership Program for All Pharmacy Students

    Directory of Open Access Journals (Sweden)

    Jane R. Mort

    2014-01-01

    Full Text Available Objective: To describe a longitudinal leadership program involving all students and report the perceived impact. Design: The program included a first year Leadership Interview, a third year Report of Leadership, and a fourth year Professional Business Meeting Attendance. Activities involved guided reflection. Assessment: Students (n=138 indicated the activities helped them recognize the importance of leadership and their leadership potential (e.g., 72.5% and 62.3% of students due to meeting attendance, respectively. Students participated in leadership activities that they would not have pursued otherwise, either in response to the activity (27.7% due to interview or as a requirement of the activity (51.1% for leadership report. Students reported developing specific leadership skills through the activities. Most students planned to be involved in a district/regional (72.5%, state (84.1%, and national (51.4% meeting in the five years following graduation. Conclusion: Students reported a positive impact on leadership perceptions and participation. The report is a preliminary step in the development and assessment of a longitudinal curricular initiative involving all pharmacy students.   Type: Case Study

  9. Leadership Oversight for Patient Safety Programs: An Essential Element.

    Science.gov (United States)

    Moffatt-Bruce, Susan; Clark, Stephen; DiMaio, Michael; Fann, James

    2018-02-01

    Leadership in the realm of quality oversight and endorsing a culture of safety is paramount. The stakeholders, ranging from the surgeons to the Chair of the Board have to be engaged and really understand the importance of leadership support. Clarity of leadership support, innovation in process improvement as well as performance management and accountability are the foundational components of a strong culture of safety. Alignment of all stakeholders and continuous improvement that is supported by leadership will ensure the best outcomes for surgical patients. Copyright © 2018 The Society of Thoracic Surgeons. Published by Elsevier Inc. All rights reserved.

  10. Leadership and Teamwork in Trauma and Resuscitation

    OpenAIRE

    Michael Menchine; Elizabeth Burner; Sanjay Arora; Kenji Inaba; Demetrios Demetriades; Bertrand Yersin

    2016-01-01

    I ntroduction: Leadership skills are described by the American College of Surgeons’ 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. D...

  11. A study of leadership behaviors among chairpersons in allied health programs.

    Science.gov (United States)

    Firestone, Deborah T

    2010-01-01

    This study was designed to investigate leadership behaviors among chairpersons in allied health programs, based on their perceptions and the perceptions of faculty. Transformational, transactional, and laissez-faire leadership behaviors, as well as organizational outcomes of effectiveness, extra effort, and satisfaction, were measured using the Multifactor Leadership Questionnaire (MLQ Form 5X-Short). A form developed by the researcher was used to gather demographic and program information. One hundred thirty-eight chairpersons and 327 faculty participated in the study. Major findings support the view that chairpersons primarily demonstrate leadership behaviors associated with transformational leadership factors and the contingent reward factor of transactional leadership. Statistically significant differences were found between the mean values of the self-perceptions of chairpersons and faculty for the transformational leadership factors of idealized influence (behavior), inspirational motivation, intellectual stimulation, individual consideration, and organizational outcomes of effectiveness and satisfaction. There was a statistically significant positive correlation, based on the self-perceptions of chairpersons and faculty, of the five transformational leadership factors with the three organizational outcomes and the transactional leadership factor of contingent reward with the organizational outcomes of effectiveness and extra effort. There was a statistically significant negative correlation, based on the perception of faculty, with the management-by-exception (passive) and laissez-faire leadership factors, and the organizational outcomes of effectiveness, extra effort and satisfaction. Transformational leadership has been identified as an effective strategy to adapt to a rapidly changing environment. Further development of the transformational leadership behaviors of chairpersons should be considered a priority for the allied health professions.

  12. 25 CFR 26.30 - Does the Job Training Program provide part-time training or short-term training?

    Science.gov (United States)

    2010-04-01

    ... 25 Indians 1 2010-04-01 2010-04-01 false Does the Job Training Program provide part-time training or short-term training? 26.30 Section 26.30 Indians BUREAU OF INDIAN AFFAIRS, DEPARTMENT OF THE INTERIOR HUMAN SERVICES JOB PLACEMENT AND TRAINING PROGRAM Training Services § 26.30 Does the Job Training...

  13. A leadership development program for surgeons: First-year participant evaluation.

    Science.gov (United States)

    Pradarelli, Jason C; Jaffe, Gregory A; Lemak, Christy Harris; Mulholland, Michael W; Dimick, Justin B

    2016-08-01

    In a dynamic health care system, strong leadership has never been more important for surgeons. Little is known about how to design and conduct effectively a leadership program specifically for surgeons. We sought to evaluate critically a Leadership Development Program for practicing surgeons by exploring how the program's strengths and weaknesses affected the surgeons' development as physician-leaders. At a large academic institution, we conducted semistructured interviews with 21 surgical faculty members who applied voluntarily, were selected, and completed a newly created Leadership Development Program in December 2012. Interview transcripts underwent qualitative descriptive analysis with thematic coding based on grounded theory. Themes were extracted regarding surgeons' evaluations of the program on their development as physician-leaders. After completing the program, surgeons reported personal improvements in the following 4 areas: self-empowerment to lead, self-awareness, team-building skills, and knowledge in business and leadership. Surgeons felt "more confident about stepping up as a leader" and more aware of "how others view me and my interactions." They described a stronger grasp on "giving feedback" as well as a better understanding of "business/organizational issues." Overall, surgeon-participants reported positive impacts of the program on their day-to-day work activities and general career perspective as well as on their long-term career development plans. Surgeons also recommended areas where the program could potentially be improved. These interviews detailed self-reported improvements in leadership knowledge and capabilities for practicing surgeons who completed a Leadership Development Program. A curriculum designed specifically for surgeons may enable future programs to equip surgeons better for important leadership roles in a complex health care environment. Copyright © 2016 Elsevier Inc. All rights reserved.

  14. 14 CFR 121.407 - Training program: Approval of airplane simulators and other training devices.

    Science.gov (United States)

    2010-01-01

    ... 14 Aeronautics and Space 3 2010-01-01 2010-01-01 false Training program: Approval of airplane... Program § 121.407 Training program: Approval of airplane simulators and other training devices. (a) Each airplane simulator and other training device that is used in a training course permitted under § 121.409...

  15. Effects of a veterinary student leadership program on measures of stress and academic performance.

    Science.gov (United States)

    Moore, Dale A; Truscott, Marla L; St Clair, Lisa; Klingborg, Donald J

    2007-01-01

    Assuming leadership roles in veterinary student governance or club activities could be considered an added stressor for students because of the impact on time available for personal and academic activities. The study reported here evaluated the effects of participation in a leadership program and leadership activity across two classes of veterinary students on measures of stress, using the Derogatis Stress Profile (DSP), and on veterinary school academic performance, measured as annual grade-point average (GPA) over a three-year period. Program participants and their classmates completed the DSP three times across the first three years of veterinary school. On average, participating students reported self-declared stress levels that were higher and measured DSP stress levels that were lower than those of the general population. Students were more likely to assume elected or appointed leadership roles while in their first three years of the veterinary degree program if they participated in the optional leadership program and demonstrated lower stress in several dimensions. Some increased stress, as measured in some of the DSP stress dimensions, had a small but statistically significant influence on professional school GPA. The study determined that the most important predictors of students' cumulative GPA across the three-year period were the GPA from the last 45 credits of pre-veterinary coursework and their quantitative GRE scores. The results of the study indicate that neither participation in the leadership program nor taking on leadership roles within veterinary school appeared to influence veterinary school academic performance or to increase stress.

  16. The NS-Ordensburgen: Training for Political Leadership

    Science.gov (United States)

    Pine, Lisa

    2014-01-01

    Whilst much has been written on the role and function of the elite schools in Hitler's vision for his "thousand-year Reich," this article focuses on an area within the history of the Ordensburgen that has not been examined -- that is, the content of training for particular groups given at these elite educational institutions during the…

  17. Why do seniors leave resistance training programs?

    Directory of Open Access Journals (Sweden)

    Burton E

    2017-03-01

    Full Text Available Elissa Burton,1 Anne-Marie Hill,1 Simone Pettigrew,2 Gill Lewin,3 Liz Bainbridge,1 Kaela Farrier,1 Phil Airey,4 Keith D Hill1 1School of Physiotherapy and Exercise Science, 2School of Psychology and Speech Pathology, 3School of Nursing, Midwifery and Paramedicine, Curtin University, 4Council on the Ageing, Perth, WA, Australia Purpose: The proportion of the population, that is older, is growing at a faster rate than other age groups. Physical activity is important for older people because it assists in living independently. Participating in resistance training on a regular basis (twice weekly is recommended for older people; yet, fewer than 15% of people over 60 years achieve this level. The aim of this article was to investigate the factors contributing to older people’s decisions to stop participation in a resistance training program.Participants and methods: Participants were older people who had chosen to participate in a structured resistance training program specifically designed for seniors and then after a period of time discontinued. This population received a questionnaire in the mail focused on factors contributing to their cessation of resistance training exercise. Qualitative results were analyzed using inductive content analysis.Results: Fifty-six survey responses were received (average age 71.5 years, SD =9.0; 79% females. Injury, illness, and holidaying were the main reasons for ceasing participation. A small but important number of responses (11% reported that they considered they were not provided with sufficient support during the resistance training programs.Conclusions: To attract and retain their senior clients, the results indicate that program organizers need to provide tailored support to return to resistance training after injury and offer flexible and individualized services that accommodate older people’s life choices in retirement. Keywords: older people, strength training, gymnasium, retention, aging

  18. Adolescent medicine training in pediatric residency programs.

    Science.gov (United States)

    Fox, Harriette B; McManus, Margaret A; Klein, Jonathan D; Diaz, Angela; Elster, Arthur B; Felice, Marianne E; Kaplan, David W; Wibbelsman, Charles J; Wilson, Jane E

    2010-01-01

    The aim of this study was to provide an assessment of pediatric residency training in adolescent medicine. We conducted 2 national surveys: 1 of pediatric residency program directors and the other of faculty who are responsible for the adolescent medicine block rotation for pediatric residents to elicit descriptive and qualitative information concerning the nature of residents' ambulatory care training experience in adolescent medicine and the workforce issues that affect the experience. Required adolescent medicine topics that are well covered pertain to normal development, interviewing, and sexual issues. Those least well covered concern the effects of violence, motor vehicle safety, sports medicine, and chronic illness. Shortages of adolescent medicine specialists, addictions counselors, psychiatrists, and other health professionals who are knowledgeable about adolescents frequently limit pediatric residency training in adolescent medicine. Considerable variation exists in the timing of the mandatory adolescent medicine block rotation, the clinic sites used for ambulatory care training, and the range of services offered at the predominant training sites. In addition, residents' continuity clinic experience often does not include adolescent patients; thus, pediatric residents do not have opportunities to establish ongoing therapeutic relationships with adolescents over time. Both program and rotation directors had similar opinions about adolescent medicine training. Significant variation and gaps exist in adolescent medicine ambulatory care training in pediatric residency programs throughout the United States. For addressing the shortcomings in many programs, the quality of the block rotation should be improved and efforts should be made to teach adolescent medicine in continuity, general pediatric, and specialty clinics. In addition, renewed attention should be given to articulating the core competencies needed to care for adolescents.

  19. Advancing Scholarship, Team Building, and Collaboration in a Hybrid Doctoral Program in Educational Leadership

    Science.gov (United States)

    Holmes, Barbara; Trimble, Meridee; Morrison-Danner, Dietrich

    2014-01-01

    Hybrid programs are changing the landscape of doctoral programs at American universities and colleges. The increased demand for hybrid doctoral programs, particularly for educational and career advancement, serves as an innovative way to increase scholarship, advance service, and promote leadership. Hybrid programs serve as excellent venues for…

  20. Contextual barriers to discussing a schizophrenia diagnosis with patients and families: need for leadership and teamwork training in psychiatry.

    Science.gov (United States)

    Outram, Sue; Harris, Gillian; Kelly, Brian; Cohen, Martin; Bylund, Carma L; Landa, Yulia; Levin, Tomer T; Sandhu, Harsimrat; Vamos, Marina; Loughland, Carmel

    2015-04-01

    This research sought to gain insight into the processes used by clinicians to discuss a schizophrenia diagnosis with patients/families, with the aim of informing the development of a communications skills training program. A generic qualitative methodological approach was used. Sixteen mental health clinicians were recruited. Semi-structured individual interviews were used to explore their perceptions and experiences communicating a schizophrenia diagnosis. Interviews were recorded, transcribed, and thematic analysis undertaken. There were five key themes relating to the process of communication about a diagnosis of schizophrenia: (1) orientation to patient care, (2) planning of communication, (3) the impact of team leadership and inter/intra-professional functioning on communication tasks, (4) the roles of different clinicians in communicating about diagnosis and treatment, and (5) time and resource deficiencies. Despite expressing care and concern for vulnerable patients and embracing the concept of multidisciplinary teams, communicating diagnostic information to patients and families was generally unplanned for, with little consistency regarding leadership approaches, or how the team communicated diagnostic information to the patient and family. This contributed to tensions between different team members. The findings demonstrated a number of issues compromising good communication around a schizophrenia diagnosis, both in terms of clinician skill and clinical context, and support the importance of education and training for all members of the multidisciplinary team about their role in the communication process.

  1. 42 CFR 432.30 - Training programs: General requirements.

    Science.gov (United States)

    2010-10-01

    ... 42 Public Health 4 2010-10-01 2010-10-01 false Training programs: General requirements. 432.30... SERVICES (CONTINUED) MEDICAL ASSISTANCE PROGRAMS STATE PERSONNEL ADMINISTRATION Training Programs; Subprofessional and Volunteer Programs § 432.30 Training programs: General requirements. (a) A State plan must...

  2. 14 CFR 91.1079 - Training program: Curriculum.

    Science.gov (United States)

    2010-01-01

    ... 14 Aeronautics and Space 2 2010-01-01 2010-01-01 false Training program: Curriculum. 91.1079... Operations Program Management § 91.1079 Training program: Curriculum. (a) Each program manager must prepare and keep current a written training program curriculum for each type of aircraft for each crewmember...

  3. Academy of Program/Project & Engineering Leadership: NASA's Path to Project Management Excellence

    Data.gov (United States)

    National Aeronautics and Space Administration — NASA's Path to Project Management Excellence eBook. Leadership plays a critical role in the success of today’s programs and projects. In an increasingly global and...

  4. Academy of Program/Project & Engineering Leadership Orbital Debris Management and Risk Mitigation

    Data.gov (United States)

    National Aeronautics and Space Administration — The NASA Academy of Program/Project & Engineering Leadership (APPEL) is excited to announce the public release of Orbital Debris Management and Risk Mitigation,...

  5. Clinical Faculty in Educational Leadership Programs: A Growing Force

    Science.gov (United States)

    Hackmann, Donald G.; McCarthy, Martha M.

    2011-01-01

    This study was conducted to develop a demographic profile of full-time educational leadership clinical faculty, to identify their professional responsibilities, and to compare their job satisfaction and perceptions of the educational leadership field with those of tenure-line faculty. Utilizing an online questionnaire, 140 clinical faculty and 755…

  6. Medical students' unique experience of army leadership training: a qualitative study.

    Science.gov (United States)

    Earis, John; Garner, J; Haddock, D; Jenkins, J; Jha, V

    2017-10-01

    To assess the interactive experience of first year medical students attending the leadership and management course hosted by a British Army Reserve Field Hospital developed in partnership with Liverpool University. 244 students submitted a 1000-word structured reflective learning assignment about their reaction to, learning from and any behaviour and attitude changes as a result of, the training. The assignments were thematically analysed to identify how aspects of the training had impacted upon the students' understanding of leadership and teamwork. Their comments relating to the army were analysed to gain insight into their views and experience of the training. Students were surprised at how enjoyable and useful they found the course. Initially they expressed scepticism about what they could learn in an army-based environment. However, the training, particularly command and planning tasks, helped them appreciate and understand the different skills individuals can bring to a team environment, and the importance of everyone contributing. While some students were challenged by aspects of the course, with support and encouragement from team-mates and the army personnel, they learned they could achieve more together. Teaching leadership and management skills to medical students is a challenge which can be effectively addressed by adapting and developing army training resources. Students overcame initial scepticism about participating, and learned a lot about themselves and each other. In addition, the army developed a better understanding of the doctors of the future. The expertise of the army in delivering this training was crucial to its success as the medical school could not have provided this experience unsupported. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/.

  7. Residency Training in Family Medicine: A History of Innovation and Program Support.

    Science.gov (United States)

    Carek, Peter J; Anim, Tanya; Conry, Colleen; Cullison, Sam; Kozakowski, Stan; Ostergaard, Dan; Potts, Stacy; Pugno, Perry A

    2017-04-01

    Residency programs have been integral to the development, expansion and progression of family medicine as a discipline. Three reports formed the foundation for graduate medical education in family medicine: Meeting the Challenge of Family Practice, The Graduate Education of Physicians, and Health is a Community Affair. In addition, the original core concepts of comprehensiveness, coordination, continuity, and patient centeredness continue to serve as the foundation for residency training in family medicine. While the Residency Review Committee for Family Medicine of the Accreditation Council for Graduate Medical Education has provided the requirements for training throughout the years, key organizations including the Society of Teachers of Family Medicine, the American Academy of Family Physicians, the Association of Family Medicine Residency Directors, and the American Board of Family Medicine have provided resources for and supported innovation in programs. Residency Program Solutions, National Institute for Program Director Development, and Family Medicine Residency Curriculum Resource are several of the resources developed by these organizations. The future of family medicine residency training should continue the emphasis on innovation and development of resources to enhance the training of residents. Areas for further development include leadership and health care systems training that allows residents to assume leadership of multidisciplinary health care teams and increase focus on the family medicine practice population as the main unit for resident education.

  8. Bridging the strategic leadership gap: a model program for transformational change.

    Science.gov (United States)

    Wolf, Gail; Bradle, Judith; Nelson, Gregory

    2005-02-01

    The University of Pittsburgh Medical Center (UPMC) recognized the impending crisis--a vast nurse leader shortage, especially at the strategic level. UPMC's new development model establishes a dependable leadership pipeline. The model identifies high-potential individuals, verifies required competencies, assesses participants' strengths, and provides a didactic and experiential learning curriculum. Within 2 years, the program produced a 450% return on investment and evolved into the Health Care Leadership Academy, an open enrollment program for emerging, operational, and strategic leaders nationwide.

  9. An Intentional Approach to Achieving Learning Outcomes during a Youth Leadership Residential Program

    Directory of Open Access Journals (Sweden)

    Jeremy Green

    2012-09-01

    Full Text Available The High Desert Leadership Retreat (HDLR is an annual four-day youth conference which incorporates positive youth development practices to build life skills and increase youth leadership capacity. There are numerous examples in youth development literature of program models and associated outcomes. However, few studies have articulated which aspects of a conference contribute to the achievement of learning outcomes. By utilizing proven program evaluation methods, the achievement of learning outcomes was measured during both formal and informal conference sessions.

  10. Counter Trafficking System Development "Analysis Training Program"

    Energy Technology Data Exchange (ETDEWEB)

    Peterson, Dennis C. [Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States)

    2010-12-01

    This document will detail the training curriculum for the Counter-Trafficking System Development (CTSD) Analysis Modules and Lesson Plans are derived from the United States Military, Department of Energy doctrine and Lawrence Livermore National Laboratory (LLNL), Global Security (GS) S Program.

  11. Residency training program: Perceptions of residents

    African Journals Online (AJOL)

    Residents work for between 80 and 168 hours per week (median, 92 hours), excluding call duty. Sixty-two ... of the current training program and the working conditions in the country, consultants should make .... introduction of the 1-year elective posting abroad. This elective posting had helped bridge the gap between our ...

  12. The Development and Validation of a Transformational Leadership Survey for Substance Use Treatment Programs

    Science.gov (United States)

    Edwards, Jennifer R.; Knight, Danica K.; Broome, Kirk M.; Flynn, Patrick M.

    2014-01-01

    Directors in substance use treatment programs are increasingly required to respond to external economic and socio-political pressures. Leadership practices that promote innovation can help offset these challenges. Using focus groups, factor analysis, and validation instruments, the current study developed and established psychometrics for the Survey of Transformational Leadership. In 2008, clinical directors were evaluated on leadership practices by 214 counselors within 57 programs in four U.S. regions. Nine themes emerged: integrity, sensible risk, demonstrates innovation, encourages innovation, inspirational motivation, supports others, develops others, delegates tasks, and expects excellence. Study implications, limitations and suggested future directions are discussed. Funding from NIDA. PMID:20509734

  13. Leading the Teacher Team - Balancing Between Formal and Informal Power in Program Leadership

    DEFF Research Database (Denmark)

    Högfeldt, Anna-Karin; Malmi, Lauri; Kinnunen, Päivi

    2017-01-01

    to work and collaborate for the same target. This calls for strategic and long-term thinking of engineering education development. Institutions should support the development of both formal structures as well as informal leadership skills among their program directors, but never fall for the temptation......This continuous research within Nordic engineering institutions targets the contexts and possibilities for leadership among engineering education program directors. The IFP-model, developed based on analysis of interviews with program leaders in these institutions, visualizes the program director......’s informal and formal power. The model is presented as a tool for starting a shared discussion on the complexities of the leadership of engineering program development. The authors liken program development to hunting in teams. Each individual expert in the program is needed, and all experts will need...

  14. The importance of leadership in Soldiers' nutritional behaviors: results from the Soldier Fueling Initiative program evaluation.

    Science.gov (United States)

    Jackson, Theresa K; Cable, Sonya J; Jin, Wana K; Robinson, Ayanna; Dennis, Sabriya D; Vo, Linda T; Prosser, Trish J; Rawlings, Jess A

    2013-01-01

    Improving Soldiers' nutritional habits continues to be a concern of the US Army, especially amidst increasing obesity and high injury rates. This study examines leadership influence on nutritional behaviors within the context of the Soldier Fueling Initiative, a program providing nutrition education and improved dining facility menus to Soldiers in Basic Combat Training (BCT) and Advanced Individual Training (AIT). A mixed methods design using surveys (N=486) and focus groups (N=112) was used to collect data at Fort Jackson, SC, and Fort Eustis, VA, in 2011. Survey results showed 75% of Soldiers in BCT believed their drill sergeant was helpful in making performance-enhancing food choices, and 86% agreed their drill sergeant believed it is important to eat for performance. Soldiers in AIT perceived their cadre as less helpful than their BCT drill sergeants and agreed less frequently that the AIT cadre believed it was important to eat for performance (Pnutritional attitudes and behaviors in both BCT and AIT. Focus groups revealed 5 key themes related to cadre influence and nutrition behavior (listed in order of most to least frequent): (1) cadre influence food choices through consequences related to selection, (2) cadre teach Soldiers how to eat, (3) cadre rush Soldiers to eat quickly to return to training, (4) cadre influence choice through example but often do not make healthy choices, and (5) cadre have no influence on food choices. Leaders influence most Soldiers' nutrition practices within the training environment, particularly within BCT. Given that leader influence can impact Soldiers' attitudes and behaviors, it is critical that military leaders become knowledgeable about optimal nutrition practices to disseminate appropriate information to their Soldiers, avoid reprimand associated with trainees' food choices, reinforce key messages associated with nutrition programming, and lead by example in their own food choices.

  15. 38 CFR 21.6284 - Reentrance into a training program.

    Science.gov (United States)

    2010-07-01

    ... training program. 21.6284 Section 21.6284 Pensions, Bonuses, and Veterans' Relief DEPARTMENT OF VETERANS AFFAIRS (CONTINUED) VOCATIONAL REHABILITATION AND EDUCATION Temporary Program of Vocational Training for Certain New Pension Recipients Entering Vocational Training § 21.6284 Reentrance into a training program...

  16. 14 CFR 142.39 - Training program curriculum requirements.

    Science.gov (United States)

    2010-01-01

    ... 14 Aeronautics and Space 3 2010-01-01 2010-01-01 false Training program curriculum requirements... TRANSPORTATION (CONTINUED) SCHOOLS AND OTHER CERTIFICATED AGENCIES TRAINING CENTERS Aircrew Curriculum and Syllabus Requirements § 142.39 Training program curriculum requirements. Each training program curriculum...

  17. 14 CFR 121.402 - Training program: Special rules.

    Science.gov (United States)

    2010-01-01

    ... subpart to provide flight training, testing, and checking under contract or other arrangement to those... 14 Aeronautics and Space 3 2010-01-01 2010-01-01 false Training program: Special rules. 121.402... REQUIREMENTS: DOMESTIC, FLAG, AND SUPPLEMENTAL OPERATIONS Training Program § 121.402 Training program: Special...

  18. Design of All Digital Flight Program Training Desktop Application System

    Directory of Open Access Journals (Sweden)

    Li Yu

    2017-01-01

    Full Text Available All digital flight program training desktop application system operating conditions are simple. Can make the aircraft aircrew learning theory and operation training closely. Improve the training efficiency and effectiveness. This paper studies the application field and design requirements of flight program training system. Based on the WINDOWS operating system desktop application, the design idea and system architecture of the all digital flight program training system are put forward. Flight characteristics, key airborne systems and aircraft cockpit are simulated. Finally, By comparing flight training simulator and the specific script program training system, The characteristics and advantages of the training system are analyzed in this paper.

  19. Neuroscience Knowledge Among Athletic Training Professional Programs

    Directory of Open Access Journals (Sweden)

    Douglas M. Seavey

    2016-05-01

    Full Text Available The Journal of Sports Medicine & Allied Health Sciences, 2016;2(1 ISSN: 2376-9289 Seavey, Beatty, Lenhoff, & Krause. Neuroscience Knowledge Among Athletic Training Professional Programs Neuroscience Knowledge Among Athletic Training Professional Programs Douglas M. Seavey, AT, Christopher T. Beatty, Tyler L. Lenhoff, & Bentley A. Krause, PhD, AT Ohio University, College of Health Sciences & Professions, Division of Athletic Training. ____________________________________________________________________ Context: Athletic trainers (ATs, more than any other healthcare professional, has expertise in areas of on-field assessment and management of sport related concussion and spinal cord injury. A search of the key words “brain” (n=>100 or “spinal cord/spine” (n=~50 were identified in National Athletic Trainers’ Association Position Statements on Concussion and Spinal Cord Injury. However, a significant gap exists in the basic science knowledge of neuroscience and neuroanatomy. Objective: The goal of this study is to identify the basic science coursework in professional and post-professional athletic training curricula. Design and Setting: This is a descriptive, curricula analysis of CAATE Professional and Post-Professional Athletic Training Programs using web-based search and review. Participants: Curricula for accredited Professional (n=336 and Post-Professional (n=15 Athletic Training Programs were reviewed and analyzed to characteristics basic science content. Interventions: This web-based program review of CAATE standard course content and elective options occurred. Main Outcome Measures: Course titles, numbers and descriptions were accessed at CAATE.net and offerings of anatomy, gross anatomy, neuroanatomy and neuroscience, human physiology, exercise physiology, psychology, chemistry and physics content were quantified. Main outcome measures include frequencies and distributions of courses in each subject area. Results: We reviewed 309

  20. Leadership and Teamwork in Trauma and Resuscitation

    Directory of Open Access Journals (Sweden)

    Michael Menchine

    2016-09-01

    Full Text Available Introduction: Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders.  Methods: We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1 how leadership affects patient care; 2 which tools are available to measure leadership; and 3 methods to train physicians to become better leaders. Results: We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs

  1. 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

    2016-01-01

    Introduction Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS) course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. Methods We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1) how leadership affects patient care; 2) which tools are available to measure leadership; and 3) methods to train physicians to become better leaders. Results We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS) is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ) was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs included didactic teaching

  2. Developing Physical Education Student Leaders through a Leadership Course and a University Collaboration

    Science.gov (United States)

    Diedrich, K. C.; Diedrich, Nick

    2017-01-01

    Physical activity and sport programs offer great opportunities for youth to develop important life skills, including leadership. High school physical education leadership courses are one way to develop leadership and pedagogy skills in students. Leadership courses are also a great way for aspiring physical education teachers in training to gain…

  3. Management Development Training; Multiple Measurement of Its Effect When Used to Increase the Impact of a Long Term Motivational Program.

    Science.gov (United States)

    Camealy, John Bremer

    This field investigation applied multiple measures to determine effects of management development training when used to increase the benefits from a long term motivational program. Two experimental groups and a control group were used. Instruments applied included the Miner Sentence Completion Scale, the Leadership Opinion Questionnaire (LOQ), and…

  4. Academic training: Advanced lectures on multiprocessor programming

    CERN Multimedia

    PH Department

    2011-01-01

    Academic Training Lecture - Regular Programme 31 October 1, 2 November 2011 from 11:00 to 12:00 -  IT Auditorium, Bldg. 31   Three classes (60 mins) on Multiprocessor Programming Prof. Dr. Christoph von Praun Georg-Simon-Ohm University of Applied Sciences Nuremberg, Germany This is an advanced class on multiprocessor programming. The class gives an introduction to principles of concurrent objects and the notion of different progress guarantees that concurrent computations can have. The focus of this class is on non-blocking computations, i.e. concurrent programs that do not make use of locks. We discuss the implementation of practical non-blocking data structures in detail. 1st class: Introduction to concurrent objects 2nd class: Principles of non-blocking synchronization 3rd class: Concurrent queues Brief Bio of Christoph von Praun Christoph worked on a variety of analysis techniques and runtime platforms for parallel programs. Hist most recent research studies programming models an...

  5. Native American Training Program in Petroleum Technology

    Energy Technology Data Exchange (ETDEWEB)

    Ho, Winifred M.; Kokesh, Judith H.

    1999-04-27

    This report outlines a comprehensive training program for members of Native American tribes whose lands have oil and gas resources. The program has two components: short courses and internships. Programs are proposed for: (1) adult tribes representatives who are responsible for managing tribal mineral holdings, setting policy, or who work in the oil and gas industry; (2) graduate and undergraduate college students who are tribal members and are studying in the appropriate fields; and (3) high school and middle school teachers, science teachers. Materials and program models already have been developed for some components of the projects. The plan is a coordinated, comprehensive effort to use existing resources to accomplish its goals. Partnerships will be established with the tribes, the BIA, tribal organizations, other government agencies, and the private sector to implement the program.

  6. 49 CFR 655.14 - Education and training programs.

    Science.gov (United States)

    2010-10-01

    ... OPERATIONS Program Requirements § 655.14 Education and training programs. Each employer shall establish an employee education and training program for all covered employees, including: (a) Education. The education... 49 Transportation 7 2010-10-01 2010-10-01 false Education and training programs. 655.14 Section...

  7. The Power Within: Institution-Based Leadership Development Programs in Rural Community Colleges in Illinois

    Science.gov (United States)

    Sherbini, Jaleh T.

    2012-01-01

    The purpose of this study was to examine institution-based leadership development programs in rural community colleges in Illinois, and the impact of these programs in supporting and preparing future community college leaders. The study also explored the efficacy of these programs and whether their implementation aligns with the institutions'…

  8. Leading the Teacher Team--Balancing between Formal and Informal Power in Program Leadership

    Science.gov (United States)

    Högfeldt, Anna-Karin; Malmi, Lauri; Kinnunen, Päivi; Jerbrant, Anna; Strömberg, Emma; Berglund, Anders; Villadsen, Jørgen

    2018-01-01

    This continuous research within Nordic engineering institutions targets the contexts and possibilities for leadership among engineering education program directors. The IFP-model, developed based on analysis of interviews with program leaders in these institutions, visualizes the program director's informal and formal power. The model is presented…

  9. Cultivating Leadership, Pedagogy and Programming for CSPAP and Healthy, Active Lifestyles at the University of Idaho

    Science.gov (United States)

    Goc Karp, Grace; Brown, Helen; Scruggs, Philip W.; Berei, Catherine

    2017-01-01

    This article highlights processes for infusing comprehensive school physical activity programming (CSPAP) into the physical education teacher education (PETE) program at the University of Idaho (UI). The PETE program uses a modified leadership framework to target learning outcomes and activities pertinent to CSPAP. Student CSPAP knowledge and…

  10. From Ground to Distance: The Impact of Advanced Technologies on an Innovative School Leadership Program

    Science.gov (United States)

    Korach, Susan; Agans, Lyndsay J.

    2011-01-01

    An educational leadership preparation program for the 21st Century not only makes use of innovations in teaching and learning, but pushes the educational experience forward through the effective use of advanced technologies. This idea frames the delivery methodology for a blended online principal preparation program. The blended online program was…

  11. Biennial survey of physician clinical nutrition training programs.

    Science.gov (United States)

    Merritt, R J; Heymsfield, S B; Howard, L; Rombeau, J

    1988-05-01

    This is the third survey of physician clinical nutrition training programs. Current training programs were identified, descriptive information obtained, and training program content was compared with that recommended at the 1984 Conference on Clinical Nutrition Training. In general, goals as to the quantity of research, clinical, and teaching training are being met. Virtually all programs provide training in nutritional support activities. Most training programs are not as broad in scope of exposure to the less clinical aspects of nutrition nor to all the illness and age groups recommended by the 1984 conference. Consideration of broadening the scope of physician training programs or redefinition of training guidelines is warranted. A program-certifying agency may be helpful in identifying programs achieving certain minimal standards.

  12. A Pilot Training Program and Evaluation of Training for an Area Agency on Aging.

    Science.gov (United States)

    Moore, Wendy; Campbell, Richard

    A preliminary training and evaluation program was initiated by the Houston Area Agency on Aging. Several pilot training programs were tested, and information was gathered on the current and desired training status of personnel in service-providing agencies. Inspection of obective and subjective reports suggests that future training programs should…

  13. Play Therapy Training among School Psychology, Social Work, and School Counseling Graduate Training Programs

    Science.gov (United States)

    Pascarella, Christina Bechle

    2012-01-01

    This study examined play therapy training across the nation among school psychology, social work, and school counseling graduate training programs. It also compared current training to previous training among school psychology and school counseling programs. A random sample of trainers was selected from lists of graduate programs provided by…

  14. Tetrahedron of medical academics: reasons for training in management, leadership and informatics.

    Science.gov (United States)

    Martins, Henrique

    2009-06-01

    Medical school professors and lecturers are often called to be practicing clinicians, researchers in their own field, in addition to executing their education and curricular responsibilities. Some further accumulate healthcare management responsibilities. These areas pose conflicting demands on time and intellectual activity, but despite their apparent differences, knowledge and skills from management, leadership and informatics may prove useful in helping to smooth these conflicts and hence increase personal effectiveness in these areas. This article tries to clarify some concepts and advance why training in management, leadership and health informatics would seem particularly useful for the medical academic. As opposed to the idea of educational dispersion/specialization, the concept of an integrative tetrahedronal education framework is advanced as a way to plan workshops and other faculty development activities which could be implemented transnationally as well as locally.

  15. Leadership strategies for department chairs and program directors: a case study approach.

    Science.gov (United States)

    Comer, Robert W; Haden, N Karl; Taylor, Robert L; Thomas, D Denee

    2002-04-01

    As a part of the 2000-01 American Dental Education Association (ADEA) Leadership Institute, the Leadership Institute Fellows conducted a faculty development workshop for department chairpersons and program directors during the 2001 ADEA Annual Session. A central premise of the workshop was that successful chairpersons and program directors are both effective leaders and effective managers and that leadership and management involve complementary activities. The workshop was case-based. The ADEA Leadership Institute Fellows developed the cases and led roundtable discussions of each case. A group facilitator led large group debriefings to apply management and leadership theory to each case. The purpose of this paper is to review leadership challenges and management concepts as they were applied in a case-based faculty development workshop. The program was structured to address leadership challenges relating to managing people, mission management, conflict recognition, and conflict management. The cases were developed to relate management theories to situations in academic administration. The situations were designed to encourage debate from numerous perspectives. Each case presented general dilemmas that could be addressed from the vantage point of the dean, chair, or individual faculty member. Reinforcing discussion followed and included identification of central issues, key management concepts, and action alternatives. Because of the breadth of possible discussion, group case analyses at the workshop and in the appended case reviews explore only one perspective. This overview article introduces concepts of leadership and management that provide the foundation for analysis of three case studies that follow. These cases address common leadership and management issues in academic dentistry through three typical cases: the frustrated faculty member (case 1), the misdirected faculty member (case 2), and the faculty member stuck in the middle (case 3).

  16. The Rehabilitation Medicine Scientist Training Program

    Science.gov (United States)

    Whyte, John; Boninger, Michael; Helkowski, Wendy; Braddom-Ritzler, Carolyn

    2016-01-01

    Physician scientists are seen as important in healthcare research. However, the number of physician scientists and their success in obtaining NIH funding have been declining for many years. The shortage of physician scientists in Physical Medicine and Rehabilitation is particularly severe, and can be attributed to many of the same factors that affect physician scientists in general, as well as to the lack of well developed models for research training. In 1995, the Rehabilitation Medicine Scientist Training Program (RMSTP) was funded by a K12 grant from the National Center of Medical Rehabilitation Research (NCMRR), as one strategy for increasing the number of research-productive physiatrists. The RMSTP's structure was revised in 2001 to improve the level of preparation of incoming trainees, and to provide a stronger central mentorship support network. Here we describe the original and revised structure of the RMSTP and review subjective and objective data on the productivity of the trainees who have completed the program. These data suggest that RMSTP trainees are, in general, successful in obtaining and maintaining academic faculty positions and that the productivity of the cohort trained after the revision, in particular, shows impressive growth after about 3 years of training. PMID:19847126

  17. Prefreshman and Cooperative Education Program. [PREFACE training

    Science.gov (United States)

    1976-01-01

    Of the 93 students enrolled in the PREFACE program over its four-year history, 70 are still in engineering school. Tables show profiles of student placement and participation from 1973 to 1977 (first semester completed). During the 1977 summer, 10 students were placed at NASA Goddard, 8 at DOE-Brookhaven, and 2 at American Can. Eleven students with less high school math preparation remained on campus for formal precalculus classes. Majors of the students in the program include civil, chemical, electrical, and mechanical engineering. Student satisfaction with their training experiences is summarized.

  18. Equal Opportunity Leadership Training for Company-Level Chain of Command

    Science.gov (United States)

    1981-01-01

    or what effects they have on our behavior. Most of the white people in America, even the very young , have grown up with little interracial contact... Sexism Institutional discrimination Human relations education Leadership decisions Program of instruction M. AmisACr(Comtfe nreaen neb emvasar md...in the units. For one thing, the same mission must be accomplished with fewer people , the result being either necessary increase in productivity or a

  19. Adaptations to a new physical training program in the combat controller training pipeline.

    Science.gov (United States)

    Walker, Thomas B; Lennemann, Lynette M; Anderson, Vint; Lyons, William; Zupan, Michael F

    2011-01-01

    The United States Air Force combat controller (CCT) training pipeline is extremely arduous and historically has a high attrition rate of 70 to 80%. The primary objective of this study was to evaluate the impact of incorporating a 711 Human Performance Wing (HPW) / Biobehavior, Bioassessment, and Biosurveillance Branch (RHPF)-developed physical fitness-training program into the combat controller (CCT) 5-level training physical fitness program. One-hundred-nine CCT trainees were tested and trained during their initial eight weeks at the 720th Special Tactics Training Squadron (STTS) at Hurlburt Field. Modifications to their physical training program were principally aimed at reducing overtraining and overuse injury, educating trainees and cadre on how to train smarter, and transitioning from traditional to "functional" PT. A battery of physiological measurements and a psychological test were administered prior to and immediately after trainees undertook an 8-week modified physical fitness training program designed to reduce overtraining and injury and improve performance. We performed multiple physical tests for cardiovascular endurance (VO₂max and running economy), "anaerobic" capacity (Wingate power and loaded running tests), body composition (skinfolds), power (Wingate and vertical jump), and reaction time (Makoto eye-hand test). We used the Mental Toughness Questionnaire 48 (MTQ-48) for the psychological test. We observed several significant improvements in physical and physiological performance over the eight weeks of training. Body composition improved by 16.2% (p < 0.05). VO₂max, time-to-exhaustion, and ventilatory threshold were all significantly higher after implementation of the new program than before it. We observed strong trends towards improvement in work accomplished during loaded running (p = 0.07) and in average power per body mass during lower body Wingate (p = 0.08). Other measures of lower body power did not change significantly over the

  20. The Intellectual Training Environment for Prolog Programming Language

    OpenAIRE

    Serghei PELIN

    2007-01-01

    In this work is described a new complex training system, named SPprolog, intended for training and self-training in logic programming language - Prolog. This system includes elements related to Prolog and logic programming, and the elements of independent, complex, self-sufficient training system which is capable considerably to increase the quality of self-training, and to be effective assistant in training. The most useful application of the system can be in distance education and self-trai...