WorldWideScience

Sample records for strong national leadership

  1. THE U.S. NATIONAL INTEREST REDEFINITION AND THE FUTURE OF ITS LEADERSHIP IN CRITICAL REGIONS. STRONG AND SUSTAINABLE AMERICAN LEADERSHIP?

    Directory of Open Access Journals (Sweden)

    Iñigo ARBIOL OÑATE

    2016-06-01

    Full Text Available In the last half of the 20th century, the United States provided a strong centripetal leadership that brought the country to form an economy that remains the bedrock of the global financial system. America’s military superiority remains unrivaled. While far from perfect, the U.S. has the oldest democratic constitutional regime, as well as strong institutions and rule of law to accompany it, as Americans continue to enjoy an unmatched quality of life. In general the U.S. enjoys still a privileged position in the world today. For the last one hundred years, American foreign policy has rested on a commitment to use its power. Nevertheless, many criticize that over the last two decades, the U.S. has scaled down its presence, ambitions and promises in the world. Is the U.S. abnegating its leadership? Are U.S. national interests changing and refocusing towards home affairs? Or will the 21st century, due to fragile alternative powers (EU, China, Russia, … be again an American century?

  2. 2012 National Leadership Forum

    Science.gov (United States)

    Magnuson, Peter

    2012-01-01

    Two key themes emerged from the 2012 National Leadership Forum: Taking Business to School, which was hosted by the Career and Technical Education Foundation at the end of May. The first was that employers are looking for a workforce that is technologically savvy while having leadership and employability skills. The second is that the business…

  3. Crises in national leadership?

    Science.gov (United States)

    Mahathir, M

    1998-01-01

    In Asia, an economic crisis has occurred simultaneously with an immense increase in the prevalence of HIV/AIDS fueled by inadequate responses to the epidemic. This response has been further weakened by sudden budget cuts and changes in government priorities, and the situation has been exacerbated by its suddenness and by the fact that large numbers of people are at risk and are unemployed. Also, Asian countries are now seeking entry into the pool of countries where donors support HIV/AIDS prevention and treatment programs just as donors are reducing their aid budgets. Prevention programs are being severely compromised even before they became effective, and efforts to secure treatment are hindered by high prices, by devalued national currencies, and by an increasing trend towards the privatization of health care. In the long run, efforts to restore economic stability will be hindered by the socioeconomic impact of the HIV/AIDS pandemic. In order to improve future prospects, the leadership of all national AIDS programs must reexamine the cost effectiveness of their priorities. Such a move would target marginalized groups, reduce use of expensive mass media campaigns, increase international cooperation over issues dealing with migrant workers, create programs recognizing the crucial role of women, increase the involvement of infected people in prevention programs, recognize the long-term socioeconomic benefits of providing adequate and equitable care and treatment, and recognize the benefits of prioritizing HIV/AIDS funding.

  4. PFAS National Leadership Summit Materials

    Science.gov (United States)

    U.S. Environmental Protection Agency (EPA) will be hosting a National Leadership Summit in Washington, D.C. to take action on Per- and Polyfluoroalkyl Substances (PFAS) in the environment. Below are the meeting materials for the Summit.

  5. Leadership Coaching for Principals: A National Study

    Science.gov (United States)

    Wise, Donald; Cavazos, Blanca

    2017-01-01

    Surveys were sent to a large representative sample of public school principals in the United States asking if they had received leadership coaching. Comparison of responses to actual numbers of principals indicates that the sample represents the first national study of principal leadership coaching. Results indicate that approximately 50% of all…

  6. National Aerospace Leadership Initiative - Phase 2

    Science.gov (United States)

    2010-03-01

    BNB Manufacturing, HMR Associates, PWA, UTRC, Sikorsky Helicopter, TCI MRO, Schwerdtle, Unilever , University of Hartford. In several cases parts were...HMR Associates, PWA, UTRC, Sikorsky Helicopter, TCI MRO, Schwerdtle, Unilever , University of Hartford National Aerospace Leadership Initiative

  7. A Seven Nations Study of Leadership Attributes

    Directory of Open Access Journals (Sweden)

    Mączyński Jerzy

    2017-06-01

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

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

    Science.gov (United States)

    Saravo, Barbara; Netzel, Janine

    2017-01-01

    Background For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. Methods A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Results Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase. PMID:28841662

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

    Science.gov (United States)

    Saravo, Barbara; Netzel, Janine; Kiesewetter, Jan

    2017-01-01

    For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

  10. 77 FR 35711 - Strong Cities, Strong Communities National Resource Network Pilot Program Advance Notice and...

    Science.gov (United States)

    2012-06-14

    ... economic need, strong local leadership and collaboration, potential for economic growth, geographic... $1 million that they will use to administer an ``X-prize style'' competition, whereby they will... founding mandate in the 1965 Department of Housing and Urban Development Act to ``Exercise leadership at...

  11. 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

  12. Religion and Leadership in Nation-Building | Agunwa | Journal of ...

    African Journals Online (AJOL)

    This write-up looks at the contributions of religion to nation building and the impact of leadership towards the growth of nation building. Hence, bringing out religious and leadership focus towards the upliftment of the nation. Thus, this writings are broken down into different stage and steps to allow understanding. It touches ...

  13. Military Leadership Development: A Model for the SA National ...

    African Journals Online (AJOL)

    The result of this article is an alternative model for leadership character development in the South African National Defence Force (SANDF). The SANDF reflects the racial and cultural diversity of South Africa as a nation. The need for a unifying leadership related mechanism, which will provide for the military milieu in which ...

  14. Sandia National Laboratories: About Sandia: Leadership

    Science.gov (United States)

    Locations Contact Us Employee Locator Search Menu About Leadership Mission Social Media Community ; Culture Work-Life Balance Special Programs History Leadership Mission Environmental Responsibility Flickr RSS Top Leadership Stephen Younger David Douglass Scott Aeilts Doug Bruder Mike Burns John Clymo

  15. National Framework of Professional Standards for Change Leadership in Education

    Science.gov (United States)

    Duffy, Francis M.

    2009-01-01

    The ten professional standards form what Francis Duffy refers to as a "National Framework of Professional Standards for Change Leadership in Education." Each standard has examples of the knowledge, skills, and dispositions that the research suggests are important for effective change leadership. Duffy's hope is that this proposed…

  16. Nationality Divides and Shared Leadership in Multinational Teams

    DEFF Research Database (Denmark)

    Paunova, Minna

    2015-01-01

    How shared leadership is enacted in teams that are nationally diverse is currently under- researched, despite the increasing presence of multinational teams in the workplace. To better understand the phenomenon of shared leadership in multinational team contexts, we propose two ways in which...

  17. Experience of Tecnatom in Developing a Strong Leadership for Safety and Performance

    International Nuclear Information System (INIS)

    González, F.; Villadóniga, J. I.

    2016-01-01

    This paper presents experience and insights of Tecnatom in the support of internal and external clients to develop a strong Leadership for Safety. Several cases are presented briefly: (a) The leadership and culture change activities for a utility, a radwaste company, and for Tecnatom itself. One important characteristic of the work performed is the detailed consideration of the underlying organizational culture that underpins the safety culture. Measurable improvements have been achieved and some of the key insights are shared in this paper. (b) The development and implementation of a leadership model with 17 competencies, including safety explicitly. One benefit of this model is that allows to perform a quantitative assessment of leadership effectiveness, something vital to be able to ensure that leadership development actions are truly supporting safety. The model uses an approach to development oriented to strengths and the use of companion competencies to further develop leadership. Moreover it aims to produce significant improvements on safety but also on performance, since both are not competing goals when the proper leadership model is selected. The training material prepared was shortlisted in the 2014 Nuclear Training Awards. (c) The design and implementation of a training development program on Safety Culture, and required competencies of Leadership, for Top Managers of the nuclear industry, as part of the project NUSHARE of the European Commission’s 7th research framework program. The program is sensible to the reduced time availability of Top Managers and uses a combination of learning approaches (webinars, micro-elearnings, web meetings) that provide higher flexibility for the learner, but complemented with other proven methods (group dialog, journaling, mentoring, etc.) to ensure that the program is effective. All these experiences reveal that to improve the organizational Safety Culture we need to enhance Leadership for Safety and Performance

  18. The National Institute for Health Research Leadership Programme

    Science.gov (United States)

    Jones, Molly Morgan; Wamae, Watu; Fry, Caroline Viola; Kennie, Tom; Chataway, Joanna

    2012-01-01

    Abstract RAND Europe evaluated the National Institute for Health Research (NIHR) Leadership Programme in an effort to help the English Department of Health consider the extent to which the programme has helped to foster NIHR's aims, extract lessons for the future, and develop plans for the next phase of the leadership programme. Successful delivery of high-quality health research requires not only an effective research base, but also a system of leadership supporting it. However, research leaders are not often given the opportunity, nor do they have the time, to attend formal leadership or management training programmes. This is unfortunate because research has shown that leadership training can have a hugely beneficial effect on an organisation. Therefore, the evaluation has a particular interest in understanding the role of the programme as a science policy intervention and will use its expertise in science policy analysis to consider this element alongside other, more traditional, measures of evaluation. PMID:28083231

  19. Evaluation of the National School Health Coordinator Leadership Institute

    Science.gov (United States)

    Ottoson, Judith M.; Streib, Greg; Thomas, John Clayton; Rivera, Mark; Stevenson, Beth

    2004-01-01

    In 1999 the American Cancer Society (ACS) launched the National School Health Coordinator Leadership Institute, a groundbreaking initiative designed to enhance and invigorate school health in the nation's schools by training individual school health coordinators to act as change agents. The Institute consisted of three, week-long summer training…

  20. Theoretical Aspects of the Technological Leadership of National Economies

    Directory of Open Access Journals (Sweden)

    Dovgal Еlеna A.

    2016-05-01

    Full Text Available The main theoretical approaches to forming and defining the essence of the technological leadership of national economies have been considered. At present the global nature of the technological development factor is the main engine of development of economies in most world countries. Changes and improvement of all the elements of productive forces occur and innovations or new developments appear as a result of technological development. Different approaches to defining the essence of the technological leadership have been considered, the stages of its development, theoretical concepts of different scientific schools regarding the impact of the factor of technological development on the overall economic process of national economies have been analyzed. Characteristics of technological modes have been summarized and their influence on the formation of the technological leadership of the world countries has been revealed. The main approaches to identifying the technological leadership of various countries on the basis of calculation of international indices have been considered. The prospect for further research of the problem is a comprehensive study of determinants that reflect the technological leadership and give a general assessment of qualitative characteristics of the formation of its components

  1. Phases to face in national medical leadership development

    NARCIS (Netherlands)

    Keijser, Wouter Alexander; Wilderom, Celeste P.M.; Poorthuis, Max Bastiaan; Tweedie, Judith; Lees, Peter; Dickson, Graham

    2017-01-01

    Increasing economic and organizational challenges call physicians in action to engage in medical leadership (ML) roles. Yet, in only six of the 195 countries the content of ML development has recently been articulated in the form of comprehensive national schemes or programs. Despite increasing

  2. 75 FR 4402 - Notice of National Conversation on Public Health and Chemical Exposures Leadership Council...

    Science.gov (United States)

    2010-01-27

    ... National Conversation on Public Health and Chemical Exposures Leadership Council Conference Call Time and... the second meeting of the National Conversation on Public Health and Chemical Exposures Leadership... Leadership Council provides overall guidance to the National Conversation project and will be responsible for...

  3. National Environmental Leadership Award in Asthma Management

    Science.gov (United States)

    The National Asthma Awards recognizes health plans, healthcare providers and communities in action that demonstrate an environmental component to address asthma triggers, collaborate with others and save healthcare dollars with their programming.

  4. Identifying the Factors Influencing Professional Volunteer Leadership in the National Association of Extension 4-H Agents

    Science.gov (United States)

    Lamm, Alexa; Nistler, Debbie; Stedman, Nicole

    2012-01-01

    Many Extension professional associations have had trouble getting members to participate in national leadership opportunities. The study reported here examined the perception of members of a national Extension professional organization (NAE4-HA) regarding specific leadership actions. It found the single act of taking on a leadership position…

  5. Getting Women Into the Physics Leadership Structure Nationally and Internationally

    Science.gov (United States)

    Williams, Elvira S.; Diaz, Lilliam Alvarez; Gebbie, Katharine B.; El-Sayed, Karimat

    2005-10-01

    The underrepresentation of women among physicists around the world, especially in leadership positions, has broad implications for industries and government agencies with a strong need for a technologically educated workforce. The dearth of women physicists in academia exacerbates the situation in that female students lack exposure to successful women in the field. Three years ago, an international group of women met for a round table discussion at the First IUPAP International Conference on Women in Physics and discussed the importance of having women in leadership positions. They shared their experiences and successes, and drew up and reported a set of recommendations addressing the preparation of women for leadership, the selection process, and the responsibilities of institutions. They acknowledged that implementation of their recommendations would differ among countries. At the Second IUPAP International Conference on Women in Physics an international group of women met again to review, revise, and move forward on revamped recommendations from the first conference. This is a report on the new set of revamped recommendations, which address why women should be in leadership positions, goal setting, best practices, commitments, and follow-up actions for the attendees of the second conference.

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

    Science.gov (United States)

    Lamm, Alexa J.; Lamm, Kevan W.; Rodriguez, Mary T.; Owens, Courtney T.

    2016-01-01

    Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the…

  7. Learning to Lead with Purpose: National Board Certification and Teacher Leadership Development

    Science.gov (United States)

    Sato, Mistilina; Hyler, Maria E.; Monte-Sano, Chauncey B.

    2014-01-01

    How do teachers decide what leadership work to engage? This exploratory study examined the leadership activities and responsibilities that National Board Certified Teachers identified prior to and after achieving National Board Certification. We conducted structured interviews with a diverse group of 15 National Board Certified Teachers from a…

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

    Science.gov (United States)

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

    2008-09-01

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

  9. Chief, National Guard Bureau - Leadership - The National Guard

    Science.gov (United States)

    the ARNG Deputy Director of the ARNG Chief of Staff of the ARNG Command Chief Warrant Officer of the the ANG Chief of Staff of the ARNG CCW Officer of the ARNG CSM of the ARNG Bottom Links National Guard Civic Leader's Guide ARNG Vision 2020 Posture Statement Strategic Direction CNGB ARNG Financial Report

  10. Servant leadership in organizations : a cross-national study.

    OpenAIRE

    Chin, David Teckleong

    2017-01-01

    The primary purpose of the study is to gain a clearer understanding of the phenomenon of servant leadership through the analysis of historical and contemporary empirical data. The study was prompted by recent reports of leadership practices in progressive organizations from leading economies where the traditional way of leading by command and control i.e. the authoritarian type of leadership, is giving way to a more humane and inclusive form of leadership. "Servant leadership" describes leade...

  11. The Impacts of a National Internship Program on Interns' Perceived Leadership, Critical Thinking, and Communication Skills

    Science.gov (United States)

    Duncan, Dennis W.; Birdsong, Victoria; Fuhrman, Nicholas; Borron, Abigail

    2017-01-01

    At perhaps all levels of education, strong leadership skills are often equated with the ability to engage in critical thinking, and effective oral and written communication. The purpose of this study was to identify the self-perceived expansion of animal health interns' leadership, critical thinking and communication competencies using the…

  12. The State of Leadership Education in Emergency Medical Services: A Multi-national Qualitative Study.

    Science.gov (United States)

    Leggio, William Joseph

    2014-10-01

    This study investigated how leadership is learned in Emergency Medical Services (EMS) from a multi-national perspective by interviewing EMS providers from multiple nations working in Riyadh, Kingdom of Saudi Arabia. A phenomenological, qualitative methodology was developed and 19 EMS providers from multiple nations were interviewed in June 2013. Interview questions focused on how participants learned EMS leadership as an EMS student and throughout their careers as providers. Data were analyzed to identify themes, patterns, and codes to be used for final analysis to describe findings. Emergency Medical Services leadership is primarily learned from informal mentoring and on-the-job training in less than supportive environments. Participants described learning EMS leadership during their EMS education. A triangulation of EMS educational resources yielded limited results beyond being a leader of patient care. The only course that yielded results from triangulation was EMS Management. The need to develop EMS leadership courses was supported by the findings. Findings also supported the need to include leadership education as part of continuing medical education and training. Emergency Medical Services leadership education that prepares students for the complexities of the profession is needed. Likewise, the need for EMS leadership education and training to be part of continuing education is supported. Both are viewed as a way to advance the EMS profession. A need for further research on the topic of EMS leadership is recognized, and supported, with a call for action on suggested topics identified within the study.

  13. Leadership Factor in National Socio-Economic Development and Building: A Biblical and Contemporary Perspective

    Directory of Open Access Journals (Sweden)

    Ekundayo Lawrence Olabode

    2014-04-01

    Full Text Available The thrust of this paper is on theological concept of leadership.  It enunciates the leadership adroitness of Joseph and the acuity of Moses in Jewish nation-building.  The aim and objective of the paper is to contextualize leadership astuteness of these biblical icons (Joseph and Moses with the contemporary leadership in Nigeria in relation to nation-building.  The focus of the paper was to assess the performances of Nigerian leaders in socio-economic development of the nation from her independence in 1960 to 2013.  The work, having employed historical and contextualization methodologies, discovered that Nigeria is backward and at the verge of collapse due to the selfishness and nonchalance of its leaders to rise to the responsibility of the hallmarks of true leadership.  To avert disintegration and collapse of the nation and to build an enviable prosperous nation, the paper recommended that Nigerian leaders must respect, uphold and obey the law of the land, the nation must execute corruption revolution that will force all Nigerians irrespective of their status to declare their assets, all ill-gotten wealth must be   confiscated to remove the culture of corruption, the inequality in income distribution must be rectified to alleviate poverty.  Servant-leadership exemplified by Joseph and Moses must be imbibed in Nigerian culture of leadership.

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

    Directory of Open Access Journals (Sweden)

    Manasseh M. Mokgolo

    2012-04-01

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

  15. 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.

  16. 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...

  17. Leadership

    Science.gov (United States)

    2003-04-07

    USAWC STRATEGY RESEARCH PROJECT LEADERSHIP by LIEUTENANT COLONEL RONALD D. JOHNSON United States Army Colonel David R. Brooks Project Advisor The...TITLE AND SUBTITLE Leadership Unclassified 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Johnson, Ronald D. ; Author... Leadership FORMAT: Strategy Research Project DATE: 07 April 2003 PAGES: 28 CLASSIFICATION: Unclassified This SRP shows that values and ethics are essential

  18. Individual-level outcomes from a national clinical leadership development programme.

    Science.gov (United States)

    Patton, Declan; Fealy, Gerard; McNamara, Martin; Casey, Mary; Connor, Tom O; Doyle, Louise; Quinlan, Christina

    2013-08-01

    A national clinical leadership development programme was instituted for Irish nurses and midwives in 2010. Incorporating a development framework and leadership pathway and a range of bespoke interventions for leadership development, including workshops, action-learning sets, mentoring and coaching, the programme was introduced at seven pilot sites in the second half of 2011. The programme pilot was evaluated with reference to structure, process and outcomes elements, including individual-level programme outcomes. Evaluation data were generated through focus groups and group interviews, individual interviews and written submissions. The data provided evidence of nurses' and midwives' clinical leadership development through self and observer-reported behaviours and dispositions including accounts of how the programme participants developed and displayed particular clinical leadership competencies. A key strength of the new programme was that it involved interventions that focussed on specific leadership competencies to be developed within the practice context.

  19. Women's Leadership of "Much Needed National Work" in Wartime Education

    Science.gov (United States)

    Whitehead, Kay

    2016-01-01

    While there is a wealth of feminist research on women's educational leadership and policy-making in the interwar years, this article extends the discussion into the Second World War. My focus is the educational leadership of Dorothy Walker, head teacher of St Peter's Infant School and the youngest head teacher in Birmingham, and Lillian de Lissa,…

  20. Leadership

    OpenAIRE

    anonymous

    2001-01-01

    Leadership in a community of 30,000 offers lessons to all of us on vision, responsibility and character. See how the leaders of Garden City, Kansas deal with challenges that many communities face. This issue also provides information about leadership and Community Affairs resources.

  1. Leadership development in the English National Health Service: A counter narrative to inform policy.

    Science.gov (United States)

    Hewison, Alistair; Morrell, Kevin

    2014-04-01

    To examine the current approach to leadership development in the English National Health Service (NHS) and consider its implications for nursing. To stimulate debate about the nature of leadership development in a range of health care settings. Good leadership is central to the provision of high quality nursing care. This has focussed attention on the leadership development of nurses and other health care staff. It has been a key policy concern in the English NHS of late and fostered the growth of leadership development programmes founded on competency based approaches. This is a policy review informed by the concept of episteme. Relevant policy documents and related literature. Using Foucault's concept of episteme, leadership development policy is examined in context and a 'counter narrative' developed to demonstrate that current approaches are rooted in competency based accounts which constitute a limited, yet dominant narrative. Leadership takes many forms and varies hugely according to task and context. Acknowledging this in the form of a counter narrative offers a contribution to more constructive policy development in the English NHS and more widely. A more nuanced debate about leadership development and greater diversity in the provision of development programmes and activities is required. Leadership development has been advocated as being crucial to the advancement of nursing. Detailed analysis of its nature and function is essential if it is to meet the needs of nurse leaders. Copyright © 2013 Elsevier Ltd. All rights reserved.

  2. Theorizing Women's Political Leadership: Cross-National Comparison

    OpenAIRE

    Minjeoung Kim

    2014-01-01

    Since women obtained the right to vote in 1893 for the first time in New Zealand, they have tried to participate actively into politics but still the world has a few women in political leadership. The article asks which factors might influence the appearance of women leadership in politics. The article investigates two factors such as political context, personal factors. Countries where economic development is stable and political democracy is consolidated have a tendency of appearance of wom...

  3. Advantage: industry and First Nations developing strong business relationships

    International Nuclear Information System (INIS)

    O'Meara, D.

    2000-01-01

    The history of confrontations, recriminations, ultimatums, demands and endless negotiations between the oil and gas industry and First Nations communities is told. Important as the history of the conflict is, it is even more important that a mechanism has been found to resolve w these endless quarrels, giving rise to a new oil and gas economy in the 1990s and a new era of resource development in Western Canada. Land settlements, partnership and joint ventures between industry and First Nations communities, negotiating economic and social benefits into business contracts, believed to be an impossible task only a few short years ago , has gone full circle and has become a competitive edge, an admittedly costly and time consuming exercise, but absolutely necessary to be successful in First Nations relations. Conversely, one of the big problems facing First Nations Councils is educating their own members on the benefits of working with oil and gas companies. This is not an easy task since the benefits are sometimes not visible, and when deals hammered out in council with company executives are often filtered through contractors and sub-contractors and deals specifying employment do not materialize. Despite these problems, the experience of several of the companies active on First Nations lands is that it is possible to overcome a history of insensitivity and establish a business environment in which both sides have reason to consider themselves winners

  4. Analysis of Leadership at The National Bank Of Romania

    Directory of Open Access Journals (Sweden)

    Valentin Mihai Leoveanu

    2013-05-01

    Full Text Available Leadership could be seen as a process to achieve company’s goals through company’s people. In any company and also in banks and central banks, leadership could register notable performance as a result of harmonization between formal and informal organization of the company. Maintaining a dynamic and optimal balance for ensuring the simultaneous attainment of individual aspirations of employees and company objectives should be a goal and a permanent preoccupation of the management team. Nowadays, leadership of the central banks have to face a multitude of issues that concern accountability and credibility of monetary authorities. In this regard, one of the essential characteristics that determine and influence leadership of a central bank was to ensure that the degree of central bank independence from the political authorities of the country concerned. Before and during the international financial crisis, NBR has faced some important and difficult periods, watershed might say, in terms of the proper functioning of his leadership. These include: adopting the strategy of monetary policy based on inflation targeting, the speculative attack on the currency in the period 17 October to 5 November 2008 and the liquidity crisis of Romanian banks with foreign capital.

  5. Leadership, Governance

    Science.gov (United States)

    : Environmental Documents, Reports LANL Home Calendar Search Contacts About » Leadership, Governance Leadership national security and energy challenges. Leadership, Governance Ethics, Accountability Los Alamos National . Director's Office terry wallace in leadership, governance Director Terry C. Wallace, Jr. Terry C. Wallace, Jr

  6. A Community-Based Leadership Development Program for First Nations Women: Revaluing and Honoring Women’s Strengths

    OpenAIRE

    K. Amanda Maranzan; Alice Sabourin; Christine Simard-Chicago

    2013-01-01

    Over 400 First Nation women participated in leadership development workshops developed by First Nation women for First Nation women. We collected survey data and conducted focus groups and interviews with workshop participants to identify outcomes and determine barriers and resources to women in leadership. Outcomes of the workshop included increased perception of women as leaders, increased personal capacity, and encouragement to seek opportunities for formal and informal leadership position...

  7. Fairness and other leadership heuristics: A four-nation study

    NARCIS (Netherlands)

    Janson, A.; Levy, L.; Sitkin, S.B.; Lind, E.A.

    2008-01-01

    Leaders' fairness may be just one of several heuristics - cognitive shortcuts - that followers use to decide quickly whether they can rely on a given leader to lead them to ends that are good for the collective, rather than just good for the leader. Other leadership heuristics might include leader

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

    Science.gov (United States)

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

  9. Administrator Preparation for Multicultural Leadership: Inside Four Nationally Accredited Programs

    Science.gov (United States)

    Gardiner, Mary; Enomoto, Ernestine K.

    2004-01-01

    As accrediting associations and ISLLC Standards for School Leaders attest, school leaders have a critical role to insure equitable educational opportunities for diverse students. But how are they being prepared for multicultural leadership in administrator preparation programs? This qualitative study examined and contrasted four different…

  10. A framework for evaluating and continuously improving the NCHL transformational leadership initiative. National Center for Healthcare Leadership.

    Science.gov (United States)

    Davidson, Pamela L; Calhoun, Judith G; Sinioris, Marie E; Griffith, John R

    2002-01-01

    The National Center for Healthcare Leadership transformational leadership project is a broad and ambitious initiative that seeks to bring to the table top leaders from industry and academe. Their charge is to accomplish nothing short of resetting the course for health management education and practice in the coming decades. Four councils were recruited to launch the four major interventions: (1) recruitment and diversity, (2) core competencies, (3) the advanced learning institute, and (4) accreditation and certification. After describing intervention goals, we provide examples of baseline measures for tracking educational and performance outcomes longitudinally. We believe this transformation is only beginning, and it will take many years or decades. The transformation will be most successful if it is guided by data and systematic evaluation.

  11. Service impact of a national clinical leadership development programme: findings from a qualitative study.

    Science.gov (United States)

    Fealy, Gerard M; McNamara, Martin S; Casey, Mary; O'Connor, Tom; Patton, Declan; Doyle, Louise; Quinlan, Christina

    2015-04-01

    The study reported here was part of a larger study, which evaluated a national clinical leadership development programme with reference to resources, participant experiences, participant outcomes and service impact. The aim of the present study was to evaluate the programme's service impact. Clinical leadership development develops competencies that are expressed in context. The outcomes of clinical leadership development occur at individual, departmental and organisational levels. The methods used to evaluate the service impact were focus groups, group interviews and individual interviews. Seventy participants provided data in 18 separate qualitative data collection events. The data contained numerous accounts of service development activities, initiated by programme participants, which improved service and/or improved the culture of the work setting. Clinical leadership development programmes that incorporate a deliberate service impact element can result in identifiable positive service outcomes. The nuanced relationship between leader development and service development warrants further investigation. This study demonstrates that clinical leadership development can impact on service in distinct and identifiable ways. Clinical leadership development programmes should focus on the setting in which the leadership competencies will be demonstrated. © 2013 John Wiley & Sons Ltd.

  12. Validating a Spanish Version of the PIMRS: Application in National and Cross-National Research on Instructional Leadership

    Science.gov (United States)

    Fromm, Germán; Hallinger, Philip; Volante, Paulo; Wang, Wen Chung

    2017-01-01

    The purposes of this study were to report on a systematic approach to validating a Spanish version of the Principal Instructional Management Rating Scale and then to apply the scale in a cross-national comparison of principal instructional leadership. The study yielded a validated Spanish language version of the PIMRS Teacher Form and offers a…

  13. Mentoring, coaching and action learning: interventions in a national clinical leadership development programme.

    Science.gov (United States)

    McNamara, Martin S; Fealy, Gerard M; Casey, Mary; O'Connor, Tom; Patton, Declan; Doyle, Louise; Quinlan, Christina

    2014-09-01

    To evaluate mentoring, coaching and action learning interventions used to develop nurses' and midwives' clinical leadership competencies and to describe the programme participants' experiences of the interventions. Mentoring, coaching and action learning are effective interventions in clinical leadership development and were used in a new national clinical leadership development programme, introduced in Ireland in 2011. An evaluation of the programme focused on how participants experienced the interventions. A qualitative design, using multiple data sources and multiple data collection methods. Methods used to generate data on participant experiences of individual interventions included focus groups, individual interviews and nonparticipant observation. Seventy participants, including 50 programme participants and those providing the interventions, contributed to the data collection. Mentoring, coaching and action learning were positively experienced by participants and contributed to the development of clinical leadership competencies, as attested to by the programme participants and intervention facilitators. The use of interventions that are action-oriented and focused on service development, such as mentoring, coaching and action learning, should be supported in clinical leadership development programmes. Being quite different to short attendance courses, these interventions require longer-term commitment on the part of both individuals and their organisations. In using mentoring, coaching and action learning interventions, the focus should be on each participant's current role and everyday practice and on helping the participant to develop and demonstrate clinical leadership skills in these contexts. © 2014 John Wiley & Sons Ltd.

  14. Creating a New Approach to Principal Leadership: The National Institute of School Leadership has Borrowed from the Leadership Practices of Other Professions to Build an Innovative Program for Principals

    Science.gov (United States)

    Hughes, Robert C.

    2005-01-01

    The author describes a principal training program resulting from a study that found disconnects between education leadership programs and what principals need to know and be able to do to guide improved instruction. The National Institute for School Leadership program focuses on practicing principals but also has applications for aspiring…

  15. Deconstructing national leadership: politicians' accounts of electoral success and failure in the Irish Lisbon Treaty referenda.

    Science.gov (United States)

    Burns, Michele; Stevenson, Clifford

    2013-03-01

    The Self Categorization approach to national leadership proposes that leaders rhetorically construct national identity as essentialized and inevitable in order to consensualize and mobilize the population. In contrast, discursive studies have demonstrated how national politicians flexibly construct the nation to manage their own accountability in local interactions, though this in turn has neglected broader leadership processes. The present paper brings both approaches together to examine how and when national politicians construct versions of national identity in order to account for their failure as well as success in mobilizing the electorate. Eight semi-structured conversational style interviews were conducted with a strategic sample of eight leading Irish politicians on the subject of the 2008/2009 Irish Lisbon Treaty referenda. Using a Critical Discourse Psychology approach, the hegemonic repertoire of the 'settled will' of the informed and consensualized Irish nation was identified across all interviews. Politicians either endorsed the 'settled will' repertoire as evidence of their successful leadership, or rejected the repertoire by denying the rationality or unity of the populace to account for their failure. Our results suggest national identity is only constructed as essentialized and inevitable to the extent that it serves a strategic political purpose. © 2011 The British Psychological Society.

  16. Administration and leadership competencies: establishment of a national consensus for emergency medicine.

    Science.gov (United States)

    Thoma, Brent; Poitras, Julien; Penciner, Rick; Sherbino, Jonathan; Holroyd, Brian R; Woods, Robert A

    2015-03-01

    The Royal College of Physicians and Surgeons of Canada requires emergency medicine (EM) residency programs to meet training objectives relating to administration and leadership. The purpose of this study was to establish a national consensus on the competencies for inclusion in an EM administration and leadership curriculum. A modified Delphi process involving two iterative rounds of an electronic survey was used to achieve consensus on competencies for inclusion in an EM administration and leadership curriculum. An initial list of competencies was compiled using peer-reviewed and grey literature. The participants included 14 EM residency program directors and 43 leadership and administration experts from across Canada who were recruited using a snowball technique. The proposed competencies were organized using the CanMEDS Physician Competency Framework and presented in English or French. Consensus was defined a priori as >70% agreement. Nearly all (13 of 14) of the institutions with an FRCPC EM program had at least one participant complete both surveys. Thirty-five of 57 (61%) participants completed round 1, and 30 (53%) participants completed both rounds. Participants suggested an additional 16 competencies in round 1. The results of round 1 informed the decisions in round 2. Fifty-nine of 109 (54.1%) competencies achieved consensus for inclusion. Based on a national modified Delphi process, we describe 59 competencies for inclusion in an EM administration and leadership curriculum that was arranged by CanMEDS Role. EM educators may consider these competencies when designing local curricula.

  17. Organizational Life Cycles and the Development of the National College for School Leadership: An Antipodean View

    Science.gov (United States)

    Mulford, Bill

    2004-01-01

    This article employs organizational life cycle, organizational learning stages and group development stages literature to examine my experiences at the National College for School Leadership (NCSL) during its establishment phase. Support was found, and other foci suggested, for this literature. As well, future issues to be faced by the NCSL were…

  18. National Board Certified School Librarians' Leadership in Technology Integration: Results of a National Survey

    Science.gov (United States)

    Everhart, Nancy; Mardis, Marcia A.; Johnston, Melissa

    2011-01-01

    In an effort to address the lack of empirical knowledge about the school librarians' role in technology, the Institute for Museum and Library Services funded Project Leadership-in-Action (LIA) to study leadership practices of school librarians. This current grant project includes a survey of the technology integration practices of school…

  19. Cambodia: From Dependency to Sovereignty - Emerging National Leadership

    Directory of Open Access Journals (Sweden)

    Vincent Mcnamara

    2015-10-01

    Full Text Available In the millennium leading up to its days of glory and regional leadership under the iconic Angkor empire, and even in the centuries of dependence since, Cambodia has often benefited significantly from the influence of its patrons, starting with traders from India who sailed up the Mekong at the beginning of a magnificent water transport system including an inland sea. Most recently such benefits have been from global and multilateral sources. Equally, due to its pivotal strategic location at the centre of the South-East corner of Asia, Cambodia has also suffered, at times enormously, from the competing influences of a plethora of well-intentioned but radically different influences: religious, cultural, linguistic, imperial, political, ideological and educational. This article will review the educational system of Cambodia and the issues that come with achieving political and now psychological freedom from dependence on foreign dominance and tutelage.

  20. Democracy, leadership and nation building in Nigeria | Nweke ...

    African Journals Online (AJOL)

    Dissatisfied with a long-term period of military rule, Nigerians clamored for democratic rule and the nation has since 1999 witnessed civilian transitions of power within democracy. For Nigerians, the beauty of their hard earned democracy lies in its proclivity towards integral and sustainable national development. The thrust ...

  1. A Community-Based Leadership Development Program for First Nations Women: Revaluing and Honoring Women’s Strengths

    Directory of Open Access Journals (Sweden)

    K. Amanda Maranzan

    2013-06-01

    Full Text Available Over 400 First Nation women participated in leadership development workshops developed by First Nation women for First Nation women. We collected survey data and conducted focus groups and interviews with workshop participants to identify outcomes and determine barriers and resources to women in leadership. Outcomes of the workshop included increased perception of women as leaders, increased personal capacity, and encouragement to seek opportunities for formal and informal leadership positions. Family and home responsibility, community pressure, and lack of support were identified as barriers faced by women in leadership or considering leadership positions. This program represents an effort to empower women to participate in social, cultural, and political life within their communities and obtain equitable political representation.

  2. The Employee’s Perception of Leadership Style in the Independent Public Institution as National Bank of Romania (NBR Type

    Directory of Open Access Journals (Sweden)

    Sergiu GEANTĂ

    2015-12-01

    Full Text Available Leadership style literature in the independent public institution, such as national bank type, is a subject with a high potential for research studies, especially in Romania. As organizational culture, leadership style is considered to be an important element for the public institution performance and work satisfaction of the employees. The aim of this research paper is to identify which leadership style is more common in the employee’s perception of National Bank of Romania (NBR. According to this, as a scientific research method it was used a quantitative method based on a questionnaire. In the period of March-June 2015 it was applied a questionnaire with 23 items on a Likert Scale (20 regarding leadership style and 3 regarding respondent profile on a total population of 1860 employees. Items measured were used from Leader Behavior Description Questionnaire Version 12 LBDQ XII and Multifactor Leadership Questionnaire (5X. After analyzing and interpreting the results related to the perception of employees on leadership style to hierarchic direct superior, it can be concluded that leadership styles often identified by employees are authoritarian leadership style and participative leadership style, both with a 82% percentage of totally agree responses.

  3. Gender Differences in Academic Medicine: Retention, Rank, and Leadership Comparisons From the National Faculty Survey.

    Science.gov (United States)

    Carr, Phyllis L; Raj, Anita; Kaplan, Samantha E; Terrin, Norma; Breeze, Janis L; Freund, Karen M

    2018-01-30

    Prior studies have found that women in academic medicine do not advance or remain in their careers in parity with men. The authors examined a national cohort of faculty from the 1995 National Faculty Survey to identify predictors of advancement, retention, and leadership for women faculty. The authors followed 1,273 faculty at 24 medical schools in the continental United States for 17 years to identify predictors of advancement, retention, and leadership for women faculty. Schools were balanced for public or private status and the four Association of American Medical Colleges geographic regions. The authors used regression models to adjust for covariates: seniority, department, academic setting, and race/ethnicity. After adjusting for significant covariates women were less likely than men to achieve the rank of professor (OR = 0.57; 95% CI, 0.43-0.78) or to remain in academic careers (OR = 0.68; 95% CI, 0.49-0.94). When number of refereed publications were added to the model, differences by gender in retention and attainment of senior rank were no longer significant. Male faculty were more likely to hold senior leadership positions after adjusting for publications (OR = 0.49; 95% CI, 0.35-0.69). Gender disparities in rank, retention, and leadership remain across the career trajectories of the faculty cohort in this study. Women were less likely to attain senior-level positions than men, even after adjusting for publication-related productivity. Institutions must examine the climate for women to ensure their academic capital is fully utilized and equal opportunity exists for leadership.

  4. Evaluation of a Leadership in Mental Health course for Pacific Island Nation delegates.

    Science.gov (United States)

    Charlson, Fiona; Redman-MacLaren, Michelle; Hunter, Ernest

    2015-12-01

    We report the background to and preliminary evaluation of the Leadership in Mental Health: Island Nations course, run for the first time in Cairns in conjunction with Creating Futures 2015. The course was well attended and well received, with increased confidence in key areas demonstrated and concerns regarding local application identified. In addition to positive comments, content and delivery issues were raised. Future opportunities for expanding upon this initial course are discussed. © The Royal Australian and New Zealand College of Psychiatrists 2015.

  5. The Dutch Confession: Compliance, Leadership and National Identity in the Human Rights Order

    Directory of Open Access Journals (Sweden)

    Erik Larson

    2014-01-01

    Full Text Available As international human rights governance has evolved, it has regulated state action toward individuals in areas that were once at the discretion of states. This change has raised liminal questions concerning authority and leadership. To address these questions, we examine the interaction of the Netherlands and the European Court of Human Rights in cases concerning immigration and asylum. As the Netherlands has a history of self-proclaimed leadership in rights protection, an analysis of the Court’s series of rebukes of the Netherlands yields particularly insightful findings. We find that the shift in rights decision-making has enhanced lawyers’ standing in the Netherlands’ domestic context in ways that enable these actors and the Court to increase international regulation of the Dutch state and that creates greater autonomy of the law from the Dutch state. At the same time, these dynamics challenge the domestic political culture by undermining national myths of the Dutch as uniquely enlightened human rights leaders. These changes demonstrate a shift in the qualities of human rights leadership, from a moralistic posture to a confessional one. Leadership, as made tangible in the reputation and positions taken before an international judicial body, now requires a capacity to express humility and to join in in a shared human rights project.

  6. Potential challenges facing distributed leadership in health care: evidence from the UK National Health Service.

    Science.gov (United States)

    Martin, Graeme; Beech, Nic; MacIntosh, Robert; Bushfield, Stacey

    2015-01-01

    The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-located health-care organisations that embraced DL as part of their organisational strategy. Recent theorising positions DL as a hybrid model combining focused and dispersed leadership; however, our data raise important challenges for policymakers and senior managers who are implementing such a leadership policy. We show that there are three distinct forms of disconnect and that these pose a significant problem for DL. However, we argue that instead of these disconnects posing a significant problem for the discourse of leaderism, they enable a fantasy of leadership that draws on and supports the discourse. © 2014 The Authors. Sociology of Health & Illness © 2014 Foundation for the Sociology of Health & Illness/John Wiley & Sons Ltd.

  7. A two-dimensional model of intergroup leadership: the case of national diversity.

    Science.gov (United States)

    Pittinsky, Todd L

    2010-04-01

    The model presented argues that leadership involves bringing together not only diverse individuals but also the subgroups to which they belong. The model further argues that this does not require replacing people's subgroup identities with a superordinate group identity (turning "us" and "them" into "we"); bringing together diverse individuals and their subgroups can be accomplished by promoting positive relations among subgroups, even as their distinctive identities (their senses of "us" and "them") remain. The model conceptualizes positive and negative intergroup attitudes as two independent dimensions of intergroup relations, each with distinct antecedents and distinct associated outcomes. Leaders seeking to create a collective from diverse subgroups must therefore (a) reduce negative intergroup attitudes and (b) increase positive intergroup attitudes. The author applies the model to organizational contexts of national diversity, but it can be applied to leadership across other forms of diversity. (PsycINFO Database Record (c) 2010 APA, all rights reserved).

  8. Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

    Directory of Open Access Journals (Sweden)

    Malin Tistad

    2016-08-01

    Full Text Available Background: Previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (CPGs, yet little is known about interventions aiming to develop managers’ leadership in facilitating implementation. In this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the intervention’s potential to support managers in the implementation of national guideline recommendations for stroke care in outpatient rehabilitation. Methods: Eleven senior and frontline managers from five outpatient stroke rehabilitation centers participated in a fourmonth leadership intervention that included workshops, seminars, and teleconferences. The focus was on developing knowledge and skills to enhance the implementation of CPG recommendations, with a particular focus on leadership behaviors. Each dyad of managers was assigned to develop a leadership plan with specific goals and leadership behaviors for implementing three rehabilitation recommendations. Feasibility and usefulness were explored through observations and interviews with the managers and staff members prior to the intervention, and then one month and one year after the intervention. Results: Managers considered the intervention beneficial, particularly the participation of both senior and frontline managers and the focus on leadership knowledge and skills for implementing CPG recommendations. All the managers developed a leadership plan, but only two units identified goals specific to implementing the three stroke rehabilitation recommendations. Of these, only one identified leadership behaviors that support implementation. Conclusion: Managers found that the intervention was delivered in a feasible way and appreciated the focus on leadership to facilitate implementation. However, the intervention appeared to have limited impact on managers’ behaviors or clinical practice at the

  9. Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

    Science.gov (United States)

    Tistad, Malin; Palmcrantz, Susanne; Wallin, Lars; Ehrenberg, Anna; Olsson, Christina B.; Tomson, Göran; Holmqvist, Lotta Widén; Gifford, Wendy; Eldh, Ann Catrine

    2016-01-01

    Background: Previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (CPGs), yet little is known about interventions aiming to develop managers’ leadership in facilitating implementation. In this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the intervention’s potential to support managers in the implementation of national guideline recommendations for stroke care in outpatient rehabilitation. Methods: Eleven senior and frontline managers from five outpatient stroke rehabilitation centers participated in a four-month leadership intervention that included workshops, seminars, and teleconferences. The focus was on developing knowledge and skills to enhance the implementation of CPG recommendations, with a particular focus on leadership behaviors. Each dyad of managers was assigned to develop a leadership plan with specific goals and leadership behaviors for implementing three rehabilitation recommendations. Feasibility and usefulness were explored through observations and interviews with the managers and staff members prior to the intervention, and then one month and one year after the intervention. Results: Managers considered the intervention beneficial, particularly the participation of both senior and frontline managers and the focus on leadership knowledge and skills for implementing CPG recommendations. All the managers developed a leadership plan, but only two units identified goals specific to implementing the three stroke rehabilitation recommendations. Of these, only one identified leadership behaviors that support implementation. Conclusion: Managers found that the intervention was delivered in a feasible way and appreciated the focus on leadership to facilitate implementation. However, the intervention appeared to have limited impact on managers’ behaviors or clinical practice at the units. Future

  10. National Figure Leadership Construction In The Movie "Ketika Bung Di Ende"

    OpenAIRE

    Septizar Triastika

    2016-01-01

    This research discusses Soekarno’s leadership construction as a national figure framed in the movie “Ketika Bung di Ende” as a film that raised the critical phase which rarely examined in the life of Soekarno. This study rests on the theory of Construction Reality Peter L. Berger and Thomas Luckman through movie as a mass media. Using the framing analysis of William A. Gamson and Andre Modgliani to see how the events are governed by the ideas and its problems, by using Metaphors, Catchphrases...

  11. Leadership Influence: A Core Foundation for Advocacy.

    Science.gov (United States)

    Shillam, Casey R; MacLean, Lola

    As the largest segment of the health care workforce, nurses have the greatest potential for advancing systems and services to improve health care delivery in the United States. This article presents a framework for nurse administrators to use in developing direct care nurses in their leadership influence competency as a means of increasing their advocacy potential. A systematic review resulted in establishing a nurse leadership influence framework based on the Kouzes and Posner leadership model. The framework includes leadership competencies by nursing professional organizations and was validated by 2 national nurse leader focus groups. Nurse administrators have the opportunity to adopt an evidence-based leadership influence framework to ensure development of advocacy competency in direct care nurses. The impact of nurse administrators systematically adopting a standardized leadership influence framework will result in setting a strong foundation for nurse advocacy. Successful long-term impacts will result in nurses skillfully integrating leadership influence and advocacy into all aspects of daily practice.

  12. "Strong Mothers Make Strong Children": Sports, Eugenics and Nationalism in Brazil at the Beginning of the Twentieth Century

    Science.gov (United States)

    Goellner, Silvana Vilodre; Votre, Sebastiao Josue; Pinheiro, Maria Claudia Brandao

    2012-01-01

    Based on post-structural feminist and gender studies, the present article analyses the importance given to the practice of physical education, sports and exercise as part of the national policy to strengthen the Caucasian-Brazilian population at the beginning of the twentieth century, emphasising the priority made of the White female body as the…

  13. Mental health care and average happiness: strong effect in developed nations.

    Science.gov (United States)

    Touburg, Giorgio; Veenhoven, Ruut

    2015-07-01

    Mental disorder is a main cause of unhappiness in modern society and investment in mental health care is therefore likely to add to average happiness. This prediction was checked in a comparison of 143 nations around 2005. Absolute investment in mental health care was measured using the per capita number of psychiatrists and psychologists working in mental health care. Relative investment was measured using the share of mental health care in the total health budget. Average happiness in nations was measured with responses to survey questions about life-satisfaction. Average happiness appeared to be higher in countries that invest more in mental health care, both absolutely and relative to investment in somatic medicine. A data split by level of development shows that this difference exists only among developed nations. Among these nations the link between mental health care and happiness is quite strong, both in an absolute sense and compared to other known societal determinants of happiness. The correlation between happiness and share of mental health care in the total health budget is twice as strong as the correlation between happiness and size of the health budget. A causal effect is likely, but cannot be proved in this cross-sectional analysis.

  14. The Impact of Seafarers’ Perceptions of National Culture and Leadership on Safety Attitude and Safety Behavior in Dry Bulk Shipping

    Directory of Open Access Journals (Sweden)

    Chin-Shan Lu

    2016-06-01

    Full Text Available This research aims to examine the effects of national culture and leadership style on safety performance in bulk shipping companies. Survey data collected from 322 respondents working in dry bulk carriers was used, a multiple regression analysis was conducted to analyze the influence of national culture and leadership styles (i.e. transformational, passive management, and contingent reward on safety attitude and safety behavior. The results indicate that national culture dimensions such as power distance, uncertainty avoidance, collectivism, and long-term orientation had a positive influence on safety behaviour. Long-term orientation had a positive influence on safety attitude, whereas masculinity had a negative influence on safety attitude of seafarers. Specifically, this research found that transformational leadership had a positive influence on safety attitude and safety behaviour of seafarers. Moreover, practical implication from the research findings to improve ship safety in dry bulk shipping were discussed.

  15. Renewal of K-NET (National Strong-motion Observation Network of Japan)

    Science.gov (United States)

    Kunugi, T.; Fujiwara, H.; Aoi, S.; Adachi, S.

    2004-12-01

    The National Research Institute for Earth Science and Disaster Prevention (NIED) operates K-NET (Kyoshin Network), the national strong-motion observation network, which evenly covers the whole of Japan at intervals of 25 km on average. K-NET was constructed after the Hyogoken-Nambu (Kobe) earthquake in January 1995, and began operation in June 1996. Thus, eight years have passed since K-NET started, and large amounts of strong-motion records have been obtained. As technology has progressed and new technologies have become available, NIED has developed a new K-NET with improved functionality. New seismographs have been installed at 443 observatories mainly in southwestern Japan where there is a risk of strong-motion due to the Nankai and Tonankai earthquakes. The new system went into operation in June 2004, although seismographs have still to be replaced in other areas. The new seismograph (K-NET02) consists of a sensor module, a measurement module and a communication module. A UPS, a GPS antenna and a dial-up router are also installed together with a K-NET02. A triaxial accelerometer, FBA-ES-DECK (Kinemetrics Inc.) is built into the sensor module. The measurement module functions as a conventional strong-motion seismograph for high-precision observation. The communication module can perform sophisticated processes, such as calculation of the Japan Meteorological Agency (JMA) seismic intensity, continuous recording of data and near real-time data transmission. It connects to the Data Management Center (DMC) using an ISDN line. In case of a power failure, the measurement module can control the power supply to the router and the communication module to conserve battery power. One of the main features of K-NET02 is a function for processing JMA seismic intensity. K-NET02 functions as a proper seismic intensity meter that complies with the official requirements of JMA, although the old strong-motion seismograph (K-NET95) does not calculate seismic intensity. Another

  16. U.S. Geological Survey National Strong-Motion Project strategic plan, 2017–22

    Science.gov (United States)

    Aagaard, Brad T.; Celebi, Mehmet; Gee, Lind; Graves, Robert; Jaiswal, Kishor; Kalkan, Erol; Knudsen, Keith L.; Luco, Nicolas; Smith, James; Steidl, Jamison; Stephens, Christopher D.

    2017-12-11

    The mission of the National Strong-Motion Project is to provide measurements of how the ground and built environment behave during earthquake shaking to the earthquake engineering community, the scientific community, emergency managers, public agencies, industry, media, and other users for the following purposes: Improving engineering evaluations and design methods for facilities and systems;Providing timely information for earthquake early warning, damage assessment, and emergency response action; andContributing to a greater understanding of the mechanics of earthquake rupture, groundmotion characteristics, and earthquake effects.

  17. Global Health Security Demands a Strong International Health Regulations Treaty and Leadership From a Highly Resourced World Health Organization.

    Science.gov (United States)

    Burkle, Frederick M

    2015-10-01

    If the Ebola tragedy of West Africa has taught us anything, it should be that the 2005 International Health Regulations (IHR) Treaty, which gave unprecedented authority to the World Health Organization (WHO) to provide global public health security during public health emergencies of international concern, has fallen severely short of its original goal. After encouraging successes with the 2003 severe acute respiratory syndrome (SARS) pandemic, the intent of the legally binding Treaty to improve the capacity of all countries to detect, assess, notify, and respond to public health threats has shamefully lapsed. Despite the granting of 2-year extensions in 2012 to countries to meet core surveillance and response requirements, less than 20% of countries have complied. Today it is not realistic to expect that these gaps will be solved or narrowed in the foreseeable future by the IHR or the WHO alone under current provisions. The unfortunate failures that culminated in an inadequate response to the Ebola epidemic in West Africa are multifactorial, including funding, staffing, and poor leadership decisions, but all are reversible. A rush by the Global Health Security Agenda partners to fill critical gaps in administrative and operational areas has been crucial in the short term, but questions remain as to the real priorities of the G20 as time elapses and critical gaps in public health protections and infrastructure take precedence over the economic and security needs of the developed world. The response from the Global Outbreak Alert and Response Network and foreign medical teams to Ebola proved indispensable to global health security, but both deserve stronger strategic capacity support and institutional status under the WHO leadership granted by the IHR Treaty. Treaties are the most successful means the world has in preventing, preparing for, and controlling epidemics in an increasingly globalized world. Other options are not sustainable. Given the gravity of ongoing

  18. Celebrating Leadership in Public Health and Medicine Friends of the National Library of Medicine (FNLM) | NIH ...

    Science.gov (United States)

    ... of this page please turn Javascript on. Celebrating Leadership in Public Health and Medicine Friends of the ... Hospital Dr. Braunwald was honored for his outstanding leadership and contributions to the world of cardiology as ...

  19. An evaluation of the National Public Health Leadership Institute--1991-2006: part I. Developing individual leaders.

    Science.gov (United States)

    Umble, Karl E; Baker, Edward L; Woltring, Carol

    2011-01-01

    Public health leadership development programs are widely employed to strengthen leaders and leadership networks and ultimately agencies and systems. The year-long National Public Health Leadership Institute's (PHLI) goals are to develop the capacity of individual leaders and networks of leaders so that both can lead improvement in public health systems, infrastructure, and population health. To evaluate the impact of PHLI on individual graduates using data collected from the first 15 cohorts. Between 1992 and 2006, PHLI graduated 806 senior leaders from governmental agencies, academia, health care, associations, nonprofit organizations, foundations, and other organizations. Of 646 graduates located, 393 (61%) responded to a survey, for an overall response rate of 49% (393/806). PHLI has included retreats; readings, conference calls, and webinars; assessments, feedback, and coaching; and action learning projects, in which graduates apply concepts to a work challenge aided by peers and a coach. A survey of all graduates and interviews of 34 graduates and one other key informant. PHLI improved graduates' understanding, skills, and self-awareness, strengthened many graduates' connections to a network of leaders, and significantly increased graduates' voluntary leadership activities at local, state, and national levels (P supportive peers and ideas, and bolstered confidence and interest in taking on leadership work. Nearly all graduates remained in public health. Some partially attributed to PHLI their promotions into more senior positions. Leadership development programs can strengthen and sustain their impact by cultivating sustained "communities of practice" that provide ongoing support for skill development and innovative practice. Sponsors can fruitfully view leadership development as a long-term investment in individuals and networks within organizations or fields of practice.

  20. Implementing and Investigating Distributed Leadership in a National University Network--SaMnet

    Science.gov (United States)

    Sharma, Manjula D.; Rifkin, Will; Tzioumis, Vicky; Hill, Matthew; Johnson, Elizabeth; Varsavsky, Cristina; Jones, Susan; Beames, Stephanie; Crampton, Andrea; Zadnik, Marjan; Pyke, Simon

    2017-01-01

    The literature suggests that collaborative approaches to leadership, such as distributed leadership, are essential for supporting educational innovators in leading change in teaching in universities. This paper briefly describes the array of activities, processes and resources to support distributed leadership in the implementation of a network,…

  1. Transformational leadership and workplace injury and absenteeism: analysis of a National Nursing Assistant Survey.

    Science.gov (United States)

    Lee, Doohee; Coustasse, Alberto; Sikula, Andrew

    2011-01-01

    Transformational leadership (TL) has long been popular among management scholars and health services researchers, but no research studies have empirically tested the association of TL with workplace injuries and absenteeism among nursing assistants (NAs). This cross-sectional study seeks to explore whether TL is associated with workplace injuries and absenteeism among NAs. We analyzed the 2004 National Nursing Assistant Survey data (n = 2,882). A multivariate logistic regression analysis was performed to test the role of TL in the context of workplace performances. Results reveal that the TL model was positively linked to workplace injury in the level of NAs. Injury-related absenteeism was also associated with the TL style, indicating that TL behaviors may help address workplace absence among NAs. Findings suggest that introducing TL practices may benefit NAs in improving workplace performances.

  2. Earthquake strong ground motion studies at the Idaho National Engineering Laboratory

    International Nuclear Information System (INIS)

    Wong, Ivan; Silva, W.; Darragh, R.; Stark, C.; Wright, D.; Jackson, S.; Carpenter, G.; Smith, R.; Anderson, D.; Gilbert, H.; Scott, D.

    1989-01-01

    Site-specific strong earthquake ground motions have been estimated for the Idaho National Engineering Laboratory assuming that an event similar to the 1983 M s 7.3 Borah Peak earthquake occurs at epicentral distances of 10 to 28 km. The strong ground motion parameters have been estimated based on a methodology incorporating the Band-Limited-White-Noise ground motion model coupled with Random Vibration Theory. A 16-station seismic attenuation and site response survey utilizing three-component portable digital seismographs was also performed for a five-month period in 1989. Based on the recordings of regional earthquakes, the effects of seismic attenuation in the shallow crust and along the propagation path and local site response were evaluated. This data combined with a detailed geologic profile developed for each site based principally on borehole data, was used in the estimation of the strong ground motion parameters. The preliminary peak horizontal ground accelerations for individual sites range from approximately 0.15 to 0.35 g. Based on the authors analysis, the thick sedimentary interbeds (greater than 20 m) in the basalt section attenuate ground motions as speculated upon in a number of previous studies

  3. Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service

    Directory of Open Access Journals (Sweden)

    Aggarwal R

    2015-11-01

    Full Text Available Reena Aggarwal,1,2 Tim Swanwick2 1Women's Health, Whittington Health, London, UK; 2Health Education England, North Central and East London, London, UK Abstract: Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors in the UK who provide the majority of front-line patient care and form an "operating core" of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing "leaders", to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a "heroic" individual leader to a more distributed model, where organizations are "leader-ful" and not just "well led" and leadership is centered on a shared vision owned by whole teams working on the frontline. Keywords: National Health Service, junior doctors, quality improvement, management, health care

  4. School Business Leadership: The Small School District Perspective

    Science.gov (United States)

    Schaefbauer, Christi J.

    2012-01-01

    Effective leadership is on everyone's mind this presidential election year as the country's citizens look for a strong candidate to guide them through the next four years. Effective leadership is just as critical in the nation's school districts where people prepare their young people to be the global citizens of tomorrow. In most school…

  5. Rethinking Leadership and Whole of Government National Security Reform: Problems, Progress, and Prospects

    Science.gov (United States)

    2010-05-01

    Symhedonia in Intergroup Relations: The Relationship of Empathic Joy to Preju- dice and Allophilia,” Psicologia Sociale , forthcoming. 5. Todd L...Reimagine the field of leadership by engaging with other social science disciplines, 10. Consider leadership in student admissions selection criteria...world’s leading voice promoting ethical leadership on issues of war, peace, and global social justice.” Rosenthal ex- plored the connection between

  6. An Investigation of Teacher, Principal, and Superintendent Perceptions on the Ability of the National Framework for Principal Evaluations to Measure Principals' Leadership Competencies

    Science.gov (United States)

    Lamb, Lori D.

    2014-01-01

    The purpose of this qualitative study was to investigate the perceptions of effective principals' leadership competencies; determine if the perceptions of teachers, principals, and superintendents aligned with the proposed National Framework for Principal Evaluations initiative. This study examined the six domains of leadership outlined by the…

  7. The Engineering Strong Ground Motion Network of the National Autonomous University of Mexico

    Science.gov (United States)

    Velasco Miranda, J. M.; Ramirez-Guzman, L.; Aguilar Calderon, L. A.; Almora Mata, D.; Ayala Hernandez, M.; Castro Parra, G.; Molina Avila, I.; Mora, A.; Torres Noguez, M.; Vazquez Larquet, R.

    2014-12-01

    The coverage, design, operation and monitoring capabilities of the strong ground motion program at the Institute of Engineering (IE) of the National Autonomous University of Mexico (UNAM) is presented. Started in 1952, the seismic instrumentation intended initially to bolster earthquake engineering projects in Mexico City has evolved into the largest strong ground motion monitoring system in the region. Today, it provides information not only to engineering projects, but also to the near real-time risk mitigation systems of the country, and enhances the general understanding of the effects and causes of earthquakes in Mexico. The IE network includes more than 100 free-field stations and several buildings, covering the largest urban centers and zones of significant seismicity in Central Mexico. Of those stations, approximately one-fourth send the observed acceleration to a processing center in Mexico City continuously, and the rest require either periodic visits for the manual recovery of the data or remote interrogation, for later processing and cataloging. In this research, we document the procedures and telecommunications systems used systematically to recover information. Additionally, we analyze the spatial distribution of the free-field accelerographs, the quality of the instrumentation, and the recorded ground motions. The evaluation criteria are based on the: 1) uncertainty in the generation of ground motion parameter maps due to the spatial distribution of the stations, 2) potential of the array to provide localization and magnitude estimates for earthquakes with magnitudes greater than Mw 5, and 3) adequacy of the network for the development of Ground Motion Prediction Equations due to intra-plate and intra-slab earthquakes. We conclude that the monitoring system requires a new redistribution, additional stations, and a substantial improvement in the instrumentation and telecommunications. Finally, we present an integral plan to improve the current network

  8. Leadership Strategies of Performance Measures Impacts in Public Sector Management: A National Content Analysis.

    Science.gov (United States)

    Kubala, James Joseph

    A quantitative and qualitative study examined three leadership strategies found in performance-based management (human resource, scientific management and political strategies used in public sector management); a framework by which performance measurement (PM) supports leadership strategies; and how the strategies impact PM. It examined leadership…

  9. Addressing earthquakes strong ground motion issues at the Idaho National Engineering Laboratory

    International Nuclear Information System (INIS)

    Wong, I.G.; Silva, W.J.; Stark, C.L.; Jackson, S.; Smith, R.P.

    1991-01-01

    In the course of reassessing seismic hazards at the Idaho National Engineering Laboratory (INEL), several key issues have been raised concerning the effects of the earthquake source and site geology on potential strong ground motions that might be generated by a large earthquake. The design earthquake for the INEL is an approximate moment magnitude (M w ) 7 event that may occur on the southern portion of the Lemhi fault, a Basin and Range normal fault that is located on the northwestern boundary of the eastern Snake River Plain and the INEL, within 10 to 27 km of several major facilities. Because the locations of these facilities place them at close distances to a large earthquake and generally along strike of the causative fault, the effects of source rupture dynamics (e.g., directivity) could be critical in enhancing potential ground shaking at the INEL. An additional source issue that has been addressed is the value of stress drop to use in ground motion predictions. In terms of site geology, it has been questioned whether the interbedded volcanic stratigraphy beneath the ESRP and the INEL attenuates ground motions to a greater degree than a typical rock site in the western US. These three issues have been investigated employing a stochastic ground motion methodology which incorporates the Band-Limited-White-Noise source model for both a point source and finite fault, random vibration theory and an equivalent linear approach to model soil response

  10. Update of Earthquake Strong-Motion Instrumentation at Lawrence Livermore National Laboratory

    Energy Technology Data Exchange (ETDEWEB)

    Murray, Robert C. [Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States)

    2013-09-01

    Following the January 1980 earthquake that was felt at Lawrence Livermore National Laboratory (LLNL), a network of strong-motion accelerographs was installed at LLNL. Prior to the 1980 earthquake, there were no accelerographs installed. The ground motion from the 1980 earthquake was estimated from USGS instruments around the Laboratory to be between 0.2 – 0.3 g horizontal peak ground acceleration. These instruments were located at the Veterans Hospital, 5 miles southwest of LLNL, and in San Ramon, about 12 miles west of LLNL. In 2011, the Department of Energy (DOE) requested to know the status of our seismic instruments. We conducted a survey of our instrumentation systems and responded to DOE in a letter. During this survey, it was found that the recorders in Buildings 111 and 332 were not operational. The instruments on Nova had been removed, and only three of the 10 NIF instruments installed in 2005 were operational (two were damaged and five had been removed from operation at the request of the program). After the survey, it was clear that the site seismic instrumentation had degraded substantially and would benefit from an overhaul and more attention to ongoing maintenance. LLNL management decided to update the LLNL seismic instrumentation system. The updated system is documented in this report.

  11. Executive Energy Leadership Academy | NREL

    Science.gov (United States)

    Executive Energy Leadership Academy Executive Energy Leadership Academy NREL's Executive Energy Leadership Academy is a nationally renowned program that provides non-technical business, governmental, and foreground. Leadership Program The Leadership Program is designed for community and industry leaders with an

  12. To Understand the “Brazilian Way” of School Management: How National Culture Influences the Organizational Culture and School Leadership

    Directory of Open Access Journals (Sweden)

    Ana Maria de Albuquerque Moreira

    2018-06-01

    Full Text Available This study aims to identify characteristics of national culture in the culture of Brazilian school management and leadership. Considering the broad literature that deals with the peculiarities of Brazilian culture and its influence on Brazilian management, it is assumed that as an institution belonging to a particular society, the school offers internal dynamics that are organized under influences of historical and cultural determinants of this society. This work is an exploratory study that uses secondary data found in studies on the profiles of principals, leadership, climate, and organizational culture in schools and primary data from research applied in public secondary schools located in the Federal District, Brazil. The results demonstrate that the initial premise—national culture influences the organizational culture and school leadership—has been confirmed and aspects that merit further analysis are identified.

  13. Leadership for child health in the developing countries of the Western Pacific

    OpenAIRE

    Subhi, Rami; Duke, Trevor

    2011-01-01

    The content and landscape of global child health is increasingly complex. There is strong evidence for the effectiveness of local, national and institutional leadership in reducing child mortality, but this has not been a focus of global health initiatives. Interventions to strengthen health systems should include support for local leadership: building-up institutions of training, empowering national paediatric professional associations, creating opportunities for contribution and leadership ...

  14. 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…

  15. The state of leadership education in US medical schools: results of a national survey.

    Science.gov (United States)

    Neeley, Sabrina M; Clyne, Brian; Resnick-Ault, Daniel

    2017-01-01

    Over the past two decades, there have been increasing calls for physicians to develop the capabilities to lead health care transformation. Many experts and authors have suggested that leadership education should begin during medical school; however, little information exists regarding the presence or nature of undergraduate medical education leadership curricula in the USA. This study sought to determine the prevalence of formal leadership education in US undergraduate medical schools, as well as the delivery methods and degree of student participation. A web-based survey of medical education deans from US allopathic medical schools (N = 144) was administered from November 2014 to February 2015. The survey included questions on the presence of leadership curricula, delivery format, student participation rates, and forms of recognition. Eighty-eight surveys were completed; the majority (85%) of respondents were associate or assistant deans for medical education. Approximately half (54.5%) of respondents reported leadership curricula within their medical schools. Of those, 34.8% (16/46) were required; 32.6% (15/46) were elective; and 32.6% (15/46) indicated both required and elective components. Of schools with formal leadership curricula ​(n = 48), the common forms of content delivery were: mentoring programs (65.1%); dual degree programs (54.5%); workshops (48.8%); seminar/lecture series (41.9%); courses (41.9%); or single seminars (18.6%). Nineteen percent of institutions offer longitudinal leadership education throughout medical school. Common forms of recognition for leadership education were: course credit (48.8%); dual degrees (37.2%); certificates of completion (18.6%); and transcript notations (7.0%). This study indicates that formal leadership education exists in more than half of US allopathic medical schools, suggesting it is an educational priority. Program format, student participation, delivery methods, and recognition varied considerably

  16. Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service.

    Science.gov (United States)

    Aggarwal, Reena; Swanwick, Tim

    2015-01-01

    Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors) in the UK who provide the majority of front-line patient care and form an "operating core" of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing "leaders", to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a "heroic" individual leader to a more distributed model, where organizations are "leader-ful" and not just "well led" and leadership is centered on a shared vision owned by whole teams working on the frontline.

  17. Clinical leadership development in postgraduate medical education and training: policy, strategy, and delivery in the UK National Health Service

    Science.gov (United States)

    Aggarwal, Reena; Swanwick, Tim

    2015-01-01

    Achieving high quality health care against a background of continual change, increasing demand, and shrinking financial resource is a major challenge. However, there is significant international evidence that when clinicians use their voices and values to engage with system delivery, operational efficiency and care outcomes are improved. In the UK National Health Service, the traditional divide between doctors and managers is being bridged, as clinical leadership is now foregrounded as an important organizational priority. There are 60,000 doctors in postgraduate training (junior doctors) in the UK who provide the majority of front-line patient care and form an “operating core” of most health care organizations. This group of doctors is therefore seen as an important resource in initiating, championing, and delivering improvement in the quality of patient care. This paper provides a brief overview of leadership theories and constructs that have been used to develop a raft of interventions to develop leadership capability among junior doctors. We explore some of the approaches used, including competency frameworks, talent management, shared learning, clinical fellowships, and quality improvement. A new paradigm is identified as necessary to make a difference at a local level, which moves learning and leadership away from developing “leaders”, to a more inclusive model of developing relationships between individuals within organizations. This shifts the emphasis from the development of a “heroic” individual leader to a more distributed model, where organizations are “leader-ful” and not just “well led” and leadership is centered on a shared vision owned by whole teams working on the frontline. PMID:29355184

  18. Capacity-building activities for local leadership in Egypt from the local to the national and regional levels.

    Science.gov (United States)

    El Sioufi, M

    1996-03-01

    In order to make the Sustainable Ismailia Project institutionally sustainable, the National Project Manager identified the need to build the capacity of local leadership. The Training Section, in UNCHS, proposed a capacity-building program designed to respond to this demand focusing on the skill-training and attitude formation needed for effective local leadership. The proposed program is adapted from the "Training for Elected Leadership" series widely tested and used in many regions. It combines direct training for local officials from villages in Ismailia, and indirect training for trainers from the Ministry of Local Administration (MLA). After the course, the MLA trainers would design a training program which they will implement nationally. The Minister for Local Administration decided to finance the translation and production of the manuals, while the Governor of Ismailia offered to cover the trainees' expenses. The UNCHS Training and Capacity-Building Section would provide technical guidance and coordinate and implement the program. Once the Arabic version of the training materials would be available, UNCHS would use it regionally to reach out to other Arab States. This example illustrates how concerned stakeholders cooperate to address capacity-building needs. The UNCHS Training Section assumes the role of facilitator and acts as a catalyst for the formulation of such activities. The feeling of ownership of the locally produced/adapted training materials enhances the propensity of their effective and extensive use. This approach has succeeded across regions, cultures, and languages with out-reaching multiplier effects. full text

  19. Team Leadership in Practice.

    Science.gov (United States)

    Neck, Christopher; Manz, Charles C.; Manz, Karen P.

    1998-01-01

    Although educational teams can help reduce teachers' feelings of isolation and enhance instruction, ineffective leadership often dooms their efforts. This article describes four team leadership approaches: "strong-man,""transactor,""visionary hero," and "SuperLeadership." The last is superior, since it…

  20. School Leadership Teaming

    Science.gov (United States)

    West, Cathie E.

    2011-01-01

    To improve student achievement schools need the leadership of knowledgeable, highly skilled, and visionary principals and superintendents. Exemplary school leadership doesn't develop in isolation, however. Strong leadership grows from dynamic, collaborative, and intentional interactions between superintendents and their principals. These savvy…

  1. Animal Health Ireland: providing national leadership and coordination of non-regulatory animal health issues in Ireland.

    Science.gov (United States)

    More, S J; Doherty, M L; Downey, L; McKenzie, K; Devitt, C; O'Flaherty, J

    2011-12-01

    Livestock production plays an important role in the Irish economy. Regulatory animal health issues are the responsibility of government, but until recently there has been no national coordination of non-regulatory animal health issues. This gap has recently been filled with the establishment of Animal Health Ireland (AHI), a not-for-profit, partnership-based organisation providing national leadership and coordination of non-regulatory animal health issues in Ireland. Animal Health Ireland provides benefits to livestock producers and processors by providing the knowledge, education and coordination required to establish effective control strategies, both on-farm and nationally. This paper presents a brief overview of the context for AHI, and of its establishment and initial activities. Non-regulatory animal health issues have been prioritised. A series of work programmes (each focusing on a high-priority issue) have been established. Partnership is critical to success, both for AHI as an organisation and for effective farm-level transfer of knowledge. This model for national leadership and coordination of non-regulatory animal health issues may be of relevance elsewhere.

  2. A national study of nurse leadership and supports for quality improvement in rural hospitals.

    Science.gov (United States)

    Paez, Kathryn; Schur, Claudia; Zhao, Lan; Lucado, Jennifer

    2013-01-01

    This study assessed the perceptions and actions of rural hospital nurse executives with regard to patient safety and quality improvement (QI). A national sample of rural hospital nurse executives (n = 300) completed a survey measuring 4 domains related to patient safety and QI: (a) patient "Safety Culture," (b) adequacy of QI "Resources," (c) "Barriers" related to QI, and (d) "Nurse Leader Engagement" in activities supporting QI. Perceptions of Safety Culture were strong but 47% of the Resources needed to carry out QI were inadequate, 29% of Barriers were moderate to major, and 25% of Nurse Leader Engagement activities were performed infrequently. Nurse Leader Engagement in quality-related activities was less frequent among nurses in isolated and small rural town hospitals compared with large rural city hospitals. To further QI, rural nurse executives may need to use their communications and actions to raise the visibility of QI.

  3. 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…

  4. National Educational Technology Trends: 2012. State Leadership Empowers Educators, Transforms Teaching and Learning

    Science.gov (United States)

    Duffey, Delia, R.; Fox, Christine

    2012-01-01

    The State Educational Technology Directors Association (SETDA) is the principal association representing the technology leadership in all fifty states, the District of Columbia, the U.S. Virgin Islands, and the Bureau of Indian Affairs. This is SETDA's ninth annual report on select educational technology activities. This year's report includes…

  5. Leadership development study :success profile competencies and high-performing leaders at Sandia National Laboratories.

    Energy Technology Data Exchange (ETDEWEB)

    Becker, Katherine M.; Mulligan, Deborah Rae; Szenasi, Gail L.; Crowder, Stephen Vernon

    2005-04-01

    Sandia is undergoing tremendous change. Sandia's executive management recognized the need for leadership development. About ten years ago the Business, Leadership, and Management Development department in partnership with executive management developed and implemented the organizational leadership Success Profile Competencies to help address some of the changes on the horizon such as workforce losses and lack of a skill set in the area of interpersonal skills. This study addresses the need for the Business, Leadership, and Management Development department to provide statistically sound data in two areas. One is to demonstrate that the organizational 360-degree success profile assessment tool has made a difference for leaders. A second area is to demonstrate the presence of high performing leaders at the Labs. The study utilized two tools to address these two areas. Study participants were made up of individuals who have solid data on Sandia's 360-degree success profile assessment tool. The second assessment tool was comprised of those leaders who participated in the Lockheed Martin Corporation Employee Preferences Survey. Statistical data supports the connection between leader indicators and the 360-degree assessment tool. The study also indicates the presence of high performing leaders at Sandia.

  6. Which Societies Provide a Strong Religious Socialization Context? Explanations Beyond the Effects of National Religiosity

    OpenAIRE

    Müller, Tim; De Graaf, Nan Dirk; Schmidt, Peter

    2014-01-01

    Religious socialization occurs within the immediate family as well as in the broader social context. Previous research has shown that parents religiosity matters less for the transmission of religious beliefs in devout than in secular nations, implying smaller costs of religious socialization. In this article we test which other societal factors affect the transmission of religious beliefs: anti-religious policies in formerly socialist countries, economic development, and income inequality. O...

  7. LEADERSHIP VERSUS MANAGEMENT

    OpenAIRE

    Marian-Aurelian Bârgău

    2015-01-01

    It is important to distinguish the difference between leadership and management, both of which are considered necessary. Leadership and management are often used interchangeably, but they are two distinctive and complementary processes. Organizations need strong leadership and strong management for optimal effectiveness. In today’s dynamic workplace, we need leaders to challenge the status quo and to inspire and persuade organization members. We also need managers to assist in developing and ...

  8. Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project.

    Science.gov (United States)

    Dreachslin, Janice L; Weech-Maldonado, Robert; Gail, Judith; Epané, Josué Patien; Wainio, Joyce Anne

    How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support. Each intervention hospital's C-suite leadership and demonstration project manager worked with a diversity coach provided by the National Center for Healthcare Leadership to design and implement an action plan to improve diversity and cultural competence practices and build a sustainable infrastructure. Plans explored areas of strength and areas for improvement that were identified through preintervention assessments. The assessments focused on five competencies of strategic diversity management and culturally and linguistically appropriate care: diversity leadership, strategic human resource management, organizational climate, diversity climate, and patient cultural competence.This article describes each intervention hospital's success in action plan implementation and reports results of postintervention interviews with leadership to provide a blueprint for sustainable change.

  9. Why the developing nations like India need strong capacity building efforts in greenhouse gases mitigation?

    Science.gov (United States)

    Vishal, V.; Sudhakaran, A.; Singh, T. N.

    2014-12-01

    Today, India rubs shoulders with nations like USA and China for being the major shareholders in global greenhouse emissions and has more emissions than Russia! Carbon Capture, Utilization and Storage (CCUS) has been proven as a reliable method to counter global warming and keep the 2ºC per year policy in check and is currently in the pilot stage in many developed nations. The three major requirements for CCUS are: manpower in diverse fields, implementation potential and capital. Keeping other social problems aside, India still has sufficient mankind in all spheres of research ranging from earth science, engineering, basic sciences, economy, policy making, regulation, public outreach etc. to successfully work on such challenges. India has leading academic institutions, research labs and universities in science and engineering. They also have a working power force in aspects like economy, policy making, regulation, public outreach etc. in various management institutes of repute. India, however, lacks in sufficient funding for advanced research and capacity building schemes to support projects of such scale. Deployment of facts and concepts on climate change need an approach of much greater scope than what is anticipated. The above workforces can put forth a clear picture about the various entities surrounding CCUS and provide sensible planning and implementation information through scientific research. CCUS is only possible when the direct anthropogenic emitters like fossil fuel plants modify their features to incorporate the methods associated with it. The rural population has to be educated in context to the safety of the storage sites. Above all, the Indian government must holistically divert funds for such programs and provide economic incentives to the industries for the industries. The bottom line is that India has been working in lots of aspects with not very clear cuts objectives. There are CO2 capture technologies like amine scrubbing and membrane

  10. Strong smoker interest in 'setting an example to children' by quitting: national survey data.

    Science.gov (United States)

    Thomson, George; Wilson, Nick; Weerasekera, Deepa; Edwards, Richard

    2011-02-01

    To further explore smoker views on reasons to quit. As part of the multi-country ITC Project, a national sample of 1,376 New Zealand adult (18+ years) smokers was surveyed in 2007/08. This sample included boosted sampling of Māori, Pacific and Asian New Zealanders. 'Setting an example to children' was given as 'very much' a reason to quit by 51%, compared to 45% giving personal health concerns. However, the 'very much' and 'somewhat' responses (combined) were greater for personal health (81%) than 'setting an example to children' (74%). Price was the third ranked reason (67%). In a multivariate analysis, women were significantly more likely to state that 'setting an example to children' was 'very much' or 'somewhat' a reason to quit; as were Māori, or Pacific compared to European; and those suffering financial stress. The relatively high importance of 'example to children' as a reason to quit is an unusual finding, and may have arisen as a result of social marketing campaigns encouraging cessation to protect families in New Zealand. The policy implications could include a need for a greater emphasis on social reasons (e.g. 'example to children'), in pack warnings, and in social marketing for smoking cessation. © 2011 The Authors. ANZJPH © 2010 Public Health Association of Australia.

  11. Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

    Science.gov (United States)

    Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

    Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective

  12. Experiment of ablative Rayleigh-Taylor instability in a strongly non linear regime on the National Ignition Facility

    International Nuclear Information System (INIS)

    Casner, A.; Masse, L.; Liberatore, S.; Delorme, B.; Jacquet, L.; Loiseau, P.; Smalyuk, V. A.; Martinez, D.; Remington, B. A.

    2012-01-01

    As the control of the development of Rayleigh-Taylor-type hydrodynamic instabilities is crucial to achieve efficient implosions on the Laser Megajoule, and as the complexity of these instabilities requires an experimental validation of theoretical models and of the associated numerical simulations, the authors briefly present a proposition of experiments aimed at studying the strongly non linear Rayleigh-Taylor instability on the National Ignition Facility (NIF). This should allow a regime of competition between bubbles to be achieved for the first time in direct attack. They evoke the first experiment performed in March 2013

  13. Expanding Our Horizons. Wilderness Education Association Proceedings of the National Conference on Outdoor Leadership (Estes Park, Colorado, February 18-20, 2005)

    Science.gov (United States)

    Phipps, Maurice, Ed.; Hayashi, Aya, Ed.

    2005-01-01

    This document presents the proceedings of the Wilderness Education Association's 2005 National Conference on Outdoor Leadership. Following a brief history of the Wilderness Education Association (WEA), 21 conference papers are presented. Topics of the conference papers include: wilderness education curriculum, programs, history, environmental…

  14. The Role of Educational Leadership on Participation in the Costa Rican National Program of Science and Technology Fairs at Escuela Abraham Lincoln in the Coastal Region

    Science.gov (United States)

    Marquez, Fernando

    2016-01-01

    The purpose of this study was to identify the role that Costa Rican educational leaders play in implementing the National Program of Science and Technology Fairs (Programa Nacional de Ferias de Ciencia y Tecnologia [PRONAFECYT]) initiative. The study provides an examination of leadership practices, instructional strategies, and professional…

  15. Agenda: "Hispanic Issues Are America's Issues." Quadrennial National Hispanic Leadership Conference (4th, Washington, D.C., April 4-6, 1988).

    Science.gov (United States)

    National Hispanic Leadership Conference, Washington, DC.

    This document presents the 1988 National Hispanic Leadership Conference's agenda on the following major issues: (1) civil rights; (2) corporate and philanthropic responsibility; (3) criminal justice; (4) culture and language policy; (5) economic development policy; (6) education; (7) employment and economic security; (8) health and mental health;…

  16. Transformational Leadership, Integrity, and Power

    Science.gov (United States)

    Harrison, Laura M.

    2011-01-01

    Transformational leadership enjoys widespread appeal among student affairs professionals. National Association of Student Personnel Administrators (NASPA) and American College Personnel Association (ACPA) conferences frequently feature speakers who promote transformational leadership's two primary tenets: (1) change is the central purpose of…

  17. Leveraging strong social ties among young men in Dar es Salaam: A pilot intervention of microfinance and peer leadership for HIV and gender-based violence prevention.

    Science.gov (United States)

    Maman, Suzanne; Kajula, Lusajo; Balvanz, Peter; Kilonzo, Mrema; Mulawa, Marta; Yamanis, Thespina

    2016-12-01

    Gender inequality is at the core of the HIV patterns that are evident in sub-Saharan Africa. Gender-based violence (GBV) and lack of economic opportunity are important structural determinants of HIV risk. We piloted a microfinance and health promotion intervention among social networks of primarily young men in Dar es Salaam. Twenty-two individuals participated in the microfinance component and 30 peer leaders were recruited and trained in the peer health leadership component. We collected and analysed observational data from trainings, monitoring data on loan repayment, and reports of peer conversations to assess the feasibility and acceptability of the intervention. Eighteen of the loan recipients (82%) paid back their loans, and of these 15 (83%) received a second, larger loan. Among the loan defaulters, one died, one had chronic health problems, and two disappeared, one of whom was imprisoned for theft. The majority of conversations reported by peer health leaders focused on condoms, sexual partner selection, and HIV testing. Few peer leaders reported conversations about GBV. We demonstrated the feasibility and acceptability of this innovative HIV and GBV prevention intervention. The lessons learned from this pilot have informed the implementation of a cluster-randomised trial of the microfinance and peer health leadership intervention.

  18. Subtractive Leadership

    Science.gov (United States)

    Larwin, K. H.; Thomas, Eugene M.; Larwin, David A.

    2015-01-01

    This paper introduces a new term and concept to the leadership discourse: Subtractive Leadership. As an extension of the distributive leadership model, the notion of subtractive leadership refers to a leadership style that detracts from organizational culture and productivity. Subtractive leadership fails to embrace and balance the characteristics…

  19. Exploring the use of grounded theory as a methodological approach to examine the 'black box' of network leadership in the national quality forum.

    Science.gov (United States)

    Hoflund, A Bryce

    2013-01-01

    This paper describes how grounded theory was used to investigate the "black box" of network leadership in the creation of the National Quality Forum. Scholars are beginning to recognize the importance of network organizations and are in the embryonic stages of collecting and analyzing data about network leadership processes. Grounded theory, with its focus on deriving theory from empirical data, offers researchers a distinctive way of studying little-known phenomena and is therefore well suited to exploring network leadership processes. Specifically, this paper provides an overview of grounded theory, a discussion of the appropriateness of grounded theory to investigating network phenomena, a description of how the research was conducted, and a discussion of the limitations and lessons learned from using this approach.

  20. Cross-Cultural Leadership

    Directory of Open Access Journals (Sweden)

    Inga Minelgaite Snaebjornsson

    2015-05-01

    Full Text Available Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline toward operationalization of the model. The model includes the potential of dissonance between male expectations as a dominating leadership role and female leadership. This might serve as an explanation as to why in some cases women are not seen as successful as men when they adopt a masculine leadership style. The article seeks to advance cross-cultural leadership theory by focusing on expected gendered leadership behavior. Our ideas and model could eventually contribute to the advancement of leadership theory, as well as contributing to gender studies, cross-cultural leadership, and business communication.

  1. Differences in strength and conditioning coach self-perception of leadership style behaviors at the National Basketball Association, Division I-A, and Division II levels.

    Science.gov (United States)

    Magnusen, Marshall J

    2010-06-01

    Leader behaviors have been found to vary by competitive level (6,9,11,26). Similar differences based on the competitive environment have been reported with strength coaches and their training emphases (15,28) but not their leadership style behaviors. This latter area is important to explore because strength coach leader behaviors may result in enhanced cooperation, improved communication, and improved athlete psychological and emotional well-being (14,23,25,27). Accordingly, the purpose of this study was to examine the differences in self-perceived leadership styles of National Basketball Association, Division I-A (DI-A) men's basketball, and Division II (DII) men's basketball strength and conditioning coaches. The self-perceived leadership styles of 145 men's basketball strength coaches (National Basketball Association [NBA]=22, DI-A=92, and DII=31) were obtained using the Revised Leadership Scale for Sport (26,41). Frequency data about demographics and training methods were also collected. No significant differences were reported for positive feedback. Otherwise, NBA strength coaches reported more democratic leadership style behaviors than DI-A strength coaches. Division I-A strength coaches were found to be more autocratic than NBA or DII strength coaches. Both NBA and DI-A strength coaches indicated a higher level of training and instruction than did DII strength coaches. National Basketball Association strength coaches also reported engaging in more situational and socially supportive leader behaviors than DI-A and DII strength coaches. Leader behaviors can positively and negatively impact an athlete (23); thus, strength coaches need to evaluate their competitive environment and reflect on the impact of their behaviors and how their approach to leading athletes may need to vary based on the situation.

  2. Consultant radiographer leadership - A discussion

    International Nuclear Information System (INIS)

    Hogg, Peter; Hogg, Dianne; Henwood, Suzanne

    2008-01-01

    Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills

  3. Leadership, leadership, wherefore art thou leadership?

    Science.gov (United States)

    Brooks, Charlie G

    2004-06-01

    Leadership is an elusive concept. Although no one best definition exists, some common characteristics, such as charisma and influence, tend to dominate most discussions on leadership qualities and traits. This article presents an overview of the findings of and pitfalls in research on leadership, in its varied and multifaceted contexts. It explores both personal and contextual attributes of leadership.

  4. Big is beautiful: the case for Federal leadership on a national renewable portfolio standard

    Energy Technology Data Exchange (ETDEWEB)

    Sovacool, Benjamin K.; Cooper, Christopher

    2007-05-15

    State-based renewable portfolio standards (RPS) create regulatory uncertainty for investors and inherent inequities among ratepayers. Ultimately, federal legislation can help create a more just, diverse and predictable national market for renewable resources without significantly increasing aggregate electricity prices. (author)

  5. Developing leadership talent in healthcare organizations.

    Science.gov (United States)

    Wells, Wendy; Hejna, William

    2009-01-01

    Effective initiatives for developing and retaining leadership talent are built around five supporting elements: Identification of key leader competencies. Effective job design. A strong focus on leadership recruitment, development, and retention. Leadership training and development throughout all levels of the organization. Ongoing leadership assessment and performance management.

  6. Political Leadership and Challenges of National Integration and Development in Nigeria: The Way Forward

    Directory of Open Access Journals (Sweden)

    Akinbi Joseph Olukayode

    2015-04-01

    Full Text Available Concrete and genuine national integration and development have been elusive in Nigeria, which has been a thing of serious concern to scholars. The study interrogates why true integration and meaningful development have been elusive in the country? This constitutes the key problem of the study. The historical method of research and analysis was employed in the study as the paper under discussion covers the past, the present and likely implications on the future of the country. The major findings in the paper revealed various factors or challenges as been responsible for this abysmal state of affairsand which Nigerian political leaders have been battling with. The paper examines some of these challenges which among others include: the elusiveness of a national leader, corruption and mismanagement of material and human resources, lack of proper accountability on the part of Nigerian political leaders, the crushing economic depression which manifested in high cost of living, poverty, mass unemployment and dissatisfaction among the citizenry, problems of democratic consolidation, the Niger Delta environmental crisis, religious crisis and the recent Boko Haram scourge which had proved intractable for Nigerian government. The implication of the totality of all these factors has the effect of partly contributing to Nigeria perambulating at the same spot or even dancing backward rather than progressing, thereby making stability, true nation building, national integration and development elusive to the Nigerian nation. Recommendations proffered towards curbing the problems in the paper include: the need to learn from history, the need for improved electioneering culture, declaration of assets by political leaders to enhance accountability, respect for the secularity of Nigeria, creation of jobs and putting in place of people oriented programmes and the need for re-orientation of both leaders and followers in Nigeria.

  7. Leadership Epistemology

    Science.gov (United States)

    Bogenschneider, Bret N.

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation…

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

    Science.gov (United States)

    Jenkins, Daniel M.; Owen, Julie E.

    2016-01-01

    This study combines multiple national datasets on leadership educator demographics, education, positions, and experiences, in order to answer the question: Who teaches leadership? Comparing leadership educators across both curricular and co-curricular contexts allows a snapshot of the diverse perspectives of leadership educators and informs a set…

  9. Wisdom and Bus Schedules: Developing School Leadership

    Science.gov (United States)

    Glatter, Ron

    2009-01-01

    This article is based on a synthesis study of school leadership development conducted for the National College of School Leadership (NCSL) in England. It first outlines a perspective on leadership focusing on the concepts of wisdom, deliberation and higher order capacities. Then it describes and assesses two distinct models of leadership learning,…

  10. Medical leadership arrangements in English healthcare organisations: findings from a national survey and case studies of NHS trusts.

    Science.gov (United States)

    Dickinson, Helen; Ham, Chris; Snelling, Iain; Spurgeon, Peter

    2013-11-01

    This project sought to describe the involvement of doctors in leadership roles in the NHS and the organisational structures and management processes in use in NHS trusts. A mixed methods approach was adopted combining a questionnaire survey of English NHS trusts and in-depth case studies of nine organisations who responded to the survey. Respondents identified a number of challenges in the development of medical leadership, and there was often perceived to be an engagement gap between medical leaders and doctors in clinical roles. While some progress has been made in the development of medical leadership in the NHS in England, much remains to be done to complete the journey that started with the Griffiths Report in 1983. We conclude that a greater degree of professionalism needs to be brought to bear in the development of medical leadership. This includes developing career structures to make it easier for doctors to take on leadership roles; providing training, development and support in management and leadership at different stages of doctors' careers; and ensuring that pay and other rewards are commensurate with the responsibilities of medical leaders. The time commitment of medical leaders and the proportion of doctors in leadership roles both need to increase. The paper concludes considering the implications of these findings for other health systems. © The Author(s) 2014 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

  11. Situational Leadership

    OpenAIRE

    Süttö, Marián

    2016-01-01

    This thesis is focused on field of leadership, particularly situational leadership model by Hersey and Blanchard. Thesis is mostly theoretical framework aimed to offer the possibility for reader to get overview in leadership issues. Theoretical framework of the thesis is focused on leadership definition, the most important leadership theories in the past, and especially to situational leadership approach. The focus of this thesis is to get detailed insight in this model and therefore offer in...

  12. Leadership Epistemology

    OpenAIRE

    Bogenschneider, B

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation as the common epistemology is the necessary link between the various disciplines interested in leadership (e.g., organizational psychology, statisti...

  13. Leadership for child health in the developing countries of the Western Pacific

    Science.gov (United States)

    Subhi, Rami; Duke, Trevor

    2011-01-01

    The content and landscape of global child health is increasingly complex. There is strong evidence for the effectiveness of local, national and institutional leadership in reducing child mortality, but this has not been a focus of global health initiatives. Interventions to strengthen health systems should include support for local leadership: building-up institutions of training, empowering national paediatric professional associations, creating opportunities for contribution and leadership at national, provincial and local level, and networks of support for staff working in child health in remote areas. In the poorer high mortality burden countries of the Pacific, to meet the clinical and public health gaps, there is a need for increases in the education of child health nurse practitioners, and development of systems of continuing professional development for paediatric doctors and nurses. Involvement in local research, especially that which contributes directly to critical issues in child health policy or strengthening national data systems builds capacity for leadership. PMID:23198107

  14. Leadership for child health in the developing countries of the Western Pacific

    Directory of Open Access Journals (Sweden)

    Rami Subhi

    2011-06-01

    Full Text Available The content and landscape of global child health is increasingly complex. There is strong evidence for the effectiveness of local, national and institutional leadership in reducing child mortality, but this has not been a focus of global health initiatives. Interventions to strengthen health systems should include support for local leadership: building-up institutions of training, empowering national paediatric professional associations, creating opportunities for contribution and leadership at national, provincial and local level, and networks of support for staff working in child health in remote areas. In the poorer high mortality burden countries of the Pacific, to meet the clinical and public health gaps, there is a need for increases in the education of child health nurse practitioners, and development of systems of continuing professional development for paediatric doctors and nurses. Involvement in local research, especially that which contributes directly to critical issues in child health policy or strengthening national data systems builds capacity for leadership.

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

    OpenAIRE

    Bolden, R.; O'Regan, N.

    2018-01-01

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

  16. National Cancer Institute's leadership role in promoting State and Community Tobacco Control research.

    Science.gov (United States)

    Ginexi, Elizabeth M; Vollinger, Robert E

    2016-10-01

    The National Cancer Institute (NCI) has been at the vanguard of funding tobacco control research for decades with major efforts such as the Community Intervention Trial for Smoking Cessation (COMMIT) in 1988 and the American Stop Smoking Intervention Study (ASSIST) in 1991, followed by the Tobacco Research Initiative for State and Community Interventions in 1999. Most recently, in 2011, the NCI launched the State and Community Tobacco Control (SCTC) Research Initiative to address gaps in secondhand smoke policies, tax and pricing policies, mass media countermeasures, community and social norms and tobacco marketing. The initiative supported large scale research projects and time-sensitive ancillary pilot studies in response to expressed needs of state and community partners. This special issue of Tobacco Control showcases exciting findings from the SCTC. In this introductory article, we provide a brief account of NCI's historical commitment to promoting research to inform tobacco control policy. 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/.

  17. Leadership and power in medical imaging

    Energy Technology Data Exchange (ETDEWEB)

    Yielder, Jill [School of Health and Community Studies, Unitec New Zealand, Private Bag 92 025, Mt Albert, Auckland (New Zealand)]. E-mail: jyielder@unitec.ac.nz

    2006-11-15

    This article examines the concept of professional leadership in medical imaging. It explores the context of power issues in which such leadership is located, the differences between leadership and management, the qualities needed for effective leadership and how an individual's psychology may affect it. The article concludes that in the current climate of change and development, the medical imaging profession needs strong and appropriate leadership to profile the profession effectively and to lead it through to a more autonomous future.

  18. Leadership and power in medical imaging

    International Nuclear Information System (INIS)

    Yielder, Jill

    2006-01-01

    This article examines the concept of professional leadership in medical imaging. It explores the context of power issues in which such leadership is located, the differences between leadership and management, the qualities needed for effective leadership and how an individual's psychology may affect it. The article concludes that in the current climate of change and development, the medical imaging profession needs strong and appropriate leadership to profile the profession effectively and to lead it through to a more autonomous future

  19. Responsible Leadership

    Science.gov (United States)

    Stone-Johnson, Corrie

    2014-01-01

    Purpose: At a time when school leadership takes on great import, we must ask how leadership can move beyond a focus on individual- and school-level changes to collective leadership that relies on the strength of relationships between schools and the communities in which they reside to foster and sustain change. Such leadership is termed…

  20. Educational Leadership

    DEFF Research Database (Denmark)

    Moos, Lejf

    2003-01-01

    Educational leadership is different from other kinds of leadership, e.g. in leading production or service enterprises or public service institutions ? because educational leaders cannot choose their leadership style. I shall argue that educational leadership must be seen from the perspective...

  1. Linking transformational leadership and organizational culture

    NARCIS (Netherlands)

    den Hartog, D.N.; van Meijen, J.J.; Koopman, P.L.

    1996-01-01

    Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and

  2. Leadership in research

    Energy Technology Data Exchange (ETDEWEB)

    Lee, N.-J. E-mail: n.lee@salford.ac.uk; Gambling, T.G.; Hogg, P

    2004-02-01

    Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course.

  3. Leadership in research

    International Nuclear Information System (INIS)

    Lee, N.-J.; Gambling, T.G.; Hogg, P.

    2004-01-01

    Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course

  4. Towards Comparative Leadership

    DEFF Research Database (Denmark)

    Jensen, Merete Storgaard

    Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective is of scient......Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective...... is of scientific value in qualifying the international and national knowledgebase on effective school leadership. In a methodological perspective comparative analysis in an international setting creates specifically a scientific demand of comparability and a theory based leadership - framework to guide...... the empirical, qualitative research of effective leadership....

  5. Safety leadership: application in construction site.

    Science.gov (United States)

    Cooper, Dominic

    2010-01-01

    The extant safety literature suggests that managerial Safety Leadership is vital to the success and maintenance of a behavioral safety process. The current paper explores the role of Managerial Safety Leadership behaviors in the success of a behavioral safety intervention in the Middle-East with 47,000 workers from multiple nationalities employed by fourteen sub-contractors and one main contractor. A quasi-experimental repeating ABABAB, within groups design was used. Measurement focused on managerial Safety Leadership and employee safety behaviors as well as Corrective Actions. Data was collected over 104 weeks. During this time, results show safety behavior improved by 30 percentage points from an average of 65% during baseline to an average of 95%. The site achieved 121 million man-hours free of lost-time injuries on the longest run. Stepwise multiple regression analyses indicated 86% of the variation in employee safety behavior was associated with senior, middle and front-line manager's Safety Leadership behaviors and the Corrective Action Rate. Approximately 38% of the variation in the Total Recordable Incident Rate (TRIR) was associated with the Observation rate, Corrective Action Rate and Observers Records of managerial safety leaders (Visible Ongoing Support). The results strongly suggest manager's Safety Leadership influences the success of Behavioral Safety processes.

  6. Leadership Innovations

    Science.gov (United States)

    1993-04-01

    leadership " and " leadership in innovation." 3 THEORY , AS AN INSTRUMENT OF ANALYSIS FOR INNOVATION IN LEADERSHIP There are many...attributes of a leader.𔃺 Attempts to define leadership usually contrast it with "followship", management ," or sometimes - with ’beadship."’" These...plausible theory . - . . . -. - -- Nevertheless, some authors consider, and I agree, that there is no true leadership theory because existing

  7. Effective leadership

    OpenAIRE

    Vávrová, Zuzana

    2010-01-01

    In my bachelor thesis I describe problems of effective leadership in organization in relation with organization's objectives filling. I focus here on main principles of leadership process. I characterize process of leadership and personality of leader, who is active executor of this process in organization. The effective leadership is here evaluated mainly from organization theory point of view and in relation with requirements to management, especially its relation with leadership and its de...

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

    Science.gov (United States)

    de Vries, Reinout E; Bakker-Pieper, Angelique; Oostenveld, Wyneke

    2010-09-01

    PURPOSE: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. METHODOLOGY: A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. FINDINGS: In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate's team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader's preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. IMPLICATIONS: This study offers potentially invaluable input for leadership training programs by showing the importance of leader's supportiveness, assuredness, and preciseness when communicating with subordinates. ORIGINALITY/VALUE: Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership.

  9. SERVANT LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Manalullaili Manalullaili

    2014-12-01

    Full Text Available "Servant leadership" is one form of leadership style that is based sincerity and provide help without thought of personal gain or reward to be gained. Servant leadership is different with transformational leadership and transactional leadership. Because this type of leadership is a combination of environmental assessment related to good behaviour "akhlakul karimah". Greenleef are researchers who agree that this leadership style is very "up to date" and can apply to any form of organization, including educational organizations. This paper will explain what it is "servant leadership", the characteristics of which can be categorized as "servant leadership", advantages and disadvantages, and how to apply them into educational organizations, for example: UIN Raden Fatah Palembang

  10. Recommended Capacities for Educational Leadership: Pre-Reform Era Scholars versus Reform-Era Scholars versus National Standards

    Science.gov (United States)

    Gordon, Stephen P.; Taylor-Backor, Karen; Croteau, Susan

    2017-01-01

    We reviewed the scholarship on capacities for educational leadership for the past decade of the pre-reform era (1976-1985), as well as a recent decade of the reform era (2005-2015), and compared scholarship from both decades with the current Professional Standards for Educational Leaders. We found that scholars in the past decade of the pre-reform…

  11. Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review.

    Science.gov (United States)

    Sfantou, Danae F; Laliotis, Aggelos; Patelarou, Athina E; Sifaki-Pistolla, Dimitra; Matalliotakis, Michail; Patelarou, Evridiki

    2017-10-14

    Effective leadership of healthcare professionals is critical for strengthening quality and integration of care. This study aimed to assess whether there exist an association between different leadership styles and healthcare quality measures. The search was performed in the Medline (National Library of Medicine, PubMed interface) and EMBASE databases for the time period 2004-2015. The research question that guided this review was posed as: "Is there any relationship between leadership style in healthcare settings and quality of care?" Eighteen articles were found relevant to our research question. Leadership styles were found to be strongly correlated with quality care and associated measures. Leadership was considered a core element for a well-coordinated and integrated provision of care, both from the patients and healthcare professionals.

  12. The Crucible simulation: Behavioral simulation improves clinical leadership skills and understanding of complex health policy change.

    Science.gov (United States)

    Cohen, Daniel; Vlaev, Ivo; McMahon, Laurie; Harvey, Sarah; Mitchell, Andy; Borovoi, Leah; Darzi, Ara

    2017-05-11

    The Health and Social Care Act 2012 represents the most complex National Health Service reforms in history. High-quality clinical leadership is important for successful implementation of health service reform. However, little is known about the effectiveness of current leadership training. This study describes the use of a behavioral simulation to improve the knowledge and leadership of a cohort of medical doctors expected to take leadership roles in the National Health Service. A day-long behavioral simulation (The Crucible) was developed and run based on a fictitious but realistic health economy. Participants completed pre- and postsimulation questionnaires generating qualitative and quantitative data. Leadership skills, knowledge, and behavior change processes described by the "theory of planned behavior" were self-assessed pre- and postsimulation. Sixty-nine medical doctors attended. Participants deemed the simulation immersive and relevant. Significant improvements were shown in perceived knowledge, capability, attitudes, subjective norms, intentions, and leadership competency following the program. Nearly one third of participants reported that they had implemented knowledge and skills from the simulation into practice within 4 weeks. This study systematically demonstrates the effectiveness of behavioral simulation for clinical management training and understanding of health policy reform. Potential future uses and strategies for analysis are discussed. High-quality care requires understanding of health systems and strong leadership. Policymakers should consider the use of behavioral simulation to improve understanding of health service reform and development of leadership skills in clinicians, who readily adopt skills from simulation into everyday practice.

  13. Consultant radiographer leadership - A discussion

    Energy Technology Data Exchange (ETDEWEB)

    Hogg, Peter [Directorate of Radiography, University of Salford, Allerton Building, Frederick Road, Salford, Greater Manchester M6 6PU (United Kingdom)], E-mail: p.hogg@salford.ac.uk; Hogg, Dianne [Henwood Associates (South East) Ltd, Company Number: 513796, Registered Office: 2 Lakeview Stables, Lower St Clere, Kemsing, Kent, TN15 6NL (United Kingdom); Henwood, Suzanne [East Lancashire Primary Care Trust, Linden Business Centre, Linden Road, Colne. BB8 9BA (United Kingdom)

    2008-12-15

    Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills.

  14. Leadership for Challenging Times

    Science.gov (United States)

    American Association of State Colleges and Universities, 2009

    2009-01-01

    This essay focuses on the responsibility of AASCU universities and colleges to take deliberate, concerted actions to help sustain the nation's vitality and competitiveness in a global, multicultural and rapidly changing society. Guiding our work is the premise that presidential leadership is key to the success of any effort to make the nation's…

  15. Loose Ties or Strong Bonds? The Effect of a Commissioner's Nationality and Partisanship on Voting in the Council

    NARCIS (Netherlands)

    Killermann, Kira

    2016-01-01

    This article studies the consequences of the increased appointment of political Commissioners for the legislative process. Based on the principal–agent relation between the Council and the Commission, it is hypothesized that governments sharing national and partisan ties with the Commissioner

  16. Understanding Leadership

    Science.gov (United States)

    2011-02-16

    leadership theories and connect these age old theories to what the Army believes is needed in the 21st century Army leader. The...effective leader. 15. SUBJECT TERMS Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager 16. SECURITY...TERMS: Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager CLASSIFICATION: Unclassified The purpose

  17. Negative Leadership

    Science.gov (United States)

    2013-03-01

    Negative Leadership by Colonel David M. Oberlander United States Army United States Army War...SUBTITLE Negative Leadership 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Colonel David M...Dr. Richard C. Bullis Department of Command Leadership , and Management 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING

  18. Trans* Leadership.

    Science.gov (United States)

    Jourian, T J; Simmons, Symone L

    2017-06-01

    Focusing on emerging literature on trans* and gender-nonconforming students and their leadership, this chapter outlines the ways trans* students are engaged in leadership in educational institutions and outside of them and discusses implications for staff and faculty regarding how to support and engage these students and their leadership. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  19. An investigation on leadership styles in different cultures

    OpenAIRE

    Mostafa Emami; Mohammad Javad Esfahani; Mahmoud Malmir

    2013-01-01

    During the past few years, there have been tremendous efforts on leadership style and various aspects of different leadership style. Some firms can achieve effective business performance by developing strong organizational culture and effective leadership while many studies indicate that firms can achieve effective business performance by developing strong organizational culture and effective leadership. This paper reviews recent advances on leadership style and various aspects of organizatio...

  20. Authentic leadership: develop the leader within.

    Science.gov (United States)

    Yasinski, Lesia

    2014-03-01

    Great leadership usually starts with a willing heart, a positive attitude, and a desire to make a difference. Strong leadership is important, in today's health care climate, to ensure optimal patient outcomes and the fostering of future generations of knowledgeable, motivated and enthusiastic perioperative nurses. This article will explore key elements necessary for the development of authentic leadership. While highlighting the role that personal development plays in leadership skills, this article will also discuss ways to cultivate authenticity in leadership. The following questions will be addressed: What is authentic leadership? How does one become an authentic leader?

  1. Importance of Performance Measurement and MCH Epidemiology Leadership to Quality Improvement Initiatives at the National, State and Local Levels.

    Science.gov (United States)

    Rankin, Kristin M; Gavin, Loretta; Moran, John W; Kroelinger, Charlan D; Vladutiu, Catherine J; Goodman, David A; Sappenfield, William M

    2016-11-01

    Purpose In recognition of the importance of performance measurement and MCH epidemiology leadership to quality improvement (QI) efforts, a plenary session dedicated to this topic was presented at the 2014 CityMatCH Leadership and MCH Epidemiology Conference. This paper summarizes the session and provides two applications of performance measurement to QI in MCH. Description Performance measures addressing processes of care are ubiquitous in the current health system landscape and the MCH community is increasingly applying QI processes, such as Plan-Do-Study-Act (PDSA) cycles, to improve the effectiveness and efficiency of systems impacting MCH populations. QI is maximally effective when well-defined performance measures are used to monitor change. Assessment MCH epidemiologists provide leadership to QI initiatives by identifying population-based outcomes that would benefit from QI, defining and implementing performance measures, assessing and improving data quality and timeliness, reporting variability in measures throughout PDSA cycles, evaluating QI initiative impact, and translating findings to stakeholders. MCH epidemiologists can also ensure that QI initiatives are aligned with MCH priorities at the local, state and federal levels. Two examples of this work, one highlighting use of a contraceptive service performance measure and another describing QI for peripartum hemorrhage prevention, demonstrate MCH epidemiologists' contributions throughout. Challenges remain in applying QI to complex community and systems-level interventions, including those aimed at improving access to quality care. Conclusion MCH epidemiologists provide leadership to QI initiatives by ensuring they are data-informed and supportive of a common MCH agenda, thereby optimizing the potential to improve MCH outcomes.

  2. LEADERSHIP STRATEGIES FOR NIGERIA

    Directory of Open Access Journals (Sweden)

    Mary Gloria C. Njoku

    2013-10-01

    Full Text Available Exploring the state of Nigerian leadership, there is a clear indication that the nation is in distress and therefore needs a leader who would be able to get the best out of Nigerian followers and lead the nation to stability. This leader must be trustworthy, emotionally intelligent, firm, willing to suffer for the nation, focused on breaking down ethnic divide, and inspiring hope in the people. The leader must be capable of taking in varied information and solving complex problems effectively and efficiently. This paper adopts the concept of leadership as one that involves a social influence process, a leader/leaders and followers. This perspective is impacted by social psychological principles of social influence and clinical psychology socioemotional intelligence and will therefore discuss leadership for Nigeria from these perspectives.

  3. Digital Leadership

    DEFF Research Database (Denmark)

    Zupancic, Tadeja; Verbeke, Johan; Achten, Henri

    2016-01-01

    Leadership is an important quality in organisations. Leadership is needed to introduce change and innovation. In our opinion, in architectural and design practices, the role of leadership has not yet been sufficiently studied, especially when it comes to the role of digital tools and media....... With this paper we intend to initiate a discussion in the eCAADe community to reflect and develop ideas in order to develop digital leadership skills amongst the membership. This paper introduces some important aspects, which may be valuable to look into when developing digital leadership skills....

  4. [Implementation of the program of "Collaborative Development of Advanced Practical Education to Train Pharmacists in Leadership" under the joint operation of the pharmaceutical departments in fourteen national universities].

    Science.gov (United States)

    Hirata, Kazumasa; Tamura, Satoru; Kobayashi, Motomasa

    2012-01-01

    "Collaborative Development of Advanced Practical Education Program to Train Pharmacists with Leadership" applied jointly by the pharmaceutical departments of fourteen national universities was selected to receive the special expenditure support of Ministry of Education, Culture, Sports, Science and Technology for fiscal year 2010 under "the Training of Highly Skillful Professionals and Improvement of the Quality of the Function of Professional Education". This project is to promote the collaborative development of the educational program which will make it possible to further advance and substantiate the education of pharmacists in the six year course of the pharmaceutical department for the ultimate purpose to introduce pharmacists with leadership who can play an active role and fill in a leadership position in a wide range of responsibilities into the society which, more and more, has come to expect pharmacy to take the initiative in acting against health hazards caused by infections, foods and environmental pollution as well as to meet the diversification of healthcare. To be more specific, this project is to try and evaluate the following programs repeatedly based on the plan-do-check-act (PDCA) cycle: 1) Practical medical and pharmaceutical education program; 2) Program concerning research on long term themes and advanced education; 3) Program concerning training and education of SPs (standardized patients or simulated patients) and PBL (problem-based learning) tutorial education; and 4) Program concerning the method of evaluation of education. Through this repeated trial and evaluation, this project ultimately seeks to construct a highly effective practical educational program which integrates each university's achievements and educational attempts rich in originality.

  5. Exploring Signature Pedagogies in Undergraduate Leadership Education

    Science.gov (United States)

    Jenkins, Daniel M.

    2012-01-01

    This research explores the instructional strategies most frequently used by leadership educators who teach academic credit-bearing undergraduate leadership studies courses through a national survey and identifies signature pedagogies within the leadership discipline. Findings from this study suggest that class discussion--whether in the form of…

  6. 'Democratic Leadership'--A Contradiction in Terms?

    Science.gov (United States)

    Riley, Kathryn

    2003-01-01

    Draws on a range of country contexts to shed light on the ways in which the practice of leadership is shaped by national aspirations. Examines whether there is a set of ideas, arrangements, and activities that appear to sustain new forms of leadership that support democracy, or whether democratic leadership of schools is a chimera. (Contains 29…

  7. The Authority and Charismas of Jack Ma's Leadership

    Institute of Scientific and Technical Information of China (English)

    陈希

    2014-01-01

    Jack Ma is the top manager of Ali Baba group, with a strong leadership. He mixes autocratic leadership and charismatic leadership together. The powers he used are from his position, the reward system of the company and the charismas to gain his leading power. In addition, he uses his charismas and his achievements to win the trust of the employees, which develop his leadership.

  8. Clinical leadership: the elephant in the room.

    Science.gov (United States)

    Edmonstone, John

    2009-01-01

    The article explores the concept of clinical leadership in the National Health Service in the UK by seeking to establish a workable definition and by contrasting it with managerial leadership, focussing on the 'disconnected hierarchy' in professional organizations. It proposes that the problems faced by clinical leadership relate to the current nature of general management in the NHS and concludes by suggesting that clinical leadership is the 'elephant in the room'-often ignored or unaddressed.

  9. Strong associations between national prevalence of various STIs suggests sexual network connectivity is a common underpinning risk factor.

    Science.gov (United States)

    Kenyon, Chris

    2017-10-12

    If national peak Human Immunodeficiency Virus (HIV) prevalence is positively associated with the prevalence of other sexually transmitted infections (STIs) from before or early on in the HIV epidemics this would suggest common underlying drivers. Pearson's correlations were calculated between the prevalence of seven STIs at a country-level: chlamydia, gonorrhoea, trichomoniasis, syphilis, bacterial vaginosis, herpes simplex virus-2 (HSV-2) and HIV. The prevalence of all the STIs was highest in the sub-Saharan African region excluding chlamydia. The prevalence of all seven STIs were positively correlated excluding chlamydia. The correlations were strongest for HIV-HSV-2 (r = 0.85, P < 0.0001) and HSV-2-trichomoniasis (r = 0.82, P < 0.0001). Our results of a generally positive association between the prevalences of a range of STIs suggests that higher prevalences were driven by common underlying determinants. We review different types of evidence which suggest that differential sexual connectivity is a plausible common determinant.

  10. Building a leadership brand.

    Science.gov (United States)

    Ulrich, Dave; Smallwood, Norm

    2007-01-01

    How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.

  11. Relational Leadership

    DEFF Research Database (Denmark)

    Madsen, Charlotte Øland; Rasmussen, Jørgen Gulddahl

    2015-01-01

    In this chapter, we emphasise what we have outlined as interesting areas of relational leadership and present some ideas on how to facilitate a broader understanding of relational leadership practice. This involves the interpretations that create connections between practice and ontology. We...... elaborate on how leadership in everyday situations can be understood from a relational perspective. The chapter will focus on outlining and inspiring the reader to co-operate with other people to develop further relational understandings of leading....

  12. Leadership practices among the Lamba people of Zambia: some ...

    African Journals Online (AJOL)

    In this article we discuss indigenous African leadership practices of the Lamba nation of the Zambian Copper belt region and how such leadership can inform school leadership today. This article is part of a bigger study which was informed by three factors: (1) that once upon-a-time Africa had prolific leadership as ...

  13. Why do the Russians succumb to the “strong-hand” government? Historical-cultural legitimacy of the Russian state leadership in the context of Yuri Pivovarov’s theory

    Directory of Open Access Journals (Sweden)

    Olędzka Justyna

    2017-12-01

    Full Text Available State leadership in Russia is determined by historical and cultural as well as by legal and institutional premises. The analysis of ways of obtaining legitimacy by state leaders of the Russian Federation is a borderline issue of political science, sociology, and history. The conditions that favor the creation of the archetype on the Russian ground are undoubtedly: extremely centralized political power in Russia (one central decision-making center whose decisions were arbitrarily arbitrary, the problem of the enforcement of the rules of the trilateral division of power (the legislative sphere dominated the legislature, the low level of control Social rulers (lack of effective legal mechanisms to verify the effects of their activities, paternalism of the leadership system and low participation of representative institutions in public life. The aim of the article is to situate in the field of considerations about the archetype of Russian power the concept of Yuri Pivovarov, according to which not only civilization baggage and the immaturity of civil society have decided the legitimacy of the state leadership of the Russian Federation. According to him, the problem of the participation of the political elite in the redistribution of goods (and the low level of participation of citizens in the process of ownership separation is of significant importance. According to the theory of the Russian political scientist, the basis for understanding the phenomenon of Russian state leadership is the combination of elements of archetypal leadership with a proper interpretation of the relation of freedom – property.

  14. Where Is Leadership Heading?

    Science.gov (United States)

    Lytle, James H.

    2012-01-01

    A consensus is emerging about how school leaders affect school performance, and how important principals are to improved student learning. Yet the national reform policies--No Child Left Behind and Race to the Top (RTT)--incorporate assumptions about school and district leadership that are very much at odds with this research. NCLB and RTT call…

  15. The impact of leadership styles on innovation management

    Directory of Open Access Journals (Sweden)

    Łukowski Wojciech

    2017-06-01

    Full Text Available The article reviews research on the impact of different leadership styles on innovation management by setting out the organisational framework of the findings to date in four generic dimensions: people, measures, effects, and objectives. Using this framework, an overview has been provided of studies on directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional and instrumental leadership, strategic and executive leadership, as well as shared and distributed leadership. There are strong signals that different stages and types of innovation raise different leadership requirements. Against this background, transformational leadership is not the only innovation management style and various leadership styles have their own, distinct ways of contributing to different types and stages of innovation. However, the determination of this allocation is still very incomplete and the answer to the question of how innovations should be managed remains unclear. The article also describes research needs and their practical implications.

  16. Leadership Styles

    Science.gov (United States)

    Val, Carlin; Kemp, Jess

    2012-01-01

    This study examines how a group's dynamic changes under the influence of different leadership styles, and determines what leadership style works best in a large group expedition. The main question identified was "What roles can a leader play in affecting the dynamic of a large group while partaking in a field expedition?" The following…

  17. Leadership Theories.

    Science.gov (United States)

    Sferra, Bobbie A.; Paddock, Susan C.

    This booklet describes various theoretical aspects of leadership, including the proper exercise of authority, effective delegation, goal setting, exercise of control, assignment of responsibility, performance evaluation, and group process facilitation. It begins by describing the evolution of general theories of leadership from historic concepts…

  18. Ethical leadership

    NARCIS (Netherlands)

    den Hartog, D.N.

    2015-01-01

    High-profile cases of leaders’ ethical failure in different settings and sectors have led to increased attention to ethical leadership in organizations. In this review, I discuss the rapidly developing field of ethical leadership from an organizational behavior/psychology perspective, taking a

  19. Leadership Pipeline

    DEFF Research Database (Denmark)

    Elmholdt, Claus Westergård

    2012-01-01

    Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst.......Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst....

  20. Uplifting Leadership

    Science.gov (United States)

    Hargreaves, Andy; Boyle, Alan

    2015-01-01

    To find out how organizations turn failure into success, Andrew Hargreaves and his colleagues studied more than 15 business, sports, and education organizations. They found that the secret to these organizations' success came down to just two words: uplifting leadership. Uplifting leadership, write Hargreaves and Boyle in this article, raises the…

  1. Learning Leadership

    DEFF Research Database (Denmark)

    Hertel, Frederik; Fast, Alf Michael

    2018-01-01

    Is leadership a result of inheritance or is it something one learns during formal learning in e.g. business schools? This is the essential question addressed in this article. The article is based on a case study involving a new leader in charge of a group of profession practitioners. The leader...... promotes his leadership as a profession comparable to the professions of practitioners. This promotion implies that leadership is something one can and probably must learn during formal learning. The practitioners on the other hand reject this comprehension of leadership and long for a fellow practitioner...... to lead the organization. While asked they are unable to describe how, where and when they think a practitioner develops leadership skills necessary for leading fellows. In the following we will start analysing the case in order to comprehend and discuss both the professional leaders and the practitioners...

  2. Shared leadership

    DEFF Research Database (Denmark)

    Ulhøi, John Parm; Müller, Sabine

    2012-01-01

    The aim of this paper is twofold. First, this paper comprehensively will review the conceptual and empirical literature to identify such critical underlying mechanisms which enable shared or collective leadership. Second, this article identifies the antecedents and outcomes of shared leadership...... according to the literature review to develop a re-conceptualised and synthesized framework for managing the organizational issues associated with shared leadership on various organizational levels. The paper rectifies this by identifying the critical factors and mechanisms which enable shared leadership...... and its antecedents and outcomes, and to develop a re-conceptualized and synthesized framework of shared leadership. The paper closes with a brief discussion of avenues for future research and implications for managers....

  3. Leadership and Safety Culture: Leadership for Safety

    International Nuclear Information System (INIS)

    Fischer, E.

    2016-01-01

    Following the challenge to operate Nuclear Power Plants towards operational excellence, a highly skilled and motivated organization is needed. Therefore, leadership is a valuable success factor. On the other hand a well-engineered safety orientated design of NPP’s is necessary. Once built, an NPP constantly requires maintenance, ageing management and lifetime modifications. E.ON tries to keep the nuclear units as close as possible to the state of the art of science and technology. Not at least a requirement followed by our German regulation. As a consequence of this we are continuously challenged to improve our units and the working processes using national and international operational experiences too. A lot of modifications are driven by our self and by regulators. That why these institutions — authorities and independent examiners—contribute significantly to the safety success. Not that it is easy all the day. The relationship between the regulatory body, examiners and the utilities should be challenging but also cooperative and trustful within a permanent dialog. To reach the common goal of highest standards regarding nuclear safety all parties have to secure a living safety culture. Without this attitude there is a higher risk that safety relevant aspects may stay undetected and room for improvement is not used. Nuclear operators should always be sensitized and follow each single deviation. Leaders in an NPP-organization are challenged to create a safety-, working-, and performance culture based on clear common values and behaviours, repeated and lived along all of our days to create a least a strong identity in the staffs mind to the value of safety, common culture and overall performance. (author)

  4. Emergence of Leadership in Communication.

    Science.gov (United States)

    Allahverdyan, Armen E; Galstyan, Aram

    2016-01-01

    We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well-e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents-in particular, on their inertia against state changes.

  5. Emergence of Leadership in Communication

    Science.gov (United States)

    Allahverdyan, Armen E.; Galstyan, Aram

    2016-01-01

    We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well—e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents—in particular, on their inertia against state changes. PMID:27532484

  6. Flutter-by Interactive Butterfly Using interactivity to excite and educate children about butterflies and the National Museum of Play at The Strong's Dancing Wings Butterfly Garden

    Science.gov (United States)

    Powers, Lydia

    The National Museum of Play at The Strong's Dancing Wings Butterfly Garden is a tropical rainforest that allows visitors to step into the world of butterflies, but lacks a more comprehensive educational element to teach visitors additional information about butterflies. Flutter-by Interactive Butterfly is a thesis project designed to enhance younger visitors' experience of the Dancing Wings Butterfly Garden with an interactive educational application that aligns with The Strong's mission of encouraging learning, creativity, and discovery. This was accomplished through a series of fun and educational games and animations, designed for use as a kiosk outside the garden and as a part of The Strong's website. Content, planning, and organization of this project has been completed through research and observation of the garden in the following areas: its visitors, butterflies, best usability practices for children, and game elements that educate and engage children. Flutter-by Interactive Butterfly teaches users about the butterfly's life cycle, anatomy, and characteristics as well as their life in the Dancing Wings Butterfly Garden. Through the use of the design programs Adobe Illustrator, Flash, and After Effects; the programming language ActionScript3.0; a child-friendly user interface and design; audio elements and user takeaways, Flutter-by Interactive Butterfly appeals to children of all ages, interests, and learning styles. The project can be viewed at lydiapowers.com/Thesis/FlutterByButterfly.html

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

    Science.gov (United States)

    Bakker-Pieper, Angelique; Oostenveld, Wyneke

    2009-01-01

    Purpose The purpose of this study was to investigate the relations between leaders’ communication styles and charismatic leadership, human-oriented leadership (leader’s consideration), task-oriented leadership (leader’s initiating structure), and leadership outcomes. Methodology A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. Findings In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate’s team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader’s preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. Implications This study offers potentially invaluable input for leadership training programs by showing the importance of leader’s supportiveness, assuredness, and preciseness when communicating with subordinates. Originality/value Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership. PMID:20700375

  8. Strategic Leadership

    Directory of Open Access Journals (Sweden)

    Mohammad Jaradat

    2017-01-01

    Full Text Available Leadership as a concept has been very useful in the last decades, but when it comes to definingand especially to applying strategic leadership theories into the day-to-day life of organizations,things become much more complicated. It is imperative that managers select their basic theoreticalneed in order to assess one organizations leadership. The following article aims to prove that it isnecessary to choose more than one theoretical instrument before applying them into a specificplan, which combines more than one theoretical approach for evaluating and improving strategicleadership into an organization.

  9. School Leadership Practice and Preparation: Comparative Perspectives on Organizational Learning (OL), Instructional Leadership (IL) and Culturally Responsive Practices (CRP)

    Science.gov (United States)

    Ylimaki, Rose; Jacobson, Stephen

    2013-01-01

    Purpose: The aim of this paper is to utilize successful leadership practices drawn from seven nations to improve leadership preparation. Design/methodology/approach: This study used a case study approach to gain a contextualized understanding of successful leadership across seven nations. Data sources primarily featured interviews with principals,…

  10. Strong Korea

    International Nuclear Information System (INIS)

    2003-04-01

    This book introduces isolated natural sciences and engineering by showing Seoul national university, KAIST, Pohang university of science and technology. It covers revivals of institutes, the key of national competitiveness including Daeduck research complex, ETRI, KIST, and institutes of private companies. It continues the world where sciences and engineering is treated well and explains nurturing of professional engineers, CEO, CTO, nation's brains in political circle. It wraps up investment for success, more advanced science education, giving benefits to students in engineering and making star scientists.

  11. LEADERSHIP PERCEPTIONS

    Directory of Open Access Journals (Sweden)

    José Bernardo Sánchez-Reyes

    2015-07-01

    Full Text Available This article shows the results of an investigative research, conducted onto Instituciones Formadoras de Docentes (Educators Institutions about the leadership that is developed by its principals. The main objective is to describe the idea of leadership that applies among these institutions. This research was conducted qualitative, following the phenomenological method, using as technique the personal interview, and as an instrument an interview guide. The information was systematized by categories, and with a triangulation validation. We have found that the principals consider a distributed, participative and academic leadership as the ideal, however, they manifest that the working environment is not always the best to do this, and a more directive leadership is followed, that can be categorized as autocratic, democratic or laisser-faire.

  12. Leadership, Management, and Organization for National Security Space: Report to Congress of the Independent Assessment Panel on the Organization and Management of National Security Space

    National Research Council Canada - National Science Library

    Young, A. T; Anderson, Edward; Bien, Lyle; Fogleman, Ronald R; Hall, Keith; Lyles, Lester; Mark, Hans

    2008-01-01

    The Independent Assessment Panel (IAP) was chartered to review and assess the DoD management and organization of National Security in Space and make appropriate recommendations to strengthen the U.S. position...

  13. Unconventional Leadership

    OpenAIRE

    Paul Marinescu; Sorin-George Toma

    2015-01-01

    From the perspective of leadership change symbolizes the existence of the organization.Most assuredly, this is not a matter of change at all costs, but rather of increasing organizational performance and training people. As leadership is a creative activity, in this paper, we aim to show that the unconventional is closely connected to creativity. From the perspective of interpersonal relationships the leader has to continually create contexts in which people can express themselves. On the one...

  14. Leadership Curriculum and Materials Used by High School Agricultural Science Teachers: A National Study of the Pre-"LifeKnowledge" Days

    Science.gov (United States)

    Morgan, A. Christian; Fuhrman, Nicholas E.; King, Diana L.; Flanders, Frank B.; Rudd, Rick D.

    2013-01-01

    Agricultural science programs have provided many opportunities for leadership education through classroom, supervised agricultural experience (SAE), and FFA Organization activities. Past studies have focused on leadership developed through activities such as career development events (CDE), SAE activities, FFA Organization conventions, and other…

  15. Diversity and leadership in a changing world.

    Science.gov (United States)

    Eagly, Alice H; Chin, Jean Lau

    2010-04-01

    Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. This omission has weakened the ability of research and theory to address some of the most provocative aspects of contemporary leadership, including (a) the limited access of individuals from diverse identity groups to leadership roles; (b) the shaping of leaders' behavior by their dual identities as leaders and members of gender, racial, ethnic, or other identity groups; and (c) the potential of individuals from groups formerly excluded from leadership roles to provide excellent leadership because of their differences from traditional leaders. In addressing such issues, we argue that the joining of the two bodies of theory and research--one pertaining to leadership and the other to diversity--enriches both domains of knowledge and provides guidelines for optimizing leadership in contemporary organizations and nations. (PsycINFO Database Record (c) 2010 APA, all rights reserved).

  16. A meta-analysis of shared leadership and team effectiveness.

    Science.gov (United States)

    Wang, Danni; Waldman, David A; Zhang, Zhen

    2014-03-01

    A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.

  17. Confidence in leadership among the newly qualified.

    Science.gov (United States)

    Bayliss-Pratt, Lisa; Morley, Mary; Bagley, Liz; Alderson, Steven

    2013-10-23

    The Francis report highlighted the importance of strong leadership from health professionals but it is unclear how prepared those who are newly qualified feel to take on a leadership role. We aimed to assess the confidence of newly qualified health professionals working in the West Midlands in the different competencies of the NHS Leadership Framework. Most respondents felt confident in their abilities to demonstrate personal qualities and work with others, but less so at managing or improving services or setting direction.

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

    Science.gov (United States)

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

    2017-01-01

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

  19. 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

  20. Climate Leadership Award for Organizational Leadership

    Science.gov (United States)

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

  1. The embodiment of authentic leadership.

    Science.gov (United States)

    Waite, Roberta; McKinney, Nicole; Smith-Glasgow, Mary Ellen; Meloy, Faye A

    2014-01-01

    Development of student leadership capacity and efficacy is critical to the nursing profession, and vital to this process is a strong foundation in critical thinking that includes a depth of understanding of self (i.e., authentic leadership development). This article will (a) present a theoretical overview of authentic leadership as compared with other popular leadership theories, (b) provide an overview of development/implementation of an authentic leadership course, the first in a series of six one-credit courses as an integral component of the Macy Undergraduate Leadership Fellows Program for upper-level nursing students, and (c) discuss related implications for nursing education. Findings from an investigator-developed quantitative pre-post survey and qualitative evaluation questions are provided. Student feedback regarding the comprehensive nature of the course was extremely positive and affirmed the value of introspection associated with authentic leadership in ongoing personal and professional development. Critical pedagogy and action-oriented learning strategies also proved beneficial to student engagement. Copyright © 2014 Elsevier Inc. All rights reserved.

  2. Leadership values in academic medicine.

    Science.gov (United States)

    Souba, Wiley W; Day, David V

    2006-01-01

    To gain a deeper understanding of the guiding core values that deans of academic medical centers (AMCs) considered most essential for their leadership and the major leadership challenges that confront them. In 2003-04, semistructured interviews of 18 deans at U.S. colleges of medicine or AMCs were organized around four dimensions: background, leadership challenges, organizational effectiveness, and systems enablers/restrainers for leadership. A values Q-sort was used to determine how widely core values were shared among deans and how the complex challenges they faced did or did not align with these values. Fourteen of the 18 (78%) deans identified financial difficulties as their most pressing leadership challenge, followed by weak institutional alignment (61%), staffing problems (33%), and poor morale (28%). Open, candid communication was reported as the most effective means of addressing these complex problems. Enacting espoused shared values and having a positive attitude were identified as the most important enablers of systemic leadership, whereas micromanagement and difficult people were the major restraints. Q-sort results on 38 positive leadership values indicated that participants considered integrity most essential. Integrity was positively correlated with humanistic values and negatively correlated with results. Vision, another highly espoused value, correlated strongly with performance-oriented values but correlated negatively with humanistic values. A dynamic tension exists in AMCs between humanistic values and performance-based core values. The ability to manage that tension (i.e., when to prioritize one set of values over the other) is inherent in a dean's work.

  3. <strong>Mini-project>

    DEFF Research Database (Denmark)

    Katajainen, Jyrki

    2008-01-01

    In this project the goal is to develop the safe * family of containers for the CPH STL. The containers to be developed should be safer and more reliable than any of the existing implementations. A special focus should be put on strong exception safety since none of the existing prototypes available...

  4. Transformational leadership behaviors in allied health professions.

    Science.gov (United States)

    Wylie, David A; Gallagher, Helen L

    2009-01-01

    The aim of this study was to explore self-reported transformational leadership behavior profiles within the six largest allied health profession groups in the National Health Service in Scotland and to determine whether factors such as seniority of grade, locus of employment, and/or leadership training have a positive influence on transformational leadership behaviors. A postal survey comprising the shorter version of the Multifactorial Leadership Questionnaire (MLQ) and contextual demographic information was completed by 753 allied health professionals from four Health Board areas across Scotland who were randomly selected through a modified cluster sampling technique. The MLQ contains 36 items that measure nine identified leadership factors; however, only the responses to the five transformational leadership factors are reported here. The study identified significant differences in transformational leadership behaviors between individual allied health professions. Radiographers and podiatrists scored consistently lower than the other professional groups across the range of transformational behaviors. Seniority of grade significantly influenced the scores, with higher-graded staff reporting greater leadership behaviors (p leadership training also positively influenced transformational behaviors (p transformational leadership behaviors between individual allied health professions, indicating that some professional groups are inherently advantaged in embracing the modernization agenda. This highlights an as-yet missed opportunity for effectively targeting and evaluating multidisciplinary leadership training programs across the allied health professions.

  5. Leadership Stability in Army Reserve Component Units

    Science.gov (United States)

    2013-01-01

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

  6. IMPROVING TRUST THROUGH ETHICAL LEADERSHIP: MOVING BEYOND THE SOCIAL LEARNING THEORY TO A HISTORICAL LEARNING APPROACH

    Directory of Open Access Journals (Sweden)

    Omoregie Charles Osifo

    2016-12-01

    Full Text Available The complex nature of trust and its evolving relative concepts require a more idealistic and simpler review. Ethical leadership is related to trust, honesty, transparency, compassion, empathy, results-orientedness, and many other behavioral attributes. Ethical leadership and good leadership are the same, because they represent practicing what one preaches or showing a way to the accomplishment of set goals. The outcomes and findings of many research papers on trust and ethical leadership report positive correlations between ethical leadership and trust. Improving trust from different rational standpoints requires moving and looking beyond the popular theoretical framework through which most results are derived in order to create a new thinking perspective. Social learning theory strongly emphasizes modelling while the new historical learning approach, proposed by the author, is defined as an approach that creates unique historical awareness among individuals, groups, institutions, societies, and nations to use previous experience(s or occurrence(s as a guide in developing positive opinion(s and framework(s in order to tackle the problems and issues of today and tomorrow. Social learning theory is seen as limited from the perspectives of balancing the equation between leadership and trust, the non-compatibility of the values of different generations at work, and other approaches and methods that support the historical approach. This paper is argumentative, adopts a writer´s perspective, and employs a logical analysis of the literature. The main contention is that a historical learning approach can inform an independent-learning to improve trust and its relatives (e.g. motivation and performance, because independent learning can positively shape the value of integrity, which is an integral part of ethical leadership. Historical learning can positively shape leadership in every perspective, because good leadership can develop based on history and

  7. Leadership identities

    DEFF Research Database (Denmark)

    Holmgreen, Lise-Lotte

    2018-01-01

    Questioning the assumption that identities can be controlled through a shared organisational culture, the article explores the inculcation of a discourse of diversity into leadership identities in a Danish bank and building society. Thus, it intends to demonstrate that, on the one hand, discourse...... plays a significant role in identity construction and, on the other, that leaders’ constructions may have many sources of inspiration within and outside the organisation, emphasising that identity construction is a complex process in which organisational efforts to promote a common leadership identity...... to construct their leadership identities. While the respondents present comparable identities to the interviewer, the analysis reveals that the they draw on different discourses and employ a number of different discursive means to present this identity. This, the article argues, may be the result of a number...

  8. Strong interactions

    International Nuclear Information System (INIS)

    Froissart, Marcel

    1976-01-01

    Strong interactions are introduced by their more obvious aspect: nuclear forces. In hadron family, the nucleon octet, OMEGA - decuplet, and quark triply are successively considered. Pion wave having been put at the origin of nuclear forces, low energy phenomena are described, the force being explained as an exchange of structure corresponding to a Regge trajectory in a variable rotating state instead of the exchange of a well defined particle. At high energies the concepts of pomeron, parton and stratons are introduced, pionization and fragmentation are briefly differentiated [fr

  9. Taking the Reins: Preservice Teachers Practicing Leadership

    Science.gov (United States)

    Dunlap, Karen; Hansen-Thomas, Holly

    2011-01-01

    What makes the difference between a good teacher and a great one? Knowing one's content is important, but having strong leadership skills can tip the scales from mediocrity to excellence. The best time to begin practicing being a teacher leader is during the preservice years. By practicing leadership skills, one can begin to view oneself not only…

  10. Creative practicum leadership experiences in rural settings.

    Science.gov (United States)

    Schoenfelder, Deborah Perry; Valde, Jill Gaffney

    2009-01-01

    Rural healthcare systems provide rich learning environments for nursing students, where strong nursing leaders manage care for people with diverse health problems across the lifespan. The authors describe the development, implementation, and evaluation of rural clinical leadership practicum, a prelicensure course that specifically focuses on the application of leadership concepts in small rural healthcare systems.

  11. [Leadership in the hospital].

    Science.gov (United States)

    Schrappe, Matthias

    2009-01-01

    Current concepts in leadership and governance on the level of supervisory board, management and departments are often considered as insufficient to cope with the profound structural change which actually takes place in the German health care system. While vertical and horizontal disconnecting is typical of the professional bureaucracy of hospitals, transition from functional to divisional structure further increases this risk. Accordingly, medical experts are oriented towards their professional peers and patient care on the one side; on the other side the management gets isolated and looses operative and strategic control. Several studies provide evidence for the relevance of role models to serve as agents of change, which are now developed into the concept of "Clinical Governance": evidence-based medicine, guidelines, continuous quality improvement, safety culture, resource accountability and organisational learning. The present situation makes it necessary to extend this conception, which focuses on the departmental level in an organisation with divisional features, to one of "Clinical Corporate Governance". This term, which also includes supervisory structures and the management board and is relevant for the total hospital and company, respectively, is based on the corporate governance concept. Inside the hospital, the management and the heads of the departments have to agree that (1) experts really need to be integrated into the decision process, and that (2) the outcomes of the entire hospital have to be regarded as equal or superior to the aims of a single department. The public image of the hospital should be one of a strong and reliable partner in health care and health care business on a local, regional and national level. Members of the supervisory board should clearly put corporate aspects above political and other implications and pay attention to personal independence from the leaders of the medical departments.

  12. Athlete preference of coach's leadership style | Surujlal | African ...

    African Journals Online (AJOL)

    This may require the coach to display flexibility in adapting his/her leadership style to suit specific leadership situations so that all stakeholders (i.e. coach, athletes and management) are satisfied. Coaches wield strong influence over their athletes, therefore their leadership skills forms a vital element of their coaching.

  13. Deep-level diversity and leadership.

    Science.gov (United States)

    Klein, Kristen M; Wang, Mo

    2010-12-01

    In the special issue on Diversity and Leadership (April 2010), the authors made a strong case for the importance of diversity in workplace leadership, rejected premature declarations that workplace discrimination is obsolete, and called for leadership theories that acknowledge and promote the value of diversity. We appreciate all authors' stressing that the glass ceiling still exists, not only for women but for other historically low-power groups as well. We also agree that modern theories of leadership can benefit immensely from increased participation by scholars and practitioners who are not Western, White, upper-class men (Chin, 2010). PsycINFO Database Record (c) 2010 APA, all rights reserved.

  14. An investigation on leadership styles in different cultures

    Directory of Open Access Journals (Sweden)

    Mostafa Emami

    2013-05-01

    Full Text Available During the past few years, there have been tremendous efforts on leadership style and various aspects of different leadership style. Some firms can achieve effective business performance by developing strong organizational culture and effective leadership while many studies indicate that firms can achieve effective business performance by developing strong organizational culture and effective leadership. This paper reviews recent advances on leadership style and various aspects of organizational cultures completed during the past few years. The paper concentrates on recently published articles appeared in the world.

  15. Leadership and Organizational Culture

    Institute of Scientific and Technical Information of China (English)

    宋丽娜

    2015-01-01

    This essay attempts to explore the relationship between leaders, organizational culture, and national culture. Leaders cre⁃ate“climate of the organization”with six mechanisms. Furthermore, leaders style of management is considerably influenced by their national culture based on Hofstede’s organizational culture theory. Varieties of examples and cases are analyzed to illustrate that leadership beliefs and practices have direct relationship with organizational culture and shape their individualistic communica⁃tion styles and goals that influence to a significant degree in establishing shared values, beliefs and practices among employees within an organization.

  16. Leadership landscapes

    NARCIS (Netherlands)

    Cummings, T.; Keen, J.

    2008-01-01

    Most of the books on leadership written over the last 50 years have focused on how to lead where tasks are mainly internal to the organization, and relationships between companies are straightforward market or buy-sell transactions. Things have now changed dramatically. This book looks at the

  17. Leadership Models.

    Science.gov (United States)

    Freeman, Thomas J.

    This paper discusses six different models of organizational structure and leadership, including the scalar chain or pyramid model, the continuum model, the grid model, the linking pin model, the contingency model, and the circle or democratic model. Each model is examined in a separate section that describes the model and its development, lists…

  18. Passionate Leadership

    Science.gov (United States)

    Davies, Brent; Brighouse, Tim

    2010-01-01

    Passionate leadership is about energy, commitment, a belief that every child can learn and will learn, a concern with social justice and the optimism that people can make a difference. The authors argue that passion survives and prospers and is a moral driving force in ensuring children becoming all they can become. That brings them to the other…

  19. Leadership Skills.

    Science.gov (United States)

    Hutchison, Cathleen; And Others

    1988-01-01

    Lists skills identified by the Leadership Development Task Force as being critical skills for a leader. Discussion focuses on information managing skills, including problem solving, decision making, setting goals and objectives; project management; and people managing skills, including interpersonal communications, conflict management, motivation,…

  20. Teaching Leadership

    Science.gov (United States)

    Leshnower, Susan

    2008-01-01

    When thinking of leaders, people usually think of those in positions of power, such as political leaders, religious leaders, or student leaders. Yet, leaders can be found in all spheres of life, and leadership behaviors can be learned particularly in a small-group format (Hellriegel, Jackson, & Slocum, 2005). This article presents ideas and…

  1. Leadership Development

    Science.gov (United States)

    Mallon, Melissa

    2017-01-01

    This issue's column focuses on online tools and resources available for leadership development of academic, public services staff. The resources are not targeted solely to professional librarians, but rather to all levels of library staff engaged with the public. In addition to inspirational and coaching videos, reviewers recommend resource guides…

  2. Leadership practices

    African Journals Online (AJOL)

    Administrator

    5. Top executives identify 'effective leadership' as the single most determinant of organizational success. (Greenberg 2005). Great leaders throughout history have been known to inspire society's goals. Effective leaders do .... are asked to rate their level of satisfaction or the effectiveness of the leader. Subordinates may be ...

  3. Effectiveness of the AAOS Leadership Fellows Program for Orthopaedic Surgeons.

    Science.gov (United States)

    Day, Charles S; Tabrizi, Shervin; Kramer, Jeffrey; Yule, Arthur C; Ahn, Brian S

    2010-11-17

    Effective physician leadership is critical to the future success of healthcare organizations. The American Academy of Orthopaedic Surgeons (AAOS) Leadership Fellows Program is a one-year program designed to train young orthopaedic surgeons to become future leaders in orthopaedics. The purpose of this study was to evaluate the impact of the AAOS Leadership Fellows Program on the leadership skills and achievements of its participants. Graduates of the Leadership Fellows Program were compared with a control group of previous applicants who were not accepted to the program (applicants) in a retrospective cohort comparison study. A subjective survey of leadership skills was used to assess the confidence of the two cohorts in eight areas of leadership. In addition, an updated curriculum vitae from each of sixty leadership fellows from the classes of 2003 through 2009 and from each of forty-seven applicants was retrospectively reviewed for evidence of leadership. The updated curriculum vitae of the leadership fellows was evaluated for leadership activity attained prior to and following participation in the program, while the updated curriculum vitae of applicants was evaluated for leadership activity attained prior to and following the last year of application to the program. Curricula vitae were assessed for demonstration of national leadership, academic rank, hospital administrative rank, and research experience. On the leadership survey, the graduates of the Leadership Fellows Program scored higher than the applicants in seven of eight categories. The review of the curricula vitae demonstrated that, prior to the Leadership Fellows Program, the leadership fellows were more likely than the applicants to have an academic practice and hold an academic rank. The difference between the two cohorts in administrative rank and leadership of national committees was not significant. Following the program, the leadership fellows were more likely to chair national committees (p

  4. Leadership training, leadership strategies and organizational performance

    DEFF Research Database (Denmark)

    Ladegaard, Louise; Andersen, Lotte Bøgh; Bøllingtoft, Anne

    Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We...... use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering...... this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop...

  5. Orthopaedic Surgery Under National Health Reform: An Analysis of Power, Process, Adaptation, and Leadership: AOA Critical Issues.

    Science.gov (United States)

    Callahan, Charles D; Adair, Daniel; Bozic, Kevin J; Manning, Blaine T; Saleh, Jamal K; Saleh, Khaled J

    2014-07-02

    Morrison argued that demography, economy, and technology drive the evolution of industries from a formative first-generation state ("First Curve") to a radically different way of doing things ("Second Curve") that is marked by new skills, strategies, and partners. The current health-reform movement in the United States reflects these three key evolutionary trends: surging medical needs of an aging population, dramatic expansion of Medicare spending, and care delivery systems optimized through powerful information technology. Successful transition from a formative first-generation state (First Curve) to a radically different way of doing things (Second Curve) will require new skills, strategies, and partners. In a new world that is value-driven, community-centric (versus hospital-centric), and prevention-focused, orthopaedic surgeons and health-care administrators must form new alliances to reduce the cost of care and improve durable outcomes for musculoskeletal problems. The greatest barrier to success in the Second Curve stems not from lack of empirical support for integrated models of care, but rather from resistance by those who would execute them. Porter's five forces of competitive strategy and the behavioral analysis of change provide insights into the predictable forms of resistance that undermine clinical and economic success in the new environment of care. This paper analyzes the components that will differentiate orthopaedic care provision for the Second Curve. It also provides recommendations for future-focused orthopaedic surgery and health-care administrative leaders to consider as they design newly adaptive, mutually reinforcing, and economically viable musculoskeletal care processes that drive the level of orthopaedic care that our nation deserves-at a cost that it can afford. Copyright © 2014 by The Journal of Bone and Joint Surgery, Incorporated.

  6. 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

  7. 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

  8. Change Leadership in Universities: The Confucian Dimension

    Science.gov (United States)

    Tjeldvoll, Arild

    2011-01-01

    The intensified competition of the global, market-based knowledge economy requires change leadership in universities and colleges throughout the world. National policy makers increasingly see knowledge as a core resource of modern economies and a prerequisite for global competitiveness. By implication, the quality of university leadership becomes…

  9. Climatic ecology of charismatic leadership ideals

    NARCIS (Netherlands)

    van de Vliert, Evert

    2006-01-01

    On the basis of the ecological leadership theory (van de Vliert & Smith, 2004), the perceived effectiveness of charismatic leadership in a country's organizations is conceptualized as an adaptation to two interacting characteristics of the environment-cold, temperate, or hot climate, and national

  10. Social Entrepreneurs and Educational Leadership in Bangladesh

    Science.gov (United States)

    Sperandio, Jill

    2005-01-01

    Social entrepreneurship, with its focus on innovative leadership, mirrors current interest in leadership for change in the field of education. In countries where national governments lack the resources to meet the educational needs of their populations, social entrepreneurs can develop innovative ways of providing access to education, and…

  11. Educational preparation to strengthen nursing leadership.

    Science.gov (United States)

    Scott, Elaine S

    2011-01-01

    Two of the 8 recommendations in the Institute of Medicine of the National Academies report on the future of nursing call for increased leadership by nurses. While nurses alone cannot transform health care, they do need a stronger voice in health care systems, and they need better educational preparation as members of the health care leadership team.

  12. Successful Innovations in Educational Leadership Preparation

    Science.gov (United States)

    Gordon, Stephen P.; Oliver, John; Solis, Rachel

    2016-01-01

    The purpose of this study was to identify and describe successful innovations in educational leadership preparation programs. Professors of educational leadership from across the nation nominated innovations of 12 programs. Based on review of descriptions of the innovations provided by nominees, further documentation on the innovations was…

  13. Authentic Leadership in an Era of Change

    Science.gov (United States)

    Orem, Donna

    2016-01-01

    Donna Orem, interim president of the National Association of Independent Schools (NAIS), recalls two leaders in her early career who shaped her own approach to leadership and guided her through tough times. Here she shares some reflections on authentic leadership and focuses on the following four traits: (1) Being self aware and genuine; (2) Being…

  14. Developing leadership interventions for black and minority ethnic staff: A case study of the National Health Service (NHS) in the U.K.

    Science.gov (United States)

    Kalra, V S; Abel, P; Esmail, A

    2009-01-01

    The National Health Service (NHS) is the largest employer in the U.K. but, despite decades of equal opportunities legislation, its senior management workforce does not reflect the diversity of either the wider NHS workforce or the U.K. population. The aim of the paper is to consider the range of management interventions available to organisations like the NHS to deliver change in the area of promotion of Black and minority ethnic staff. Intervention programmes in a range of public and private organisations are reviewed and the nature of barriers to promotion and the range of interventions to overcome these are explored. The paper uses the paradigm of institutional racism to examine the ways in which the NHS discriminates against certain sections of its workforce. The methods used include a literature review combined with key stakeholder interviews. A comparative dimension which involved a review of research on leadership initiatives in the U.S.A. was also undertaken. The literature review found that there were a range of initiatives which could be implemented by public organisations such as the NHS to increase the presence of Black and Minority Ethnic (BME) staff in senior management positions. Most of these interventions were largely focused on the individual. Much more progress on institutional or organisational change needed to be made before the NHS could be perceived as a model employer in this area. The literature review also indicated that there is little published research on such initiatives within other European Union countries. The paper is targeted at both policy makers and human resource officers responsible for equality and diversity issues within large organisations, who have a remit to improve the career pathways of staff. The analysis provided offers a set of critical tools and interventions that have not hitherto been well examined in the U.K. context.

  15. The National Institute of Health Research (NIHR Collaboration for Leadership in Applied Health Research and Care (CLAHRC for Leicestershire, Northamptonshire and Rutland (LNR: a programme protocol

    Directory of Open Access Journals (Sweden)

    Brunskill Nigel

    2009-11-01

    Full Text Available Abstract Background In October 2008, the National Institute for Health Research launched nine new research projects to develop and investigate methods of translating research evidence into practice. Given the title Collaborations for Leadership in Applied Health Research and Care (CLAHRC, all involve collaboration between one or more universities and the local health service, but they are adopting different approaches to achieve translation. Methods The translation and implementation programme of this CLAHRC has been built around a pragmatic framework for undertaking research to address live concerns in the delivery of care, in partnership with the managers, practitioners, and patients of the provider organisations of the CLAHRC. Focused on long-term conditions, the constituent research themes are prevention, early detection, self-management, rehabilitation, and implementation. Individual studies have various designs, and include both randomised trials of new ways to deliver care and qualitative studies of, for example, means of identifying barriers to research translation. A mix of methods will be used to evaluate the CLAHRC as a whole, including use of public health indicators, social research methods, and health economics. Discussion This paper describes one of the nine collaborations, that of Leicestershire, Northamptonshire, and Rutland. Drawing a distinction between translation as an organising principle for healthcare providers and implementation as a discrete activity, this collaboration is built on a substantial programme of applied research intended to create both research generation and research use capacity in provider organisations. The collaboration in Leicestershire, Northamptonshire, and Rutland has potential to provide evidence on how partnerships between practitioners, patients, and researchers can improve the transfer of evidence into practice.

  16. Effects of Leadership Styles in Technical and Vocational Students, UTHM

    Science.gov (United States)

    Razak, Nur Afifah Binti Abdul; Hamidon, Nur Izeanty Binti

    2015-01-01

    Effective leadership helps our nation through times become a developed country. This study was undertaken to investigate the effects of leadership style among students in Technical and Vocational at University Tun Hussein Onn Malaysia. Descriptive study carried out to evaluate student leadership. The study sample consisted of 319 Technical and…

  17. Circles of Learning: Applying Socratic Pedagogy to Learn Modern Leadership

    Science.gov (United States)

    Friesen, Katherine L.; Stephens, Clinton M.

    2016-01-01

    In response to the National Leadership Education Agenda, this application brief furthers priority one, addressing the teaching, learning, and curriculum development of leadership education. The ability of students to demonstrate leadership outcome mastery in areas of communication, self-awareness, interpersonal interactions, and civic…

  18. Developing a Shared Leadership Vision in a College Setting

    Science.gov (United States)

    Fierke, Kerry K.

    2014-01-01

    The University of Minnesota College of Pharmacy is nationally recognized for its leadership curriculum. Despite the College's success in developing student leaders, an overall guiding leadership philosophy within the College has not been specifically articulated. To begin the process of developing a shared leadership vision, a democratic,…

  19. Site classification for National Strong Motion Observation Network System (NSMONS) stations in China using an empirical H/V spectral ratio method

    Science.gov (United States)

    Ji, Kun; Ren, Yefei; Wen, Ruizhi

    2017-10-01

    Reliable site classification of the stations of the China National Strong Motion Observation Network System (NSMONS) has not yet been assigned because of lacking borehole data. This study used an empirical horizontal-to-vertical (H/V) spectral ratio (hereafter, HVSR) site classification method to overcome this problem. First, according to their borehole data, stations selected from KiK-net in Japan were individually assigned a site class (CL-I, CL-II, or CL-III), which is defined in the Chinese seismic code. Then, the mean HVSR curve for each site class was computed using strong motion recordings captured during the period 1996-2012. These curves were compared with those proposed by Zhao et al. (2006a) for four types of site classes (SC-I, SC-II, SC-III, and SC-IV) defined in the Japanese seismic code (JRA, 1980). It was found that an approximate range of the predominant period Tg could be identified by the predominant peak of the HVSR curve for the CL-I and SC-I sites, CL-II and SC-II sites, and CL-III and SC-III + SC-IV sites. Second, an empirical site classification method was proposed based on comprehensive consideration of peak period, amplitude, and shape of the HVSR curve. The selected stations from KiK-net were classified using the proposed method. The results showed that the success rates of the proposed method in identifying CL-I, CL-II, and CL-III sites were 63%, 64%, and 58% respectively. Finally, the HVSRs of 178 NSMONS stations were computed based on recordings from 2007 to 2015 and the sites classified using the proposed method. The mean HVSR curves were re-calculated for three site classes and compared with those from KiK-net data. It was found that both the peak period and the amplitude were similar for the mean HVSR curves derived from NSMONS classification results and KiK-net borehole data, implying the effectiveness of the proposed method in identifying different site classes. The classification results have good agreement with site classes

  20. ORIGINAL ARTICLE Perceived Relationship Between Leadership ...

    African Journals Online (AJOL)

    This shows that leadership is a critical factor to develop ... Almutairi. (2013) also confirmed that there is a strong .... critical thinking, and creativity ... and take corrective action when mistakes occur. .... deal of attention to the relationship between.

  1. Beloved Women: Nurturing the Sacred Fire of Leadership from an American Indian Perspective

    Science.gov (United States)

    Portman, Tarrell Awe Agahe; Garrett, Michael Tlanusta

    2005-01-01

    American Indian women have been consistently involved in leadership throughout indigenous history. Their leadership provides a strong, nurturing influence passed down from generation to generation. In the U.S. society, this type of leadership style is recognized among contemporary authors of leadership manuals as relational and is attributed to…

  2. Leadership Responsibilities of Professionals

    Science.gov (United States)

    Mitstifer, Dorothy I.

    2014-01-01

    This paper introduces a leadership development model that raises the question "Leadership for what?" Leadership is about going somewhere-personally and in concert with others-in an organization. Although leadership, especially position (elected or appointed) leadership, often is discussed in terms of leader qualities and skills, the…

  3. 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…

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

    Science.gov (United States)

    Forsyth, Craig; Mason, Barbara

    2017-05-01

    Despite the proposed benefits of applying shared and distributed leadership models in healthcare, few studies have explored the leadership beliefs of clinicians and ascertained whether differences exist between professions. The current article aims to address these gaps and, additionally, examine whether clinicians' leadership beliefs are associated with the strength of their professional and team identifications. An online survey was responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England. No differences emerged between professional groups in their leadership beliefs; all professions reported a high level of agreement with shared leadership. A positive association emerged between professional identification and shared leadership in that participants who expressed the strongest level of profession identification also reported the greatest agreement with shared leadership. The same association was demonstrated for team identification and shared leadership. The findings highlight the important link between group identification and leadership beliefs, suggesting that strategies that promote strong professional and team identifications in interprofessional teams are likely to be conducive to clinicians supporting principles of shared leadership. Future research is needed to strengthen this link and examine the leadership practices of healthcare workers.

  5. [Validation of the Polish version of The Authentic Leadership Questionnaire for the of evaluation purpose of nursing management staff in national hospital wards].

    Science.gov (United States)

    Sierpińska, Lidia

    2013-09-01

    The Authentic Leadership Questionnaire (ALQ) is a standardized research instrument for the evaluation of individual elements of leader's conduct which contribute to the authentic leadership. The application of this questionnaire in Polish conditions required to carry out the validation process. The aim of the study was to evaluate of validity and reliability of the Polish version of the American research instrument for the needs of evaluation of authenticity of leadership of the nursing management in Polish hospitals. The study covered 286 nurses (143 head nurses and 143 of their subordinates) employed in 45 hospitals in Poland. Theoretical validity of the instrument was evaluated using Fisher's transformation (r-Person correlation coefficient), while the criterion validity of the ALQ was evaluated using rho-Spearman correlation coefficient and the BOHIPSZO questionnaire. The reliability of the ALQ was assessed by means of the Cronbach-alpha coefficient. The ALQ questionnaire applied for the evaluation of authenticity of leadership of the nursing management in Polish hospital wards shows an acceptable theoretical and criterion validity and reliability (Cronbach-alpha coefficient 0.80). The Polish version of the ALQ is valid and reliable, and may be applied in studies concerning the evaluation of authenticity of leadership of the nursing management in Polish hospital wards.

  6. Leadership Pipeline

    DEFF Research Database (Denmark)

    Elmholdt, Claus Westergård

    2013-01-01

    I artiklen undersøges det empiriske grundlag for Leader- ship Pipeline. Først beskrives Leadership Pipeline modellen om le- delsesbaner og skilleveje i opadgående transitioner mellem orga- nisatoriske ledelsesniveauer (Freedman, 1998; Charan, Drotter and Noel, 2001). Dernæst sættes fokus på det...... forholdet mellem kontinuitet- og diskontinuitet i ledel- seskompetencer på tværs af organisatoriske niveauer præsenteres og diskuteres. Afslutningsvis diskuteres begrænsningerne i en kompetencebaseret tilgang til Leadership Pipeline, og det foreslås, at succesfuld ledelse i ligeså høj grad afhænger af...

  7. Conscious Leadership.

    Science.gov (United States)

    Ward, Suzanne F; Haase, Beth

    2016-11-01

    Health care leaders need to use leadership methodologies that support safe patient care, satisfy employees, and improve the bottom line. Conscious leaders help create desirable personal and professional life experiences for themselves using specific tools that include mindfulness, context, and the observer-self, and they strive to help their employees learn to use these tools as well. In perioperative nursing, conscious leaders create an environment in which nurses are supported in their aim to provide the highest level of patient care and in which transformations are encouraged to take place; this environment ultimately promotes safety, contributes to fulfilling and meaningful work, and enhances a facility's financial viability. This article discusses some of the key concepts behind conscious leadership, how perioperative leaders can reach and maintain expanded consciousness, and how they can best assist their staff members in their own evolution to a more mindful state. Copyright © 2016 AORN, Inc. Published by Elsevier Inc. All rights reserved.

  8. Ethical leadership.

    Science.gov (United States)

    Keselman, David

    2012-01-01

    In today's climate and environment, the conventional relationship between caring, economic, and administrative practices no longer serves the interest of patients, clinicians, or systems. A shift toward human caring values and an ethic of authentic healing relationships is required as systems now have to value human resources and life purposes, inner meaning, and processes for providers and patients alike. The costs of unethical behavior can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the author that the triangle of ethics and ethical behavior, followers, and patient's outcomes are closely interrelated and affect each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

  9. 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.

  10. Leadership Team | Wind | NREL

    Science.gov (United States)

    Leadership Team Leadership Team Learn more about the expertise and technical skills of the wind Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls

  11. Ineffective Leadership.

    Science.gov (United States)

    Itri, Jason N; Lawson, Leslie M

    2016-07-01

    Radiology leaders can have a profound impact on the success and working environment of a radiology department, promoting core values and inspiring staff members to achieve the organization's mission. On the other hand, ineffective leaders can have a devastating effect on a radiology department by impairing communication among members, undermining staff commitment to the organization's success, and stifling the development of other staff members and leaders in the organization. One of the most important investments a radiology department can make is in identifying, cultivating, and promoting new leaders. The authors describe 13 habits and characteristics of new leaders that lead these individuals to address situations in both ineffective and counterproductive ways, impeding the performance of a radiology department and its capacity to play a meaningful role in shaping the future of radiology. New leaders must continually learn and improve their leadership skills if they are to avoid the destructive habits of ineffective leaders and successfully overcome the challenges facing radiology today. Senior leaders may also benefit from understanding the pitfalls that make leaders ineffective and should strive to continually improve their leadership skills given the critical role of leadership in the success of radiology departments. Copyright © 2016 American College of Radiology. Published by Elsevier Inc. All rights reserved.

  12. Promoting the Leadership Development of Girls through Physical Education and Sport

    Science.gov (United States)

    Voelker, Dana K.

    2016-01-01

    Leadership is a powerful life skill that influences the future of our local, national and global communities. Despite the many positive and productive changes observed in the leadership opportunities for women and girls, they remain highly under-represented in positional leadership roles. The leadership development and empowerment of women and…

  13. Building the Leadership Capacity of Early Childhood Directors: An Evaluation of a Leadership Development Model

    Science.gov (United States)

    Talan, Teri N.; Bloom, Paula J.; Kelton, Robyn E.

    2014-01-01

    While there is consensus among policymakers and practitioners about the importance of strong leadership in early childhood education, there is scant research on effective models of leadership development for administrators of early childhood programs, particularly those working in the child care sector. This is cause for concern because the…

  14. The Unique Leadership Needs of Minority Student Populations: Crafting a Leadership Identity

    Science.gov (United States)

    Baughman, Kristen N.; Bruce, Jacklyn

    2011-01-01

    The purpose of this qualitative study was to determine how college-level minority student leaders make meaning of those leadership experiences. Semi-structured interviews were conducted with 12 students. Major findings noted a strong personal motivation to participate in student leadership positions. Further research on the impact of familial…

  15. 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…

  16. Oak Ridge Leadership Computing Facility (OLCF)

    Data.gov (United States)

    Federal Laboratory Consortium — The Oak Ridge Leadership Computing Facility (OLCF) was established at Oak Ridge National Laboratory in 2004 with the mission of standing up a supercomputer 100 times...

  17. Achieving Aeronautics Leadership: Aeronautics Strategic Enterprise Plan

    National Research Council Canada - National Science Library

    1995-01-01

    Today, more than ever, aggressive leadership is required to ensure that our national investments in aeronautical research, technology, and facilities are shaped into a coordinated, and high-impact, strategy...

  18. Dialogue on leadership development

    OpenAIRE

    Reddy, C Manohar; Srinivasan, Vasanthi

    2015-01-01

    Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive...

  19. The Brazil SimSmoke policy simulation model: the effect of strong tobacco control policies on smoking prevalence and smoking-attributable deaths in a middle income nation.

    Science.gov (United States)

    Levy, David; de Almeida, Liz Maria; Szklo, Andre

    2012-01-01

    Brazil has reduced its smoking rate by about 50% in the last 20 y. During that time period, strong tobacco control policies were implemented. This paper estimates the effect of these stricter policies on smoking prevalence and associated premature mortality, and the effect that additional policies may have. The model was developed using the SimSmoke tobacco control policy model. Using policy, population, and smoking data for Brazil, the model assesses the effect on premature deaths of cigarette taxes, smoke-free air laws, mass media campaigns, marketing restrictions, packaging requirements, cessation treatment programs, and youth access restrictions. We estimate the effect of past policies relative to a counterfactual of policies kept to 1989 levels, and the effect of stricter future policies. Male and female smoking prevalence in Brazil have fallen by about half since 1989, which represents a 46% (lower and upper bounds: 28%-66%) relative reduction compared to the 2010 prevalence under the counterfactual scenario of policies held to 1989 levels. Almost half of that 46% reduction is explained by price increases, 14% by smoke-free air laws, 14% by marketing restrictions, 8% by health warnings, 6% by mass media campaigns, and 10% by cessation treatment programs. As a result of the past policies, a total of almost 420,000 (260,000-715,000) deaths had been averted by 2010, increasing to almost 7 million (4.5 million-10.3 million) deaths projected by 2050. Comparing future implementation of a set of stricter policies to a scenario with 2010 policies held constant, smoking prevalence by 2050 could be reduced by another 39% (29%-54%), and 1.3 million (0.9 million-2.0 million) out of 9 million future premature deaths could be averted. Brazil provides one of the outstanding public health success stories in reducing deaths due to smoking, and serves as a model for other low and middle income nations. However, a set of stricter policies could further reduce smoking and save

  20. Dialogue on leadership development

    Directory of Open Access Journals (Sweden)

    C. Manohar Reddy

    2015-03-01

    Full Text Available Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive understanding vs. deeper internalization vs. transformation would impact the design; the need to synthesize Western and Indian approaches to leadership development; and the importance of designing coherent leadership development programmes which combine multiple methods and approaches.

  1. Leadership Effectiveness and Gender

    National Research Council Canada - National Science Library

    Gedney, Christine

    1999-01-01

    .... It specifically looks at the current definitions of leadership and looks at some historical background information relating to the more common theories that relate to leadership and effectiveness...

  2. Achieving Aeronautics Leadership: Aeronautics Strategic Enterprise Plan

    Science.gov (United States)

    1995-01-01

    Today, more than ever, aggressive leadership is required to ensure that our national investments in aeronautical research, technology, and facilities are shaped into a coordinated, and high-impact, strategy. Under the auspices of the National Science and Technology Council, and in conjunction with the domestic industry, universities, the Department of Defense, and the Federal Aviation Administration - our partners in aeronautics - we propose to provide that leadership, and this document is our plan.

  3. Leadership for development in a globalised environment

    Directory of Open Access Journals (Sweden)

    S. Vil-Nkomo

    2002-08-01

    Full Text Available The advancement of Africa and NEPAD depends entirely on the emergence of an African leadership for development. Issues of leadership and operational citizenship are examined and analysed. The article uses Othello to dramatize and analyse the challenges of African leadership. The scramble to save Africa from within and external is presented. The consequences of globalisation are examined. The article demonstrates that NEPAD is not a given for this continent, because certain conditions must be met which are succinctly outlined in the United Nations Millennium Declaration, the Monterrey consensus, and the United Nations Development Programme. The article raises questions of shifting goal posts.

  4. Climate Leadership Award for Supply Chain Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Supply Chain Leadership, which publicly recognizes organizations that are are at the leading edge of managing greenhouse gas emissions in their organizational supply chains.

  5. Discovering your authentic leadership.

    Science.gov (United States)

    George, Bill; Sims, Peter; McLean, Andrew N; Mayer, Diana

    2007-02-01

    The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

  6. Celebrating the Past--Creating Our Future. Wilderness Education Association National Conference on Outdoor Leadership Proceedings (Paul Smith, New York, January 23-25, 2003).

    Science.gov (United States)

    Brawdy, Paul, Ed.; Luo, Ping, Ed.

    This proceedings of the 2003 Wilderness Education Association (WEA) conference contains 10 papers and presentation summaries on outdoor leadership, wilderness programs, and related training. Following a brief history of WEA, the entries are: (1) "Adventure Education and Rock 'n Roll: Sustaining the Revolution in Post-Communist Romania" (Dawn M.…

  7. Annual National Vocational-Technical Teacher Education Seminar. Po2# Proceedings (2nd, Chicago, Oct. 21-24, 1968). Leadership 17.

    Science.gov (United States)

    Hensel, James W.; Bice, Garry R.

    This seminar was held to focus the attention of personnel in vocational education leadership positions on two major problems critical to further development and improvement of teacher education, with 215 participants from 43 states and the District of Columbia registering. Problem areas of teacher education for differentiated staffing and for…

  8. Towards a National Gang Strategy: A Meta-Policy Analysis of Leadership, Learning, and Organizational Change within the Law Enforcement Context

    Science.gov (United States)

    Richards, Maurice V.

    2010-01-01

    This study examines the process of change within law enforcement, focusing on the leadership, learning, and organizational change required to reduce crime, violence, and social disruption caused by criminal street gangs. The study tests the viability, results, and implications of a new policing model, the trans-jurisdictional task force, through…

  9. LEADERSHIP`S INFLUENCE ON OTHERS

    OpenAIRE

    TUTULEA Anca

    2012-01-01

    The article tries to explore different perspectives and points of view to understand the importance, the necessity and utility of practicing leadership in organizations, in order to improve performance and to consolidate the unity of members. Understanding the importance of leadership is the key to every business success, because leadership has so much influence in people’s lives. The importance of leadership is a key ingredient to successful businesses and championship teams, and organizatio...

  10. Perceptions of Leadership: An Examination of College Students' Understandings of the Concept of Leadership

    Science.gov (United States)

    Haber, Paige

    2012-01-01

    The purpose of this mixed-methods study was to examine how college students define the concept of leadership and to identify gender, racial, and age differences within these definitions. Participants were 1100 undergraduate students drawn from a national sample. Participants were asked to detail their definitions of leadership, which were analyzed…

  11. GENERATIVE LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Janina León

    2010-07-01

    Full Text Available This article presents the results of a research project that studied leadership from the standpoint of the personal conceptions that influence the behavior of local government leaders, as well as those conceptions desired to generate the social transformation processes required in communities. Qualitative methodology was used. Categories of analysis were created based on Pearson’s (1992 model of psychological archetypes. A relevant finding was the limited advance shown by interviewees regarding self-knowledge and a fragmented vision between the observer and the observee, which hinders their ability to take on the challenges that current reality demands from them.

  12. Transforming Leadership Styles and Knowledge Sharing in a Multicultural Context

    Directory of Open Access Journals (Sweden)

    Rasa Paulienė

    2012-06-01

    Full Text Available Despite limitations on comprehensive studies, scholars accept that transformational and transactional leadership theories will have a universal application because these models have capacity for being adapted to different cultural settings. However, more exploration is required in order to develop a strong and consistent picture of the generalizability of culturally-linked leadership styles differently perceived, evaluated or enacted in diverse cultures because the meaning and importance given to the concept of leadership vary across cultures. By comparing and contrasting the number of cultural frameworks of leadership styles and drawing conclusions as to the relationship between leadership styles and culture, more holistic understanding can be attained.

  13. John Strong (1941 - 2006)

    CERN Multimedia

    Wickens, F

    Our friend and colleague John Strong was cruelly taken from us by a brain tumour on Monday 31st July, a few days before his 65th birthday John started his career working with a group from Westfield College, under the leadership of Ted Bellamy. He obtained his PhD and spent the early part of his career on experiments at Rutherford Appleton Laboratory (RAL), but after the early 1970s his research was focussed on experiments in CERN. Over the years he made a number of notable contributions to experiments in CERN: The Omega spectrometer adopted a system John had originally developed for experiments at RAL using vidicon cameras to record the sparks in the spark chambers; He contributed to the success of NA1 and NA7, where he became heavily involved in the electronic trigger systems; He was responsible for the second level trigger system for the ALEPH detector and spent five years leading a team that designed and built the system, which ran for twelve years with only minor interventions. Following ALEPH he tur...

  14. Academic Leadership Development: A Case Study.

    Science.gov (United States)

    Berman, Audrey

    2015-01-01

    A dean at a private school of nursing implemented a leadership development program for early- to mid-career nursing faculty consisting of one 4-hour evening session per academic quarter for 7 quarters. Eight faculty members who had expressed interest in assuming a leadership role or been recommended by their supervisors as having strong leadership potential were invited to join. Program topics included leadership pathways, legal issues, budgeting and governance, diversity, the political arena, human resources, and student issues. Interviews with participants revealed 6 themes: the support a peer cohort provided, a desire for real-life application, a lack of previous exposure to related content or experiences, new perceptions of themselves as academic nurse leaders, the value of the program as preparation for academic nursing leadership roles, and broad program applicability. Copyright © 2015 Elsevier Inc. All rights reserved.

  15. 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.

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

    Directory of Open Access Journals (Sweden)

    Lynette Louw

    2017-11-01

    Full Text Available Orientation: Effective leadership is critical to the survival and growth of organisations. For such leadership to be realised, organisational leaders need to be competent in transformational leadership, which is described as a situation in which the leader and followers empower and shape each other’s behaviour to attain a desired goal. Research purpose: The purpose of this study is to empirically test the relationship between transformational leadership competency and leadership effectiveness in Kenyan indigenous banks. Motivation for this study: In spite of the fact that indigenous banks have been performing better recently, their overall poor performance is cause for concern. This study was motivated by a desire to establish the extent to which the recent improvement is attributable to transformational leadership competency and effectiveness. It is also anticipated that this investigation can highlight aspects of leadership which require more attention in order to sustain improved performance. Research design, approach and method: The study utilised a survey method to collect both quantitative and qualitative data while probability and non-probability techniques were used to sample target population. With 494 respondents targeted in the study, 257 responses were received and analysed. Data analysis was performed using structural equation modelling with Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for testing relationships. Main findings: The overall findings confirm that a strong relationship exists between transformational leadership competencies and leadership effectiveness among the leaders of the indigenous banks in Kenya. Practical/managerial implication: Based on the findings of this study, Kenyan indigenous banks are able to identify specific and essential transformational leadership competencies and leadership effectiveness attributes. Contribution: The study has identified that

  17. Leadership Assessment at ACSC

    Science.gov (United States)

    1999-04-01

    K, eds, Leadership in Education 1994-1995: A Source Book, (Greensboro, NC: Center for Creative Leadership, 1995). Freeman, Frank H., Knott, Katherine...B., and Schwartz, Mary K, eds, Leadership in Education 1996-1997, vol 2: A Source Book (Greensboro, NC: Center for Creative Leadership, 1996

  18. Females and Toxic Leadership

    Science.gov (United States)

    2012-12-14

    labeled as toxic, can he or she be rehabilitated?; Are there leadership styles that can be promoted to combat toxic leadership?; and Are the senior...examines leadership styles that are favorable for female leaders, and offers Transformational/Adaptive leadership as a style promising rehabilitative tools

  19. Democratic Leadership in Education

    Science.gov (United States)

    Woods, Philip A.

    2005-01-01

    In this book Philip Woods turns his attention to issues of democracy and leadership. He has provided an eloquent, intellectually compelling and sophisticated account of a new leadership label--democratic leadership. He argues that the purpose of "democratic" leadership is to create and help sustain an environment that enables everyone…

  20. Leadership development for rural health.

    Science.gov (United States)

    Size, Tim

    2006-01-01

    Leadership is the capacity to help transform a vision of the future into reality. Individuals who can and will exercise leadership are like a river's current--a part past where we now stand, a part yet to come. We have an ongoing need to remember and to look toward the next "generation." A key responsibility of those here now, is to mentor and to create structures for mentoring, in order to maximize the flow and effectiveness of tomorrow's leaders. When recruiting organizational leaders, the recruitment and interview process must seek individuals who in addition to technical competence, also have demonstrated leadership in their prior work and activities. To exercise effective leadership, we must work to know who we are, how we relate to others, and the environment around us. "Servant leadership" is a perspective held by many throughout the rural health community and offers a key set attributes of leadership useful to rural health. To implement the Institute of Medicine's recommendations in Through Collaboration: the Future of Rural Health, we must develop leaders skilled in collaboration, both internal to their organization and across organizations. The National Advisory Committee on Rural Health and Human Services had it right when they said to the Secretary and to the rest of us, "the best way to honor Jim is to consciously work to help develop the next generation of rural health leaders." There are, of course, a multitude of leadership institutes, programs, and courses throughout America; this is not a call for yet another separate entity. But it is a call to each of us in rural health to assure that we are deliberate in how we identify "emerging leaders from and for rural communities and provide them with the training and resources to play a lead role in ensuring access to quality healthcare in their states and communities." Let's get started.

  1. Leadership, excellence, creativity and innovation

    OpenAIRE

    Coulson-Thomas, Colin

    2016-01-01

    Raises questions about the meaning, purpose and practice of contemporary leadership in relation to excellence, creativity and innovation, covering leadership qualities, the context and requirements of leadership, leadership at different stages of development, creativity and innovation, CEOs and top down leadership, entrepreneurship and shared leadership, leading the network organisation, shared and collective leadership, the role and contribution of boards, key questions for boards, leadershi...

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

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R

    2014-04-14

    In healthcare and allied healthcare settings, leadership that supports effective implementation of evidenced-based practices (EBPs) is a critical concern. However, there are no empirically validated measures to assess implementation leadership. This paper describes the development, factor structure, and initial reliability and convergent and discriminant validity of a very brief measure of implementation leadership: the Implementation Leadership Scale (ILS). Participants were 459 mental health clinicians working in 93 different outpatient mental health programs in Southern California, USA. Initial item development was supported as part of a two United States National Institutes of Health (NIH) studies focused on developing implementation leadership training and implementation measure development. Clinician work group/team-level data were randomly assigned to be utilized for an exploratory factor analysis (n = 229; k = 46 teams) or for a confirmatory factor analysis (n = 230; k = 47 teams). The confirmatory factor analysis controlled for the multilevel, nested data structure. Reliability and validity analyses were then conducted with the full sample. The exploratory factor analysis resulted in a 12-item scale with four subscales representing proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. Confirmatory factor analysis supported an a priori higher order factor structure with subscales contributing to a single higher order implementation leadership factor. The scale demonstrated excellent internal consistency reliability as well as convergent and discriminant validity. The ILS is a brief and efficient measure of unit level leadership for EBP implementation. The availability of the ILS will allow researchers to assess strategic leadership for implementation in order to advance understanding of leadership as a predictor of organizational context for implementation. The ILS also holds promise as a tool for

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

    Science.gov (United States)

    2014-01-01

    Background In healthcare and allied healthcare settings, leadership that supports effective implementation of evidenced-based practices (EBPs) is a critical concern. However, there are no empirically validated measures to assess implementation leadership. This paper describes the development, factor structure, and initial reliability and convergent and discriminant validity of a very brief measure of implementation leadership: the Implementation Leadership Scale (ILS). Methods Participants were 459 mental health clinicians working in 93 different outpatient mental health programs in Southern California, USA. Initial item development was supported as part of a two United States National Institutes of Health (NIH) studies focused on developing implementation leadership training and implementation measure development. Clinician work group/team-level data were randomly assigned to be utilized for an exploratory factor analysis (n = 229; k = 46 teams) or for a confirmatory factor analysis (n = 230; k = 47 teams). The confirmatory factor analysis controlled for the multilevel, nested data structure. Reliability and validity analyses were then conducted with the full sample. Results The exploratory factor analysis resulted in a 12-item scale with four subscales representing proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. Confirmatory factor analysis supported an a priori higher order factor structure with subscales contributing to a single higher order implementation leadership factor. The scale demonstrated excellent internal consistency reliability as well as convergent and discriminant validity. Conclusions The ILS is a brief and efficient measure of unit level leadership for EBP implementation. The availability of the ILS will allow researchers to assess strategic leadership for implementation in order to advance understanding of leadership as a predictor of organizational context for implementation

  4. Clinical leadership for high-quality care: developing future ward leaders.

    Science.gov (United States)

    Enterkin, Judith; Robb, Elizabeth; McLaren, Susan

    2013-03-01

    This paper reports upon the development, delivery and evaluation of a leadership programme for aspiring Ward Leaders in one National Health Service Trust in England. The ward sister role is fundamental to quality patient care and clinical leadership, however the role is increasingly difficult to recruit to. A lack of formal preparation and skills development for the role has been widely acknowledged. An evaluation of a programme of education for leadership. Three cohorts (n = 60) completed the programme. Semi-structured questionnaires were completed by participants (n = 36: 60%) at the conclusion of the programme. Qualitative data from questionnaires was analysed using a thematic approach. Participants reported increased political, organizational and self-awareness, increased confidence, feelings of empowerment and the ability to empower others. Opportunities for networking with peers were valued within the action learning approach. For some participants, career intentions were clarified through reflection. The majority of participants had benefited from the leadership programme and valued this development as an empowering preparation for future careers. Investment in leadership preparation for future ward sister roles is strongly recommended as part of a strategy designed to enhance quality improvement, career path development, workforce empowerment and retention. © 2012 Blackwell Publishing Ltd.

  5. Leadership and Gender Differentiation

    OpenAIRE

    Catalina RADU; Marian NASTASE

    2011-01-01

    Leadership is clearly one of the main factors that influence organizational competitiveness. It means both science and art, both born and learned skills. Leadership and gender differentiation is a subject that leads to at least two main questions: (1) Do significant differences exist between men and women in terms of leadership styles? (2) What are the real determinants of differences between men and women especially looking at who assumes leadership positions and what is leadership behavior ...

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

    OpenAIRE

    McKie, D; Willis, P

    2014-01-01

    What are the best ways to advance PR leadership? In exploring answers, we consider the last two decades of PR literature and identify two main tendencies. We link those two with general leadership literature and practices, as well as with literature on leadership pedagogy. We conclude that, rather than recent moves to look within the field, without self-reflection, to existing PR perspectives and figures for solutions, looking outwards has greater potential to transform not only the PR leader...

  7. Staff nurse perceptions of nurse manager leadership styles and outcomes.

    Science.gov (United States)

    Casida, Jesus; Parker, Jessica

    2011-05-01

    To explore the correlations of leadership styles of nurse managers (NMs) and outcomes.   Little is known about the linkages among leadership styles [transformational (TFL), transactional (TRL)] of NMs and outcomes [a leader's extra effort (LEE), leadership satisfaction (LS) and effectiveness (LE)] using the full-range leadership theory. Methods  An exploratory correlational design was employed using data from a 2007 study in which staff nurses (n = 278) from four hospitals in the Northeastern US were asked to rate the leadership styles of NMs (n = 37) and outcomes using the Multifactor Leadership Questionnaire Form 5x-Short. Data were analysed using descriptive and inferential statistical methods. TFL leadership has strong correlations to LEE, LS and LE, and was a predictor for leadership outcomes. Conversely, TRL leadership has week correlations to LEE, LS and LE and did not predict leadership outcomes. NMs who frequently display TFL leadership styles will probably achieve goals in a satisfying manner, warranting further research. TFL leadership training should be a basic competency requirement of NMs. Placing successful and effective TFL leaders in nursing units are the professional and moral obligations of nurse executives. © 2011 The Authors. Journal compilation © 2011 Blackwell Publishing Ltd.

  8. Chokka-Chaffa' Kilimpi', Chikashshiyaakni' Kilimpi': Strong Family, Strong Nation

    Science.gov (United States)

    Deacon, Zermarie; Pendley, Joy; Hinson, Waymon R.; Hinson, Joshua D.

    2011-01-01

    To encourage the health and well-being of American Indian (AI) communities, it is first necessary to understand the meaning of health for particular tribes. As such, this investigation reports on the meaning of health and well-being for Chickasaw families. Findings from this investigation additionally highlight ways in which characteristics of…

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

    Science.gov (United States)

    Boamah, Sheila

    2018-03-01

    Background While improving patient safety requires strong nursing leadership, there has been little empirical research that has examined the mechanisms by which leadership influences patient safety outcomes. Aim To test a model examining relationships among transformational leadership, structural empowerment, staff nurse clinical leadership, and nurse-assessed adverse patient outcomes. Methods A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada. Structural equation modeling was used to test the hypothesized model. Results The model had an acceptable fit, and all paths were significant. Transformational leadership was significantly associated with decreased adverse patient outcomes through structural empowerment and staff nurse clinical leadership. Discussion This study highlights the importance of transformational leadership in creating empowering practice environments that foster high-quality care. The findings indicate that a more complete understanding of what drives desired patient outcomes warrants the need to focus on how to empower nurses and foster clinical leadership practices at the point of care. Conclusion In planning safety strategies, managers must demonstrate transformational leadership behaviors in order to modify the work environment to create better defenses for averting adverse events.

  10. Leadership Elasticity Enhancing Style-Flex for Leadership Equilibrium

    Science.gov (United States)

    Rajbhandari, Mani Man Singh

    2017-01-01

    Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership's maintenance through appropriate expansion and contraction of relations and task behavioural…

  11. Applying Leadership Principles for the Common Good

    Science.gov (United States)

    Schuchardt, Jane

    2006-01-01

    Regardless of the specific family and consumer sciences (FCS) responsibilities, the job announcement always calls for strong leadership skills. The staff waits in anticipation of the new leader's arrival, expecting that person to bring rapid, positive change. Yet, to contribute to progress in building strong communities, increasing family…

  12. The Impact of Entrepreneurial Leadership on Nurses' Innovation Behavior.

    Science.gov (United States)

    Bagheri, Afsaneh; Akbari, Morteza

    2018-01-01

    The purpose of this study was to examine the influence of entrepreneurial leadership on nurses' innovation work behavior and its dimensions. This cross-sectional study employed the 10-item Innovation Work Behavior Questionnaire and the 8-item Entrepreneurial Leadership Questionnaire to explore the impact of entrepreneurial leadership on the innovation work behavior of 273 nurses from public and private hospitals in Iran. Entrepreneurial leadership had a significant positive impact on nurses' innovation work behavior and most strongly improved idea exploration, followed by idea generation, idea implementation, and idea championing. Entrepreneurial leadership was effective in enhancing nurses' innovation work behavior. More attention needs to be focused on developing entrepreneurial leadership competencies and on developing nurse leaders. Healthcare policies and strategies are needed to facilitate the implementation of entrepreneurial leadership by providing healthcare leaders with the appropriate environment. © 2017 Sigma Theta Tau International.

  13. The leadership journey.

    Science.gov (United States)

    Schaeffer, Leonard D

    2002-10-01

    It isn't always easy to change leadership hats or to alter the way you assess a business problem. Under pressure, most executives fall back on the management style or approach that worked in the last crisis they faced. But old approaches rarely work in new and demanding situations. Just ask Leonard Schaeffer, chairman and CEO of WellPoint Health Networks, one of the country's largest and most successful managed-care companies. In this account, he describes how he consciously adopted three very different styles of leadership at critical points during his 30-year career, depending on the business challenges at hand. Schaeffer headed up the U.S. Health Care Finance Administration during the Carter years--and led the charge toward more efficient work practices at that agency. Then he transformed Blue Cross of California from a floundering bureaucracy losing close to $1 million each day into a strong public company, WellPoint. The dire circumstances at Blue Cross had dictated that Schaeffer initially be an autocratic leader, which he considers the managerial equivalent of being an emergency room surgeon--forced to do whatever it takes to save a patient's life. But as the company rebounded, the CEO shed that "any decision is better than no decision" style. He has become a participative, hands-off leader-setting strategies and goals from above but letting WellPoint's line managers and executives figure out how best to achieve those goals. Most recently, Schaeffer has turned into a reformer--a leader who works with one foot outside the company to spur changes in health care and society. There are pitfalls in switching leadership styles, Schaeffer admits, but this flexibility is necessary for realizing corporate- and personal-success.

  14. Leadership in an Egalitarian Society

    Science.gov (United States)

    von Rueden, Christopher; Gurven, Michael; Kaplan, Hillard; Stieglitz, Jonathan

    2014-01-01

    Leadership is instrumental to resolution of collective action dilemmas, particularly in large, heterogeneous groups. Less is known about the characteristics or effectiveness of leadership in small-scale, homogeneous, and relatively egalitarian societies, in which humans have spent most of our existence. Among Tsimane’ forager-horticulturalists of Bolivia, we (1) assess traits of elected leaders under experimental and naturalistic conditions and (2) test whether leaders impact collective action outcomes. We find that elected leaders are physically strong and have more kin and other exchange partners. Their ranks on physical dominance, kin support, and trustworthiness predict how well their groups perform, but only where group members have a history of collaborative interaction. Leaders do not take more of the spoils. We discuss why physically strong leaders can be compatible with egalitarianism, and we suggest that leaders in egalitarian societies may be more motivated by maintaining an altruistic reputation than by short-term rewards of collective action. PMID:25240393

  15. Developing leadership roles in nursing and midwifery.

    Science.gov (United States)

    McGuire, Clare; Ray, Devashish

    2014-11-04

    This article is the first in a series of seven articles on an initiative undertaken in NHS Lanarkshire where a creative partnership with the University of the West of Scotland established a shared commitment to developing nursing and midwifery leadership. This article describes the national context within Scotland. It provides an overview of the innovative programmes of work and systems devised to support leadership throughout the organisation with a particular focus on quality of care.

  16. Leadership styles in nursing.

    Science.gov (United States)

    Cope, Vicki; Murray, Melanie

    2017-06-21

    Nurses are often asked to think about leadership, particularly in times of rapid change in healthcare, and where questions have been raised about whether leaders and managers have adequate insight into the requirements of care. This article discusses several leadership styles relevant to contemporary healthcare and nursing practice. Nurses who are aware of leadership styles may find this knowledge useful in maintaining a cohesive working environment. Leadership knowledge and skills can be improved through training, where, rather than having to undertake formal leadership roles without adequate preparation, nurses are able to learn, nurture, model and develop effective leadership behaviours, ultimately improving nursing staff retention and enhancing the delivery of safe and effective care.

  17. A Meta-Analysis of Distributed Leadership from 2002 to 2013: Theory Development, Empirical Evidence and Future Research Focus

    Science.gov (United States)

    Tian, Meng; Risku, Mika; Collin, Kaija

    2016-01-01

    This article provides a meta-analysis of research conducted on distributed leadership from 2002 to 2013. It continues the review of distributed leadership commissioned by the English National College for School Leadership (NCSL) ("Distributed Leadership: A Desk Study," Bennett et al., 2003), which identified two gaps in the research…

  18. Servant Leadership as A Leadership Model

    OpenAIRE

    Ingram, Osmond C.

    2016-01-01

    Research and popular writing on the subject of leadership continues at a rapid pace. The leadership section at local bookstores and libraries gives evidence to the growing number of volumes written from numerous perspectives and from a wide range of experience. There appears to be no quarrel with the idea that leadership is in short supply, yet it is vitally important to every type of organization. Within this mass of literature are those who explore various theories, approaches, and styles, ...

  19. Developing a Natural Gas-Powered Bus Rapid Transit Service: A Case Study on Leadership: Roaring Fork Transportation Authority (Presentation); NREL (National Renewable Energy Laboratory)

    Energy Technology Data Exchange (ETDEWEB)

    Schroeder, A.

    2015-03-01

    The Roaring Fork Transportation Authority (RFTA) represents a series of unique successes in alternative fuel deployment by pushing the envelope with innovative solutions. In the last year, RFTA demonstrated the ability to utilize compressed natural gas buses at a range of altitudes, across long distances, in extreme weather conditions and in a modern indoor fueling and maintenance facility - allwhile saving money and providing high-quality customer service. This case study will highlight how the leadership of organizations and communities that are implementing advances in natural gas vehicle technology is paving the way for broader participation.

  20. Leadership in Early Childhood Education:cross-cultural perspectives

    OpenAIRE

    Nivala, V. (Veijo); Hujala, E. (Eeva)

    2002-01-01

    Abstract The book consists of presentations given at the Open Forum at the University of Oulu on March 2001. It highlights the contextual approach in leadership in early childhood. The studies introduced in this volume provide strong evidence that leadership is not only a leader's matter — it is a matter of concern for the whole leadership community. Different methods, like focus group — discussion, self study report and shared data will be introduced in the articles. The articles are ...

  1. National Academy of Sciences

    Science.gov (United States)

    ... and Irma. Proceedings of the National Academy of Sciences (PNAS) PNAS is one of the world’s most- ... Exchange Evolution Resources Biographical Memoirs National Academy of Sciences About The NAS Mission History Organization Leadership and ...

  2. National Safety Council

    Science.gov (United States)

    ... work, in homes and communities, and on the road through leadership, research, education and advocacy. NSC Newsletter Sign up for our newsletter! Like Us on Facebook National Safety Council © National Safety Council. All rights reserved. Contact ...

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

    NARCIS (Netherlands)

    de Vries, R.E.; Bakker-Pieper, A.; Oostenveld, W.

    2010-01-01

    Purpose: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. Methodology: A survey was

  4. Developing nursing leadership in social media.

    Science.gov (United States)

    Moorley, Calvin; Chinn, Teresa

    2016-03-01

    A discussion on how nurse leaders are using social media and developing digital leadership in online communities. Social media is relatively new and how it is used by nurse leaders and nurses in a digital space is under explored. Discussion paper. Searches used CINAHL, the Royal College of Nursing webpages, Wordpress (for blogs) and Twitter from 2000-2015. Search terms used were Nursing leadership + Nursing social media. Understanding the development and value of nursing leadership in social media is important for nurses in formal and informal (online) leadership positions. Nurses in formal leadership roles in organizations such as the National Health Service are beginning to leverage social media. Social media has the potential to become a tool for modern nurse leadership, as it is a space where can you listen on a micro level to each individual. In addition to listening, leadership can be achieved on a much larger scale through the use of social media monitoring tools and exploration of data and crowd sourcing. Through the use of data and social media listening tools nursing leaders can seek understanding and insight into a variety of issues. Social media also places nurse leaders in a visible and accessible position as role models. Social media and formal nursing leadership do not have to be against each other, but they can work in harmony as both formal and online leadership possess skills that are transferable. If used wisely social media has the potential to become a tool for modern nurse leadership. © 2016 John Wiley & Sons Ltd.

  5. Studying policy implementation using a macro, meso and micro frame analysis: the case of the Collaboration for Leadership in Applied Health Research & Care (CLAHRC) programme nationally and in North West London.

    Science.gov (United States)

    Caldwell, Sarah E M; Mays, Nicholas

    2012-10-15

    The publication of Best research for best health in 2006 and the "ring-fencing" of health research funding in England marked the start of a period of change for health research governance and the structure of research funding in England. One response to bridging the 'second translational gap' between research knowledge and clinical practice was the establishment of nine Collaborations for Leadership in Applied Health Research and Care (CLAHRCs). The goal of this paper is to assess how national-level understanding of the aims and objectives of the CLAHRCs translated into local implementation and practice in North West London. This study uses a variation of Goffman's frame analysis to trace the development of the initial national CLAHRC policy to its implementation at three levels. Data collection and analysis were qualitative through interviews, document analysis and embedded research. Analysis at the macro (national policy), meso (national programme) and micro (North West London) levels shows a significant common understanding of the aims and objectives of the policy and programme. Local level implementation in North West London was also consistent with these. The macro-meso-micro frame analysis is a useful way of studying the transition of a policy from high-level idea to programme in action. It could be used to identify differences at a local (micro) level in the implementation of multi-site programmes that would help understand differences in programme effectiveness.

  6. The enactment of knowledge translation: a study of the Collaborations for Leadership in Applied Health Research and Care initiative within the English National Health Service.

    Science.gov (United States)

    D'Andreta, Daniela; Scarbrough, Harry; Evans, Sarah

    2013-10-01

    We contribute to existing knowledge translation (KT) literature by developing the notion of 'enactment' and illustrate this through an interpretative, comparative case-study analysis of three Collaborations for Leadership in Applied Health Research and Care (CLAHRC) initiatives. We argue for a focus on the way in which the CLAHRC model has been 'enacted' as central to the different KT challenges and capabilities encountered. A comparative, mixed method study created a typology of enactments (Classical, Home-grown and Imported) using qualitative analysis and social network analysis. We identify systematic differences in the enactment of the CLAHRC model. The sources of these different enactments are subsequently related to variation in formative interpretations and leadership styles, the implementation of different governance structures, and the relative epistemic differences between the professional groups involved. Enactment concerns the creative agency of individuals and groups in constituting a particular context for their work through their local interpretation of a particular KT model. Our theory of enactment goes beyond highlighting variation between CLAHRCs, to explore the mechanisms that influence the way a particular model is interpreted and acted upon. We thus encourage less focus on conceptual models and more on the formative role played by leaders of KT initiatives.

  7. Diversity and leadership.

    Science.gov (United States)

    Chin, Jean Lau; Sanchez-Hucles, Janis

    2007-09-01

    Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status.

  8. The Springs of Leadership

    Directory of Open Access Journals (Sweden)

    Nathan Harter

    2006-06-01

    Full Text Available Leadership denotes activity, if not strenuous activity. Yet in its own way contemplation is an activity—an activity arguably at the root of leadership, which this meditation seeks to justify.

  9. What is leadership?

    Science.gov (United States)

    Klingborg, Donald J; Moore, Dale A; Varea-Hammond, Sonya

    2006-01-01

    The demand for more effective leadership is heard throughout the health professions. Modern concepts of leadership differ from the traditional definition of a charismatic individual leader. Historically, leadership has been vested in positions, while today leadership is seen as a role one moves continuously into and out of, depending on the circumstance. Leadership ideas have evolved so that newer characteristics of leaders include being a team builder; possessing creative and strategic thinking skills; demonstrating honesty and integrity; and having the ability to motivate others to action. This article discusses some of the history of leadership, current thoughts on attributes of effective leaders, and the differences and similarities between leaders and managers; identifies selected teachable leadership tools; and describes various styles and purposes of existing leadership programs.

  10. Leadership. Using Creative Tension.

    Science.gov (United States)

    Cook, David L.

    1986-01-01

    Leadership involves maintaining a balance of the variables which comprise leadership. Love and fear, types of power, success and effectiveness, and driving and restraining forces are discussed as sources of the creative tension a leader uses to influence others. (MT)

  11. Leadership Effectiveness and Gender

    National Research Council Canada - National Science Library

    Gedney, Christine

    1999-01-01

    This research paper on the subject of Leadership Effectiveness and Gender attempts to conduct a focused amount of research to answer the question about the correlation between gender and leadership effectiveness...

  12. [Unravelling medical leadership].

    Science.gov (United States)

    Voogt, Judith J; van Rensen, Elizabeth L J; Noordegraaf, Mirko; Schneider, Margriet M E

    2015-01-01

    Medical leadership is a popular topic in the Netherlands, and several interest groups now incorporate medical leadership into postgraduate medical education. However, there is no consensus on what this concept entails. By conducting a discourse analysis, a qualitative method which uses language and text to reveal existing viewpoints, this article reveals three perspectives on medical leadership: administrative leadership, leadership within organisations and leadership within each doctor's daily practice. Text analysis shows that the first two perspectives refer to medical leadership mainly in a defensive manner: by demonstrating medical leadership doctors could 'take the lead' once again; patient care only seems to play a small part in the process. These perspectives are not free of consequences, they will determine how the medical profession is constructed. For this reason, it is argued that there should be more emphasis on the third perspective, in which the quality of care for patients is of primary importance.

  13. Develop your leadership skills

    CERN Document Server

    Adair, John

    2016-01-01

    "Develop Your Leadership Skills "is John Adair s most accessible title on leadership. Full of exercises and checklists, it can help boost confidence levels and guide and inspire anyone on their journey to becoming a leader of excellence. Acknowledged as a world expert, John Adair offers stimulating insights into recognizing and developing individual leadership qualities, acquiring personal authority, and mastering core leadership functions such as planning, communicating and motivating. The new edition includes summary points for each chapter.

  14. Implicit leadership theory.

    OpenAIRE

    Alabdulhadi, A.; Schyns, B.; Staudigl, L.F.

    2017-01-01

    For over a hundred years, leadership has been an interesting topic for scholars and practitioners who try to understand what makes a good leader and effective leadership. Even today, the word "leadership" appears in the media almost every day and seems to remain in the centre of attention at least in the foreseeable future. This is due to the inherent belief that leadership is important for organisations and individuals to overcome challenges and make positive outcomes materialise. However, a...

  15. Democratic leadership for school improvement in challenging contexts

    OpenAIRE

    Harris, A.; Chapman, C.

    2002-01-01

    There is a great deal of contemporary interest in improving schools in challenging contexts. However, there are relatively few research studies that have focused exclusively upon successful leadership practices in such schools. This article outlines the findings from a research study funded by the National College for School Leadership in England that explored successful leadership practices and school improvement strategies in a group of secondary schools in challenging circumstances.

  16. Timeless leadership.

    Science.gov (United States)

    McCullough, David

    2008-03-01

    The historian David McCullough, a two-time Pulitzer Prize winner and well-known public television host, has spent his career thinking about the qualities that make a leader great. His books, including Truman, John Adams, and 1776, illustrate his conviction that even in America's darkest moments the old-fashioned virtues of optimism, hard work, and strength of character endure. In this edited conversation with HBR senior editor Bronwyn Fryer, McCullough analyzes the strengths of American leaders past and present. Of Harry Truman he says, "He wasn't afraid to have people around him who were more accomplished than he, and that's one reason why he had the best cabinet of any president since George Washington....He knew who he was." George Washington--"a natural born leader and a man of absolute integrity"--was unusually skilled at spotting talent. Washington Roebling, who built the Brooklyn Bridge, led by example: He never asked his people to do anything he wouldn't do himself, no matter how dangerous. Franklin Roosevelt had the power of persuasion in abundance. If McCullough were teaching a business school leadership course, he says, he would emphasize the importance of listening--of asking good questions but also noticing what people don't say; he would warn against "the insidious disease of greed"; he would encourage an ambition to excel; and he would urge young MBAs to have a sense that their work maters and to make their good conduct a standard for others.

  17. Nascent Leadership Behaviors

    Science.gov (United States)

    Payette, Dennis L.; Libertella, Anthony F.

    2011-01-01

    This paper is a compendium of leadership behaviors that emerging or aspirant leaders could choose to enhance their management and leadership skills. These behaviors were drawn directly from the experience of the authors, both of whom have held senior leadership and management positions in business, law, and higher education. This paper is an…

  18. Culture-Based Leadership

    Science.gov (United States)

    Quantz, Richard; Cambron-McCabe, Nelda; Dantley, Michael; Hachem, Ali H.

    2017-01-01

    The field of educational leadership is beset with a barrage of different "leadership theories". There are so many differently named theories and models of leadership that the student and practitioner have difficulty understanding them as anything other than an automat of alternatives. To confuse matters even more, nearly all of these…

  19. School Leadership Skill Development

    Science.gov (United States)

    Weigel, Richard A.

    2013-01-01

    The purpose of this study was to investigate the relationship between what is currently understood about skills for school leadership and the need for a greater understanding of those skills. The importance of developing leadership skills to improve school performance and effectiveness is great. In the field of school leadership, most leaders…

  20. Leadership: Who Needs It?

    Science.gov (United States)

    Gronn, Peter

    2003-01-01

    Critique focuses on the discourse of leadership as a vehicle for representing organizational practice. Identifies a series of conceptual inadequacies, such as difficulties in distinguishing leadership from management. Embedded in each criticism is a claim that, if leadership is to retain its conceptual and practical utility, then it has to be…

  1. Leadership in Children's Services

    Science.gov (United States)

    Booker, Roger

    2012-01-01

    This paper examines the different contexts for leadership in children's services with a particular focus on integrated working. It reviews contemporary theories that appear to offer relevant frameworks for thinking about children's service leadership. It is argued that children's services require leadership at all levels to enable a dynamic,…

  2. Defining Leadership in a Changing Time.

    Science.gov (United States)

    Elwell, Sean M; Elikofer, Amanda N

    2015-01-01

    The purpose of this article is to discuss the difference between leadership and management. Leadership and management have been discussed for many years. Both are important to achieve success in health care, but what does that really mean? Strong leaders possess qualities that inspire others to follow them. This fosters team engagement, goal achievement, and ultimately drives outcomes. Managers plan, organize, and coordinate. It takes dedication, motivation, and passion to be more than a manager and be a good leader. There is not a single correct leadership style, but there are important characteristics that all leaders must demonstrate to get the desired results with the team. In a time when health care is rapidly changing, leadership is important at all levels of an organization.

  3. Characteristics of Future Ready Leadership: A Research Synthesis

    Science.gov (United States)

    Office of Educational Technology, US Department of Education, 2017

    2017-01-01

    Strong leadership is essential to systemic, sustainable change in education. Superintendents and their leadership teams, with the support of state and local leaders, are key to leading the transition to digital learning in their districts. Superintendents throughout the country have expressed the desire for evidence-based approaches they can rely…

  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. Strategies for Strengthening Women's Participation in Trade Union Leadership.

    Science.gov (United States)

    Trebilcock, Anne

    1991-01-01

    Union efforts to increase representation of women in leadership include (1) strong policy commitment; (2) identification of factors/barriers affecting women's leadership; (3) intensified training; and (4) organizational/structural changes such as alteration of rules and adoption of quotas. (SK)

  6. The development of leadership outcome-indicators evaluating the contribution of clinical specialists and advanced practitioners to health care: a secondary analysis.

    Science.gov (United States)

    Elliott, Naomi; Begley, Cecily; Kleinpell, Ruth; Higgins, Agnes

    2014-05-01

    To report a secondary analysis of data collected from the case study phase of a national study of advanced practitioners and to develop leadership outcome-indicators appropriate for advanced practitioners. In many countries, advanced practitioners in nursing and midwifery have responsibility as leaders for health care development, but without having leadership outcome measures available they are unable to demonstrate the results of their activities. In Ireland, a sequential mixed method research study was used to develop a validated tool for the evaluation of clinical specialists and advanced practitioners. Despite strong evidence of leadership activities, few leadership-specific outcomes were generated from the primary analysis. Secondary analysis of a multiple case study data set. Data set comprised 23 case studies of advanced practitioner/clinical specialists from 13 sites across each region in Ireland from all divisions of the Nursing Board Register. Data were collected 2008-2010. Data sources included non-participant observation (n = 92 hours) of advanced practitioners in practice, interviews with clinicians (n = 21), patients (n = 20) and directors of nursing/midwifery (n = 13) and documents. Analysis focused on leadership outcome-indicator development in line with the National Health Service's Good Indicators Guide. The four categories of leadership outcomes for advanced practitioner developed were as follows: (i) capacity and capability building of multidisciplinary team; (ii) measure of esteem; (iii) new initiatives for clinical practice and healthcare delivery; and (iv) clinical practice based on evidence. The proposed set of leadership outcome-indicators derived from a secondary analysis captures the complexity of leadership in practice. They add to existing clinical outcomes measuring advanced practice. © 2013 John Wiley & Sons Ltd.

  7. Carbon sequestration leadership forum

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-07-01

    The Carbon Sequestration Leadership Forum (CSLF) is an international climate change initiative that will focus on development of carbon capture and storage technologies as a means of accomplishing long-term stabilisation of greenhouse gas levels in the atmosphere. This initiative is designed to improve these technologies through coordinated research and development with international partners and private industry. Three types of cooperation are currently envisioned within the framework of the Forum: data gathering, information exchange, and joint projects. Data gathered from participating countries will be aggregated, summarised, and distributed to all of the Forum's participants. Joint projects will be identified by member nations with the Forum serving as a mechanism for bringing together government and private sector representatives from member countries. The article also reports the inaugural meeting which was held 23-25 June 2003 in Washington.

  8. Presidential Leadership: Making a Difference. American Council on Education/Oryx Press Series on Higher Education.

    Science.gov (United States)

    Fisher, James L.; Koch, James V.

    This work focuses on the transformational theory of leadership, which advocates appointment of a strong charismatic president to lead and transform the university through the power of his or her own vision for the future. The authors argue that this type of leadership is far more effective than the transactionalist leadership style, which…

  9. The Strengths of Wisdom Provide Unique Contributions to Improved Leadership, Sustainability, Inequality, Gross National Happiness, and Civic Discourse in the Face of Contemporary World Problems

    Directory of Open Access Journals (Sweden)

    Igor Grossmann

    2018-04-01

    Full Text Available We present evidence for the strengths of the intellectual virtues that philosophers and behavioral scientists characterize as key cognitive elements of wisdom. Wisdom has been of centuries-long interest for philosophical scholarship, but relative to intelligence largely neglected in public discourse on educational science, public policy, and societal well-being. Wise reasoning characteristics include intellectual humility, recognition of uncertainty, consideration of diverse viewpoints, and an attempt to integrate these viewpoints. Emerging scholarship on these features of wisdom suggest that they uniquely contribute to societal well-being, improve leadership, shed light on societal inequality, promote cooperation in Public Goods Games and reduce political polarization and intergroup-hostility. We review empirical evidence about macro-cultural, ecological, situational, and person-level processes facilitating and inhibiting wisdom in daily life. Based on this evidence, we speculate about ways to foster wisdom in education, organizations, and institutions.

  10. Characteristics Associated With Urethral and Rectal Gonorrhea and Chlamydia Diagnoses in a US National Sample of Gay and Bisexual Men: Results From the One Thousand Strong Panel.

    Science.gov (United States)

    Grov, Christian; Cain, Demetria; Rendina, H Jonathan; Ventuneac, Ana; Parsons, Jeffrey T

    2016-03-01

    Gay and bisexual men are at elevated risk for Neisseria gonorrhoeae and Chlamydia trachomatis (GC/CT). Rectal GC/CT symptoms may be less obvious than urethral, increasing opportunities for undiagnosed rectal GC/CT. A US national sample of 1071 gay and bisexual men completed urethral and rectal GC/CT testing and an online survey. In total, 6.2% were GC/CT positive (5.3% rectal, 1.7% urethral). We calculated adjusted (for education, race, age, relationship status, having health insurance, and income) odds ratios for factors associated with rectal and urethral GC/CT diagnoses. Age was inversely associated with urethral and rectal GC/CT. Compared with white men, Latinos had significantly greater odds of rectal GC/CT. Among men who reported anal sex, those reporting only insertive sex had lower odds of rectal GC/CT than did men who reported both insertive and receptive. There was a positive association between rectal GC/CT and number of male partners (<12 months), the number of anal receptive acts, receptive condomless anal sex (CAS) acts, and insertive CAS acts. Compared with those who had engaged in both insertive and receptive anal sex, those who engaged in only receptive anal sex had lower odds of urethral GC/CT. The number of male partners (<12 months) was associated with increased odds of urethral GC/CT. Rectal GC/CT was more common than urethral and associated with some demographic and behavioral characteristics. Our finding that insertive CAS acts was associated with rectal GC/CT highlights that providers should screen patients for GC/CT via a full range of transmission routes, lest GC/CT go undiagnosed.

  11. Early Mortality Was Highly and Strongly Associated with Functional Status in Incident Japanese Hemodialysis Patients: A Cohort Study of the Large National Dialysis Registry.

    Directory of Open Access Journals (Sweden)

    Masahiko Yazawa

    Full Text Available Although dialysis is typically started in an effort to prolong survival, mortality is reportedly high in the first few months. However, it remains unclear whether this is true in Japanese patients who tend to have a better prognosis than other ethnicities, and if health conditions such as functional status (FS at initiation of dialysis influence prognosis.We investigated the epidemiology of early death and its association with FS using Japanese national registry data in 2007, which included 35,415 patients on incident dialysis and 7,664 with FS data. The main outcome was early death, defined as death within 3 months after initiation of hemodialysis (HD. The main predictor was FS at initiation of HD. Levels of functional disability were categorized as follows: severe (bedridden, moderate (overt difficulties in exerting basic activities of daily living, or mild/none (none or some functional disabilities.Early death remained relatively common, especially among elderly patients (overall: 7.1%; those aged ≥80 years: 15.8%. Severely and even only a moderately impaired FS were significantly associated with early death after starting dialysis (adjusted risk ratios: 3.93 and 2.38, respectively. The incidence of early death in those with impaired FS increased with age (36.5% in those with severely impaired FS and aged ≥80 years.Early death after starting dialysis was relatively common, especially among the elderly, even in Japanese patients. Further, early death was significantly associated with impaired FS at initiation of HD.

  12. Nation

    DEFF Research Database (Denmark)

    Østergaard, Uffe

    2014-01-01

    Nation er et gammelt begreb, som kommer af det latinske ord for fødsel, natio. Nationalisme bygger på forestillingen om, at mennesker har én og kun én national identitet og har ret til deres egen nationalstat. Ordet og forestillingen er kun godt 200 år gammel, og i 1900-tallet har ideologien bredt...

  13. 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.

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

    Directory of Open Access Journals (Sweden)

    Marlon Danilewitz

    2016-10-01

    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.

  15. Leadership styles of nurse managers in a multinational environment.

    Science.gov (United States)

    Suliman, Wafika A

    2009-01-01

    This is a descriptive study conducted at a multinational working environment, where 1500 nurses representing 52 nationalities are employed. The study aimed at exploring the predominant leadership style of nurse managers through self-evaluation and staff nurses' evaluation and the impact of working in a multinational environment on their intention to stay or quit. The value lies in its focus on leadership styles in an environment where national diversity among managers, staff, and patients is very challenging. The study included 31 nurse managers and 118 staff nurses using Bass and Avolio's (1995) Multifactor Leadership Questionnaire. The results showed that nurse managers and staff nurses reported transformational leadership as predominant with significant difference in favor of nurse managers. Participants' nationality and intention to stay or quit affected their perception of transformational leadership as a predominant style. The implications highlight the need for senior nursing management to set effective retention strategies for transformational nurse managers who work at multinational environments.

  16. Canadian Model of Military Leadership as a Successful Mixture of Civilian and Military Experiences

    Directory of Open Access Journals (Sweden)

    Piotr Malinowski

    2015-06-01

    Full Text Available The origins of military leadership are rooted in ancient times and its embodiment are great chieftains and commanders. However, since the moment when in organisation and management sciences the civil theories of leadership started to emerge, the military forces have incorporated their solutions to structure the assumptions of new, coherent and effective models of military leadership. A good example of such solutions is the Canadian model of military leadership, competently merging the civil theories with experience and needs of the military environment. This solution may be a perfect example of effective application of leadership theory to modify the existing national model of military leadership and construct a more efficient one.

  17. 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.

  18. Perspectives on Principal Instructional Leadership in Vietnam: A Preliminary Model

    Science.gov (United States)

    Hallinger, Philip; Walker, Allan; Nguyen, Dao Thi Hong; Truong, Thang; Nguyen, Thi Thinh

    2017-01-01

    Purpose: Worldwide interest in principal instructional leadership has led to global dissemination of related research findings despite their concentration in a limited set of western cultural contexts. An urgent challenge in educational leadership and management lies in expanding the range of national settings for investigations of instructional…

  19. Group Coaching: A New Way of Constructing Leadership Identity?

    Science.gov (United States)

    Aas, Marit; Vavik, Mette

    2015-01-01

    This paper focuses on group coaching, one of the newer school leadership development approaches to recently emerge. Using a group-coaching methodology developed at the University of Oslo, we deconstruct the concept of leadership identity as it is reported in texts from students in the National Principal Programme. We suggest that leaders develop…

  20. Different Pathways to Leadership Development of College Women and Men

    Science.gov (United States)

    Shim, Woo-jeong

    2013-01-01

    Analyzing data from the Wabash National Study of Liberal Arts Education, this study explored gender differences in the development and learning of college students' leadership capacities as framed with the Social Change Leadership Model (SCM). The results show that female students reported higher scores on six out of eight SCM values, and…

  1. School Autonomy, Leadership and Student Achievement: Reflections from Finland

    Science.gov (United States)

    Saarivirta, Toni; Kumpulainen, Kristiina

    2016-01-01

    Purpose: The purpose of this paper is to provide national information on school autonomy, leadership and student achievements in Finland. Design/methodology/approach: The paper is a literature review on Finnish studies focusing on school autonomy, leadership and student achievement. The studies have been reviewed on the basis of a content…

  2. Identifying the Administrative Dispositions Most Preferred by Urban School Leaders and School Leadership Candidates

    Science.gov (United States)

    Pregot, Michael

    2016-01-01

    This research study delves into the newly crafted ISSLC national school leadership standards asking current school leaders and school leadership candidates to prioritize their perceived level of importance of 20 administrative dispositions. 128 school principals and 165 school leadership candidates in the NYC schools responded to an electronic…

  3. Behind the Miracle: Emerging Insights from South African Business Leadership Experiences

    Science.gov (United States)

    Lynham, Susan A.; Taylor, Robert K.; Dooley, Larry M.

    2005-01-01

    The decade preceding the end of apartheid in South Africa (SA) represents a period of remarkable national leadership, and atypical business leadership. Insights from these extraordinary business leadership experiences largely remain in the form of uncaptured oral histories. Yet they are inspiring stories of practices and principles of truly…

  4. A Review of Research Evidence on the Antecedents of Transformational Leadership

    Science.gov (United States)

    Sun, Jingping; Chen, Xuejun; Zhang, Sijia

    2017-01-01

    As the most-studied form of leadership across disciplines in both Western and Chinese contexts, transformational school leadership has the potential to suit diverse national and cultural contexts. Given the growing evidence showing the positive effects of transformational leadership on various school outcomes as it relates to school environment,…

  5. Learning to Lead: A Social Justice Perspective on Understanding Elementary Teacher Leadership in Papua New Guinea

    Science.gov (United States)

    Brownlee, Joanne; Scholes, Laura; Farrell, Ann; Davis, Julie; Cook, Donna

    2012-01-01

    Leadership in elementary education is currently recognized as a political imperative in Papua New Guinea (PNG), as the nation develops strategies towards equitable access to schooling. One recent initiative aimed at building educational leadership was an intensive Australian Leadership Award Fellowship (ALAF) program funded by AusAID, involving a…

  6. Effects of School Principals' Leadership Behaviors: A Comparison between Taiwan and Japan

    Science.gov (United States)

    Chen, Yi-Gean; Cheng, Jao-Nan; Sato, Mikio

    2017-01-01

    This study is a cross-national research in school leadership behaviors. Research subjects in this study include primary and secondary school teachers in Taiwan and northeastern Japan. By referring to "School leadership of the future," this study summarized that school leadership is working toward a team approach to instruction…

  7. Everything Rises and Falls on Leadership: An Assessment of Undergraduate Leadership Development Programs at the University of Arkansas--Fayetteville

    Science.gov (United States)

    Love, Louis Anthony

    2013-01-01

    Today's students are the leaders of tomorrow, and their ability to lead in the 21st century will be critical to the sustainability of life, and the nation's ability to prosper will depend on the quality of leadership demonstrated at all levels of society. Student leadership development in institutions of higher education has never been more vital…

  8. Clinical leadership development in a pre-registration nursing curriculum: What the profession has to say about it.

    Science.gov (United States)

    Brown, Angela; Crookes, Patrick; Dewing, Jan

    2016-01-01

    In the last decade literature, inquiries and reports into the short comings in health services have highlighted the vital role of leadership in clinical practice and the impact on patient care and effective workplace culture. Whilst there is an abundance of literature on leadership and the registered nursing workforce, an international literature review revealed there is very little known on leadership development in pre-registration nursing programmes. To identify what the profession's views are on proposed indicative curriculum content suggested for clinical leadership development in a pre-registration nursing degree in Australia. This is a multi-method research study. This paper presents the development and results of one aspect of the study, a national online survey. Nurses: clinicians, managers and academics. In the absence of a strong evidence base in the literature review, additional pre-requisite curriculum content was augmented from the work of two published frameworks of leadership and management. From this a 67-item survey was designed to ask the profession whether the aggregated content is a reasonable view of what should be included in a pre-registration programme to develop clinical leadership. The survey sought the views of nurses on whether the proposed content was relevant (yes/no) and their opinion on whether it is significant via a 5-point Likert scale. Descriptive and chi-square analyses were performed in SPSS v.19. A total of 418 nurses completed the survey; there was consensus amongst the profession on what is considered relevant and important in a pre-registration nursing programme. The content identified could be considered indicative and pre-requisite to include in a pre-registration nursing programme. Members of the nursing profession in Australia have clear views about this. The next step is to design and evaluate a purposeful pedagogical approach and curriculum, leading to the development of clinical leadership knowledge, skills and

  9. Leadership, cohesion and groupthink

    Directory of Open Access Journals (Sweden)

    Iurchevici Iulia

    2016-09-01

    Full Text Available The Groupthink Phenomenon refers to the tendency of the members of a group to reach solidarity and cohesion, the trend that makes to bypass any questions which would lead to disputes. In such cases, if the members expect counter-arguments regarding a certain issue, they avoid to raise the matter. If it is believed that a question cannot be answered – it isn’t asked. Originally, Janis the author of the term, explains this process through the environment that has been established within groups that are in the leading position, but later, puts a strong emphasis towards the tendency to maintain the unanimity of the decision of the group. As preceding conditions of this decision-making process are listed the following: the high cohesion of the group, its isolation from other external sources of information, the lack of an impartial leadership, lack of appropriate legal framework and procedures in the decision - making process, and also “homogeneity of members, background and their ideology”. The Groupthink is manifested by: Illusion of Invulnerability, Collective Rationalization, Illusion of morality, Out – Group Stereotypes, Strong pressures towards conformism, Self – Censorship, Illusions of unanimity, and the presence of “Mind Guards”. In order to understand the decisions of a group, it is important that some analysis of Groupthink to be done, because in this way, can be controlled or eliminated the communicational distortion that occurs at a time among members forming these groups.

  10. Leadership for health improvement--implementation and evaluation.

    Science.gov (United States)

    Carr, Susan M; Carr, Sue; Lhussier, Monique; Reynolds, Joanna; Hunter, David J; Hannaway, Catherine

    2009-01-01

    The purpose of this paper is to present a co-authored reflection on the health improvement leadership development programme and the key evaluation messages derived from piloting in an English National Health Service region. It highlights the specific attributes of this approach to health improvement leadership development and clarifies health improvement development issues. Appreciative inquiry and soft systems methodology are combined in an evaluation approach designed to capture individual as well as organisation learning and how it impacts on leadership in specific contexts. The evaluation exposes the health improvement leadership needs of a multi-organisation cohort, offers some explanations for successful achievement of learning needs while also exposing of the challenges and paradoxes faced in this endeavour. There are limited reported templates of how to develop leadership for health improvement. This paper details a whole systems approach, acknowledging the impact of context on leadership and an approach to evaluating such complex initiatives.

  11. Historic Leadership.

    Science.gov (United States)

    Johnsen, Ellen F; Pohlman, Katherine J

    2017-03-01

    School nursing practice establishes itself in the midst of both education and nursing philosophies, ethics, standards, laws, and regulations. Treading these two worlds is difficult at times and requires that a school nurse possess a strong foundational knowledge base, seek professional collaboration, and navigate conflicting professional demands in order to promote student and public safety. This article is Part 2 of a four-part series that recounts the inspiring story of a school nurse, Ellen Johnsen, who did just that back in the 1980s in Broken Arrow, Oklahoma. Part 2 describes how Ellen's actions led the Broken Arrow Public Schools to revise its unsafe and illegal medication administration policy, which brought the policy into partial compliance with the nurse practice act but culminated in Ellen losing her job. The purpose of this series is to enhance understanding of the legal parameters governing school nurse practice, provide examples of ethical decision making, and review the challenges associated with serving as a leader.

  12. Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

    Science.gov (United States)

    Chiu, Chia-Yen Chad; Owens, Bradley P; Tesluk, Paul E

    2016-12-01

    The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  13. Spiritual character traits and leadership in the school workplace: An exploration of the relationship between spirituality and school leadership in some private and religiously affiliated schools in South Africa

    Directory of Open Access Journals (Sweden)

    Jaco S. Dreyer

    2014-08-01

    Full Text Available The South African educational system is in a crisis. This situation places huge demands on school principals and school management teams, and raises many theoretical and empirical questions. Transformational leadership is needed to deal with these challenges and complexities. Not all school leaders show the same level of transformational leadership. Some leaders conform more to other leadership styles. The aim of this article is to explore the relation between spiritual character traits and leadership styles from a theoretical and empirical perspective. The theoretical part focuses on the conceptualisation of leadership (styles and spirituality. The empirical research consists of a web-based survey conducted in some private and religiously affiliated schools in South Africa in 2011–2012. The Multifactor Leadership Questionnaire (MLQ and Cloninger’s shortened Temperament and Character Inventory (TCI-140 were used to measure leadership styles and spiritual traits respectively. Statistical procedures included confirmatory factor analysis, correlation (Pearson rho and regression analysis. Key findings are that leaders of private schools in South Africa mostly conform to a transformative leadership style, disagree with corrective leadership and strongly disagree with passive-avoidant leadership. Regarding the spiritual character traits they agree with self-transcendence and strongly agree with self-directedness. Spiritual character traits are strong predictors for transformational and passive-avoidant leadership. Higher levels of self-transcendence and self-directedness are strong predictors for transformational leadership. Our research suggests that traditional religious variables are less important as predictors of leadership style than spiritual character traits.

  14. Construction Project Leadership from the Perspective of Islam

    Directory of Open Access Journals (Sweden)

    MUHAMAD ROSDI SENAM

    2014-12-01

    Full Text Available Construction industry is continuously being accused with common issues such as low performance, corruptions, spillages, bad practices in addition to common project failures despite advances in project management tools and techniques. This further adds to the existing and increasing complex and multi-facets business environment in construction projects that has resulted in the increasing pressure and challenges faced by project leaders and project managers today. Researchers in project management literature calls for more project leadership research as leadership now is increasingly recognised as project success factor. Ethical dilemma and leadership crisis facing the project managers and business organisations reveals the shortcomings and inadequacies of the conventional non-Islamic leadership that is believed to be or that has not fully considered the religious, spiritual, moral and ethical dimensions. Examples of these theories of leadership are authentic leadership, servant leadership and ethical leadership. Therefore, recent trend from literature has implicitly suggested a new form of leadership for construction project manager which is spiritual, moral, values and ethical form of leadership. The uniqueness of Islam is that it does not separate religion and other aspects of human life activities. Construction and project activities are part of the whole economic and social transactions of a nation and thus it is part of Islam. Project management in particular leadership awaits divine intervention that is tied to God consciousness and accords with values and principles prescribed in the Quran and Sunnah. This research is intended to overcome the spiritual and religious shortcomings of the present leadership models by proposing an Islamic perspective of leadership for construction project manager.

  15. 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

  16. Hofstede cultural indexes and their impact on leadership styles in foreign companies operating in Puerto Rico

    Directory of Open Access Journals (Sweden)

    Eileen Ortiz Rivera

    2010-09-01

    Full Text Available This paper examines the relationship between “national culture” (cultural dimensions and leadership styles displayed by managers in foreign companies operating in Puerto Rico. In this study, the independent variable was “national culture” and the national culture index (Geert Hofstede, 1980 served as indicator. In contrast, leadership styles were the dependent variable measured using the Multifactor Leadership Questionnaire (MLQ (Bass and Avolio, 2004. Findings indicate that, overall, “national culture” resulted as a significant variation in transactional and transformational leadership styles employed by managers working in foreign companies operating in Puerto Rico.

  17. 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…

  18. Leadership development practices and hospital financial outcomes.

    Science.gov (United States)

    Crowe, Daniel; Garman, Andrew N; Li, Chien-Ching; Helton, Jeff; Anderson, Matthew M; Butler, Peter

    2017-08-01

    Affordable Care Act legislation is requiring leaders in US health systems to adapt to new and very different approaches to improving operating performance. Research from other industries suggests leadership development can be a helpful component of organizational change strategies; however, there is currently very little healthcare-specific research available to guide design and deployment. The goal of this exploratory study is to examine potential relationships between specific leadership development practices and health system financial outcomes. Results from the National Center for Healthcare Leadership survey of leadership development practices were correlated with hospital and health system financial performance data from the 2013 Medicare Cost Reports. A general linear regression model, controlling for payer mix, case-mix index, and bed size, was used to assess possible relationships between leadership practices and three financial performance metrics: operating margin, days cash on hand, and debt to capitalization. Statistically significant associations were found between hospital-level operating margins and 5 of the 11 leadership practices as well as the composite score. Relationships at the health system level, however, were not statistically significant. Results provide preliminary evidence of an association between hospital financial performance and investments made in developing their leaders.

  19. Leadership și management

    OpenAIRE

    Ioan LAZĂR

    2002-01-01

    This paper tries to highlight some concepts and approaches about the leadership process. Therefore the article presents the relationship between leadership and management. This relationship is based on concrete leadership which is functioning in the framework of human relation structures.

  20. Climate Leadership Awards and Conference

    Science.gov (United States)

    The seventh annual Climate Leadership Awards Dinner will be held during the 2018 Climate Leadership Conference; the event publicly recognize individuals and organizations for their outstanding leadership in reducing greenhouse gas emissions.

  1. Leadership Team | Water Power | NREL

    Science.gov (United States)

    Leadership Team Leadership Team Learn more about the expertise and technical skills of the water Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls

  2. 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

  3. Women And Leadership Roles

    OpenAIRE

    Parikh Indira J

    2003-01-01

    Women and Leadership Roles is culled from workshops conducted by Prof. Indira Parikh at the IIMA. From 1980 till date programmes exploring issues facing Women in Management are offered at the Institute. Issues surrounding leadership, work roles and authority are debated. The objectives are to explore the influence of the transformation of organisations on womens roles in the corporate world; to explore leadership roles and also individual life-spaces; to discover wholesome ways to actualise d...

  4. Leadership for product development

    DEFF Research Database (Denmark)

    Martensen, Anne; Dahlgaard, Jens Jørn

    1998-01-01

    by nonrecurring processes. Therefore, the general model requires an amplification and adjustment specific to this area. It will be discussed how the model can be suplemented with references to criterion parts and areas to address, especially relevant for a self-assessment of leadership in innovation. What should...... the criterion "leadership" comprise when the focus is on R and D? Eight new criterion parts will be discussed. It is believed, that the recommended approach will improve leadership for product development. Udgivelsesdato: JUL...

  5. Spiritual-based Leadership

    DEFF Research Database (Denmark)

    Pruzan, Peter

    2015-01-01

    Although far from mainstream, the concept of spiritual-based leadership is emerging as an inclusive and yet highly personal approach to leadership that integrates a leader’s inner perspectives on identity, purpose, responsibility and success with her or his decisions and actions in the outer world...... of business—and therefore it is also emerging as a significant framework for understanding, practicing, communicating and teaching the art and profession of leadership....

  6. Unified Leadership Development

    Science.gov (United States)

    2013-05-01

    leadership has failed when an Army Captain addresses her superior Brigadier General as “pappa panda sexy pants.”4 Given these examples of leadership...assessments by subordinates, peers, and senior leaders. The aspect of emotional intelligence bears on the leadership component of self-development and the...and manifests itself in devotion and “ bearing true faith and allegiance to the Constitution.”24 Leaders demonstrate loyalty to the Constitution

  7. Leadership theory and practice

    CERN Document Server

    Northouse, Peter G

    1997-01-01

    Leadership: Theory and Practice provides a description and analysis of a wide variety of different theoretical approaches to leadership, giving special attention to how each theory can be employed to improve leadership in real-world organizations. Written in a clear, concise manner, the first edition has been widely used in undergraduate and graduate courses in business, organizational communication, political science, public administration, training and development, and health services.

  8. JT Bachman Leadership Framework

    Science.gov (United States)

    2017-07-01

    DAHLGREN DIVISION NAVAL SURFACE WARFARE CENTER Dahlgren, Virginia 22448-5100 NSWCDD/MP-17/300 JT BACHMAN LEADERSHIP FRAMEWORK...REPORT TYPE Miscellaneous Publication 3. DATES COVERED (From - To) 27 Sept 2016 – 08 June 2017 4. TITLE AND SUBTITLE JT BACHMAN LEADERSHIP FRAMEWORK...distribution is unlimited. 13. SUPPLEMENTARY NOTES 14. ABSTRACT This document describes the leadership framework of a civil servant following

  9. Leadership at Antarctic Stations.

    Science.gov (United States)

    1987-03-01

    Claseification 6. No. Pegees LEADERSHIP AT ANTARTIC STATIONS hxIs i4 5, C =r~eta(C), 17 Rfs~W (R, Udusiied U)J 7. No Refs 8. Author(s) Edocumesnt I...whether there is a "best" approach to leadership at an Antartic Station and what leadership style may have the most to offer. 3~~ __ ___ Tipesis to be

  10. The nature of leadership

    OpenAIRE

    2012-01-01

    With contributions from leading authors in the most important areas of current research, this book provides insight into the streams that are driving leadership theory and practice today. The Nature of Leadership, Second Edition provides students with an updated and complete yet concise handbook that solidifies and integrates the vast and disparate leadership literature.Key Features of the Second Edition· Provides contributions from twenty-three subject-matter experts-ranging from the eminent...

  11. Historic Leadership.

    Science.gov (United States)

    Johnsen, Ellen F; Pohlman, Katherine J

    2017-01-01

    School nursing practice establishes itself in the midst of both education and nursing philosophies, ethics, standards, laws, and regulations. Treading these two worlds is difficult at times and requires that a school nurse possess a strong foundational knowledge base, seek professional collaboration, and navigate conflicting professional demands in order to promote student and public safety. This article is Part 1 of a four-part series that recounts the inspiring story of a school nurse, Ellen Johnsen, who did just that back in the 1980s in Broken Arrow, Oklahoma. Part 1 describes the upbringing and early career experiences that molded Ellen into a courageous and tenacious child advocate who rose to the challenge when she found herself in a school setting where tradition and policy were at odds with the nurse practice act and professional standards regarding medication administration. The purpose of this series is to enhance understanding of the legal parameters governing school nurse practice, provide examples of ethical decision making, and review the challenges associated with serving as a leader.

  12. Interactivity Leadership in a Global Economy

    Directory of Open Access Journals (Sweden)

    Ecaterina Necsulescu

    2011-05-01

    Full Text Available This paper aims to analyze the interaction of leadership more pronounced due to globalization, the business world, can no longer ignore the powerful cultural aspects of leadership. In other words, there are differences between leadership styles considered acceptable in a national culture or another. Looking at different models of leadership and differences between cultural norms, we find that in this increasingly globalized world, begin to crystallize several converging trends. Thus, "global leadership" that leaders who act in a multicultural environment would be useful following attributes and skills: charisma, aptitude for teamwork, openness to change, interest in political and socio-economic life of other countries; ability to retain good relations with people of other cultures, adaptability to new situations, ability to work in a multicultural team, etc. Foundation skills training exceptional global leadership is built from childhood through socialization experiences that influence cultural patterns, and also are influenced by them. Early managerial responsibilities and experience gained in international projects do not create skills for leadership in international environment, but they develop. Consequently, global leaders must create multicultural communities, creating a culture that goes over the differences between people and contains certain "guiding signals"-values and attitudes - which can be easily understood by employees from different cultural groups. Thus, global leadership development program does not focus exclusively on understanding and acceptance of cultural diversity, but goes further, making the people realize they need a common organizational culture. Globalization requires many changes in the economy, communication, political structures, in all areas of personal and organizational-among them such essential processes of cultural convergence and diversification.

  13. Developing Leadership Behaviour

    DEFF Research Database (Denmark)

    Sørensen, Peter

    Managers in the public sector act in a political context full of dilemmas. Nevertheless, they must show courage, efficiency, make difficult decisions, prioritize and produce results for the citizens. This seems to demand new and/or better ways of leading the public sector. Leadership development......, education and training are some of the tools, which are often used to renew, rethink and restructure leadership as well as management. The purpose of this dissertation is to examine the impact of formal leadership education on developing public leadership behaviour....

  14. Managing Leadership Stress

    CERN Document Server

    Bal, Vidula; McDowell-Larsen, Sharon

    2011-01-01

    Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less . . . and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to look for and having a strategy for increasing your resources will help you manage leadership stress and be more effective over a long career.Table of ContentsThe Stress of Leadership 7Why Is Leadership Stressful? 8Stress Assessment 13When Stress Is Wh

  15. Misconceiving medical leadership.

    Science.gov (United States)

    Parker, Malcolm

    2013-01-01

    Medical leadership and leadership education have recently emerged as subjects of an expanding though as yet uncritical literature. Considerable attention is being given to the development of courses and electives, together with some proposals for generalizing these offerings to all medical students and doctors. This article briefly sketches this development and its derivation from business and corporate leadership models and accompanying literature, and subjects its adoption by medicine to critical scrutiny. Putative motivations for these developments are discussed, and an alternative explanation is offered, tied to the loss of physician status. The nature of leadership as complex, emergent, and unpredictable has been ignored in the promotion of medical leadership and leadership training, and this is reflected in the false assumption that leadership in medicine is something that can be taught. Although the leadership literature is beginning to recognize these complex aspects of leadership, so far their implications have not been acknowledged. This article aims to stimulate further analytic discussion of this under-theorized aspect of medicine.

  16. 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...

  17. Return on investment in healthcare leadership development programs.

    Science.gov (United States)

    Jeyaraman, Maya M; Qadar, Sheikh Muhammad Zeeshan; Wierzbowski, Aleksandra; Farshidfar, Farnaz; Lys, Justin; Dickson, Graham; Grimes, Kelly; Phillips, Leah A; Mitchell, Jonathan I; Van Aerde, John; Johnson, Dave; Krupka, Frank; Zarychanski, Ryan; Abou-Setta, Ahmed M

    2018-02-05

    Purpose Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of leadership development programs. To ensure a return on the huge investments made, evidence-based approaches are needed to assess the impact of leadership on health-care establishments. As a part of a pan-Canadian initiative to design an effective evaluative instrument, the purpose of this paper was to identify and summarize evidence on health-care outcomes/return on investment (ROI) indicators and metrics associated with leadership quality, leadership development programs and existing evaluative instruments. Design/methodology/approach The authors performed a scoping review using the Arksey and O'Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail. Originality/value This review provides a snapshot in time of the current evidence on ROI indicators and metrics associated with leadership. Summarized ROI indicators and metrics can be used to design an effective evaluative instrument to assess the impact of leadership on health-care organizations.

  18. Making Time for Instructional Leadership. Appendices

    Science.gov (United States)

    Goldring, Ellen; Grissom, Jason A.; Neumerski, Christine M.; Murphy, Joseph; Blissett, Richard; Porter, Andy

    2015-01-01

    This three-volume report describes the "SAM (School Administration Manager) process," an approach that about 700 schools around the nation are using to direct more of principals' time and effort to improve teaching and learning in classrooms. Research has shown that a principal's instructional leadership is second only to teaching among…

  19. Principals' Leadership Styles and Student Achievement

    Science.gov (United States)

    Harnish, David Alan

    2012-01-01

    Many schools struggle to meet No Child Left Behind's stringent adequate yearly progress standards, although the benchmark has stimulated national creativity and reform. The purpose of this study was to explore teacher perceptions of principals' leadership styles, curriculum reform, and student achievement to ascertain possible factors to improve…

  20. Integrating Leadership Processes: Redefining the Principles Course.

    Science.gov (United States)

    Neff, Bonita Dostal

    2002-01-01

    Revamps the principles of a public relations course, the first professional course in the public relations sequence, by integrating a leadership process and a service-learning component. Finds that more students are reflecting the interpersonal and team skills desired in the 1998 national study on public relations. (SG)

  1. The Mentoring Experience: Leadership Development Program Perspectives

    Science.gov (United States)

    Lamm, Kevan W.; Sapp, Rochelle; Lamm, Alexa J.

    2017-01-01

    Using a semi-structured interview approach, ten mentors from a leadership development program focused on building leaders in Colleges of Agriculture and Life Sciences across the nation provided insights regarding their mentoring method, process, and experiences. Mentors interviewed agreed the mentoring process was beneficial for themselves as well…

  2. Educational Curriculum Leadership as "Currere" and Praxis

    Science.gov (United States)

    Bogotch, Ira; Schoorman, Dilys; Reyes-Guerra, Daniel

    2017-01-01

    The article provides a century-long sociocultural history as it relates to curriculum and educational leadership. Not every historical dialogue between the two fields has been productive: that is, in addition to holding this complicated conversation, there needs to be a focus on the meanings of the public good inside national contexts, in our…

  3. Leadership Development for Aspiring Community College Presidents

    Science.gov (United States)

    Bagadiong, Neil Soriano

    2013-01-01

    Several longitudinal reports predicted a potential crisis in the nation's community college system: a leadership gap due to a sizeable number of retirements of presidents and other high ranking college leaders. First reported at the beginning of 2000, the gap continues to grow, and recent research highlights the continuing trend. In the near…

  4. A Case Study of Culturally Relevant School-Based Programming for First Nations Youth: Improved Relationships, Confidence and Leadership, and School Success

    Science.gov (United States)

    Crooks, Claire V.; Burleigh, Dawn; Snowshoe, Angela; Lapp, Andrea; Hughes, Ray; Sisco, Ashley

    2015-01-01

    Schools are expected to promote social and emotional learning skills among youth; however, there is a lack of culturally-relevant programming available. The Fourth R: Uniting Our Nations programs for Aboriginal youth include strengths-based programs designed to promote healthy relationships and cultural connectedness, and improve school success…

  5. Evaluation of a Leadership Program for First Nations, Métis, and Inuit Youth: Stories of Positive Youth Development and Community Engagement

    Science.gov (United States)

    Halsall, Tanya; Forneris, Tanya

    2018-01-01

    First Nations, Métis, and Inuit (FNMI) youth experience many health disparities in comparison with their mainstream Canadian peers. Researchers have recommended that interventions developed to enhance health and well-being for FNMI youth apply a strengths-based approach that acknowledges contextual challenges. This article uses a qualitative…

  6. Situational theory of leadership.

    Science.gov (United States)

    Waller, D J; Smith, S R; Warnock, J T

    1989-11-01

    The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.

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

    OpenAIRE

    Martin Lacroix; Armin Pircher Verdorfer

    2017-01-01

    This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidanc...

  8. Reflections on Leadership and Governance from the Incident Manager of Liberia's Ebola Response.

    Science.gov (United States)

    Nyenswah, Tolbert

    The 2014-2016 epidemic of Ebola virus disease occurred in a region with a recent history of civil war, unstable health systems, and widespread poverty. Despite these contextual challenges, the national Ebola response in Liberia controlled transmission under strong leadership that was able to rapidly coordinate activities, to manage local and international players, and to adapt upon recognizing missteps. Such leadership has persisted to improve public health capacity in post-Ebola Liberia. This article highlights the progress made toward developing a resilient health security system with capacity to prevent, detect, and respond to disease threats before they reach epidemic level. In particular, Liberia's development of a Global Health Security Agenda roadmap, a Joint External Evaluation (JEE) report for International Health Regulation (2005) core capacities, and recent establishment of a National Public Health Institute are described. To better protect the country's population and the greater global community from health threats, emerging institutions and policies in Liberia will depend on leadership and governance that draws from the successes and lessons learned during the Ebola outbreak. The author provides insight based on his role as incident manager of Liberia's Ebola response.

  9. Leadership Preferences of Adolescent Players in Sport: Influence of Coach Gender.

    Science.gov (United States)

    Cruz, Angelita B; Kim, Hyun-Duck

    2017-06-01

    The authors investigated the coaching behavior preferences and the relationships of these preferences with variables such as gender, type of sport, playing experience, competitive level, and coach gender among young athletes in the national badminton league. Participants were 167 elementary and high school badminton players (91 girls and 76 boys; age range = 9-18 years; M = 13.5 (SD = 2.22) years) competing in the badminton event of a national league. Players' preferences for coaching behavior were measured using athlete preference version of the LSS to evaluate the five dimensions of leadership behavior in a sporting context. Notably, young athletes strongly preferred training and instruction, followed by positive feedback, democratic behavior, social support, and autocratic behavior. An interaction effect of athlete and coach gender on the leadership dimensions of democratic behavior, autocratic behavior, and social support was found. Male athletes with female coaches preferred more democratic behavior, autocratic behavior, and social support behavior than did those with male coaches. Conversely, female players with male coaches favored more democratic behavior, autocratic behavior, and social support than did those with female coaches. This study provides valuable insight into understanding the dynamics of sport leadership environments among young athletes, and how crucial is the role of coach's gender in the athlete-coach dyad interaction.

  10. Leadership Preferences of Adolescent Players in Sport: Influence of Coach Gender

    Directory of Open Access Journals (Sweden)

    Angelita B. Cruz, Hyun-Duck Kim

    2017-06-01

    Full Text Available The authors investigated the coaching behavior preferences and the relationships of these preferences with variables such as gender, type of sport, playing experience, competitive level, and coach gender among young athletes in the national badminton league. Participants were 167 elementary and high school badminton players (91 girls and 76 boys; age range = 9–18 years; M = 13.5 (SD = 2.22 years competing in the badminton event of a national league. Players’ preferences for coaching behavior were measured using athlete preference version of the LSS to evaluate the five dimensions of leadership behavior in a sporting context. Notably, young athletes strongly preferred training and instruction, followed by positive feedback, democratic behavior, social support, and autocratic behavior. An interaction effect of athlete and coach gender on the leadership dimensions of democratic behavior, autocratic behavior, and social support was found. Male athletes with female coaches preferred more democratic behavior, autocratic behavior, and social support behavior than did those with male coaches. Conversely, female players with male coaches favored more democratic behavior, autocratic behavior, and social support than did those with female coaches. This study provides valuable insight into understanding the dynamics of sport leadership environments among young athletes, and how crucial is the role of coach’s gender in the athlete–coach dyad interaction.

  11. Leadership mentoring and succession in the Charismatic churches in Bushbuckridge

    Directory of Open Access Journals (Sweden)

    Richard M. Ngomane

    2014-08-01

    Full Text Available Leadership mentoring and succession programmes are critical in the development and preparation of emerging leaders for leadership transitions. By virtue of their one-founder-leaders whose special leadership talents are usually celebrated by their followers, Charismatic church leaders may fail to identify and develop young emerging leaders who may be equally gifted to prepare them for leadership succession. This quantitative study investigated the state of leadership mentoring and succession programmes in the Charismatic churches in Bushbuckridge, Mpumalanga, South Africa (Bushbuckridge is one of five local municipalities in the Ehlazeni District Municipality situated in the north-east of the Mpumalanga province in South Africa. It borders private game ranches and the Kruger National Park. A population of 287 respondents drawn from 48 churches from rural and urban locations was assessed. Many of them (85% were reported to have leadership mentoring programmes in their congregations and 72% of them reported that they had leadership succession programmes in place. Location was found to have no statistically significant effect on leadership mentoring. Gender and education levels were reported to have a statistically significant effect in describing leadership mentoring. Charismatic groupings in Bushbuckridge believe and take the Bible seriously as authoritative for faith, life and ministry. We therefore think it is appropriate to include in this article a relevant illustrative text – 2 Timothy 2:1–3.

  12. Implementation of lean leadership

    Directory of Open Access Journals (Sweden)

    Trenkner Małgorzata

    2016-12-01

    Full Text Available The Toyota case proves that lean leadership is of critical importance for the successful implementation and permanent functioning of Lean Production System. There is no ready formula for developing Toyota style lean leadership. However, one may gain inspiration from its experience.

  13. Conceptualizing leadership across cultures

    NARCIS (Netherlands)

    Dickson, M.W.; Castaño, N.; Magomaeva, A.; den Hartog, D.N.

    2012-01-01

    In this article, we summarize research on how the meaning of leadership varies systematically across cultures, and describe the conflict in the literature between the quest for universals and the identification of cultural contingencies in leadership theory. We review the literature on the

  14. Power and leadership

    DEFF Research Database (Denmark)

    Fogsgaard, Morten Kusk; Elmholdt, Claus Westergård

    2016-01-01

    of this contribution is to emphasize the dynamics of power and leadership relations in organizations. Power is traditionally defined as forms of influence based on the execution of control and sanctions (Hatch 2011; Fogsgaard and Elmholdt 2014). However, in relation to leadership, this definition is insufficient...

  15. Customer Innovation Process Leadership

    DEFF Research Database (Denmark)

    Lindgren, Peter; Jørgensen, Jacob Høj; Goduscheit, René Chester

    2007-01-01

    Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been on diffe......Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been...... on different types of organisational setup to the product development model and process. The globalization and enhanced competitive markets are however changing the innovation game and the challenge to innovation leadership Excellent product development innovation and leadership seems not any longer to enough...... another outlook to future innovation leadership - Customer Innovation Process Leadership - CIP-leadership. CIP-leadership moves the company's innovation process closer to the customer innovation process and discusses how companies can be involved and innovate in customers' future needs and lead...

  16. The Romance of Leadership.

    Science.gov (United States)

    Meindl, James R.; And Others

    1985-01-01

    The attributional perspective on leadership, which suggests the social construction of organizational realities attributes to leadership the activities and outcomes of organizations, was supported by the results of three archival studies and a series of experimental studies. Tables, figures, and 64 references are provided. (DCS)

  17. Technical Leadership Development Program

    Science.gov (United States)

    2014-04-30

    will be focused on their view of the pros / cons of the ‘how’ they are going about their assigned task as opposed to ‘what’ they are proposing. As...Leadership Style (Y) M4.0 Simula on 1- Leadership Value Proposi on (Y) Some hidden (secret) mo va ons for roles in scenarios/vigne es Develop SWOT

  18. Synchronicity and Leadership

    NARCIS (Netherlands)

    Merry, Philip

    2017-01-01

    LAY SUMMARY SYNCHRONICITY AND LEADERSHIP TILBURG PHD DISSERTATION, PHILIP MERRY World’s First PhD to Research Synchronicity And Leadership Using Grounded Theory OUT OF THE BLUE COINCIDENCES: research topic Most people have had the experience of thinking of someone and then, almost magically have

  19. Leadership and Diversity

    Science.gov (United States)

    Coleman, Marianne

    2012-01-01

    As part of the special edition recognizing the 40th anniversary of "Educational Management Administration & Leadership" this article reviews the coverage of leadership and diversity issues in the journal. The majority of articles concerning diversity have focused on gender, with attention turning to the wider concept of diversity since the year…

  20. Push-Back Leadership.

    Science.gov (United States)

    Tetenbaum, Toby J.; Tetenbaum, Hilary

    2003-01-01

    Describes push-back leadership, a model of leadership based on the work of Ronald Heifetz and Martin Linksky. Argues that the two key roles of the leader are to give the work back to people and to keep them within a healthy range of disequilibrium that generates creativity and innovation to solve organizational problems. (Author/LRW)

  1. Attitude toward Visionary Leadership.

    Science.gov (United States)

    Lesourd, Sandra J.; And Others

    1992-01-01

    Formulates descriptive research findings into a utilitarian tool for principal leadership development programs. An instrument measuring attitude toward a (visionary) leadership ideal was developed, administered, and analyzed. Previous research findings were summarized. Results showed that the instrument would help assess individual acceptance of…

  2. Leadership and Followership

    Science.gov (United States)

    Frew, David R.

    1977-01-01

    Describes the Leadership and Followership Style Test, which resulted from diverse areas of management theory (including the question of autocratic versus democratic styles of leadership). In the form of a questionnaire, it has become a valuable training and learning device for supervisors to isolate their particular styles and approaches to…

  3. Comparing Educational Leadership Research

    Science.gov (United States)

    Moos, Lejf

    2013-01-01

    Educational leadership practice is embedded and shaped in its own context. However, contemporary policy makers are keen to use research findings from multiple educational systems to produce overall, generic models of best leadership practice. Therefore, research needs to encompass analyses of the political, societal, cultural, and institutional…

  4. Behavioral approach to leadership

    NARCIS (Netherlands)

    Piccolo, R.F.; Buengeler, C.; Griffin, R.W.

    2013-01-01

    After several decades of leadership research that attempted to identify the specific and unique traits characteristic of those in supervisory positions, academic research shifted to pursue the patterns of behavior exhibited by those who were influential in and around positions of formal leadership.

  5. An Emerging Integrated Middle-Range Theory on Asian Women's Leadership in Nursing.

    Science.gov (United States)

    Im, Eun-Ok; Broome, Marion E; Inouye, Jillian; Kunaviktikul, Wipada; Oh, Eui Geum; Sakashita, Reiko; Yi, Myungsun; Huang, Lian-Hua; Tsai, Hsiu-Min; Wang, Hsiu-Hung

    2018-02-01

    Asian cultures reflect patriarchal cultural values and attitudes, which likely have influenced women leaders in their countries differently from women in Western cultures. However, virtually no leadership theories have been developed to reflect the experiences and development of nursing leaders from Asian cultures. The purpose of this article is to present an emerging integrated middle-range theory on Asian women's leadership in nursing. Using an integrative approach, the theory was developed based on three major sources: the leadership frames of Bolman and Deal, literature reviews, and exemplars/cases from five different countries. The theory includes two main domains (leadership frames and leadership contexts). The domain of leadership frames includes human resources/networks, structure/organization, national/international politics, and symbols. The domain of leadership contexts includes cultural contexts, sociopolitical contexts, and gendered contexts. This theory will help understand nursing leadership in Asian cultures and provide directions for future nurse leaders in this ever-changing globalized world.

  6. Teachers' reflections on distributive leadership in public primary schools in Soweto

    Directory of Open Access Journals (Sweden)

    Suraiya R Naicker

    2013-01-01

    Full Text Available Schooling has become increasingly complex in purpose and structure and therefore requires appropriate forms of leadership to address this challenge. One current leadership approach that is receiving national and global attention is distributive leadership. A qualitative approach was employed to investigate teachers' experiences and perceptions of the practice of distributive leadership in public primary schools in Soweto. Soweto is a township in Johannesburg, South Africa, which comprises predominantly black African residents. The findings revealed that leadership in Soweto primary schools is rooted in classical leadership practices and that any potential for the practice of distributive leadership is hindered by autocratic styles of leadership, hierarchical structures, and non-participative decision-making.

  7. Leadership set-up

    DEFF Research Database (Denmark)

    Thude, Bettina Ravnborg; Stenager, Egon; von Plessen, Christian

    2018-01-01

    . Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader...... could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish...... and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff....

  8. Leadership Identity Development through an Interdisciplinary Leadership Minor

    Science.gov (United States)

    Sorensen, Tyson J.; McKim, Aaron J.; Velez, Jonathan J.

    2016-01-01

    Leadership development among postsecondary students can occur through a variety of experiences; one such experience is a leadership minor. The purpose of this descriptive interpretive study was to analyze students' experiences while enrolled in a leadership minor with a focus on exploring evidence of leadership identity development. By exploring…

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

    Science.gov (United States)

    McKim, Aaron J.; Velez, Jonathan J.

    2017-01-01

    Linking specific learning experiences to leadership development has the potential to enhance leadership education. In this study, we sought to link student growth in 13 leadership areas to specific learning experiences within a leadership development program. We measured development within the 13 areas by comparing the perceived needs of students…

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

    Science.gov (United States)

    Edwards, Alexander Kyei; Aboagye, Samuel Kwadwo

    2015-01-01

    The Ghana Education Service (GES) is facing challenges in school leadership and hence a lot of criticisms on basic school performances. The issue is whether school leadership relates to school performances and that there is the need for transformation leadership. The purpose of this study was to discuss self-reported leadership practices…

  11. Can complexity science inform physician leadership development?

    Science.gov (United States)

    Grady, Colleen Marie

    2016-07-04

    Purpose The purpose of this paper is to describe research that examined physician leadership development using complexity science principles. Design/methodology/approach Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions). Findings Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician's relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development. Practical Implications This research provides practical

  12. 'Good ethics and moral standing': a qualitative study of aesthetic leadership in clinical nursing practice.

    Science.gov (United States)

    Mannix, Judy; Wilkes, Lesley; Daly, John

    2015-06-01

    To explore how aesthetic leadership is embodied by clinical leaders in the nursing workplace. A number of different leadership styles have been developed, theorised and applied to the nursing workforce over the years. Many of these styles lack an explicit moral dimension in their identified leader attributes, due to a shift in theorising of leadership to focus on the impact of leader traits on followers. It is timely to look at aesthetic leadership, with its explicit moral dimension, as a way of improving outcomes for nurses, patients and health care organisations. Qualitative design, using conversation-style interviews with experienced registered nurses in designated clinical leadership roles. Twelve experienced registered nurses who worked in designated clinical leadership roles participated in an individual, digitally recorded, semi-structured conversation-style interview. Narrative data were transcribed and subject to thematic analysis. Three main themes emerged: 'True to their beliefs': embodying principled practice; 'Not all policies fit every patient': ethical leadership in ambiguous situations; and 'Being open to people's concerns': providing fair and just solutions. A strong moral compass shaped and guided participants' day-to-day clinical leadership activities. Participants provided a rich narrative on how aesthetic leadership is embodied in the clinical nursing setting. It was evident that their clinical leadership is shaped and guided by a strong moral compass. By incorporating into their practice an aesthetic world-view with its strong moral purpose, participants in this study have shown how aesthetic leadership can enhance the clinical nursing workplace. Nurses in the clinical setting value clinical leaders who embrace and operate with a strong moral compass. Aesthetic leadership, with its explicit strong moral purpose, offers a way of incorporating morality into clinical leadership in the nursing workplace. © 2015 John Wiley & Sons Ltd.

  13. Leadership and the Church: The Impact of Shifting Leadership Constructs

    Directory of Open Access Journals (Sweden)

    Douglas Gautsch

    2016-01-01

    Full Text Available The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history.  One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself. This difficulty is accentuated in this work because of the shifting organizational structures and follower perceptions. The case details follower attributed charismatic leadership traits, and then provides a robust discussion on the impact of shifting organizational constructs.

  14. Spiritual leadership at the workplace: Perspectives and theories.

    Science.gov (United States)

    Meng, Yishuang

    2016-10-01

    Leadership has always been an area of interest since time immemorial. Nevertheless, scientific theories regarding leadership started to appear only from the beginning of the 20th century. Modern theories of leadership such as strategic leadership theory emerged as early as the 1980s when outdated theories of behavioral contingency were questioned, resulting in the beginning of a shift in focus leading to the emergence of modern theories hypothesizing the importance of vision, motivation and value-based control of clan and culture. Value-driven clan control emphasizes the importance of the role played by employees in a rapidly changing work environment. Therefore, the 21st century marked the rise of the need to establish a culture driven by values, inspiring the workforce to struggle and strongly seek a shared vision. This can be accomplished by an effective and motivating leadership.

  15. Leadership and safety culture. Leadership for safety

    International Nuclear Information System (INIS)

    Fischer, Erwin; Nithack, Eckhard

    2016-01-01

    The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.

  16. Quality leadership skills Standards of Leadership Behavior

    CERN Document Server

    Leatherman, Richard W

    2008-01-01

    Would you like to really know how to empower employees to take greater charge over their careers? To teach employees how to take more responsibility for their performance appraisals? To delegate work to employees? You'll get clear direction in Quality Leadership - a practical manual that addresses today's need for quality performance and gives techniques for handling a wide array of employee problems. This how-to-do-it resource for new and future leaders explains basic leadership tasks in a simple, step-by-step manner. It is full of practical advice - not theories - and outlines clear standard

  17. Leadership and safety culture. Leadership for safety

    Energy Technology Data Exchange (ETDEWEB)

    Fischer, Erwin; Nithack, Eckhard [PreussenElektra GmbH, Hannover (Germany)

    2016-08-15

    The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.

  18. Antagonistic neural networks underlying differentiated leadership roles

    Science.gov (United States)

    Boyatzis, Richard E.; Rochford, Kylie; Jack, Anthony I.

    2014-01-01

    The emergence of two distinct leadership roles, the task leader and the socio-emotional leader, has been documented in the leadership literature since the 1950s. Recent research in neuroscience suggests that the division between task-oriented and socio-emotional-oriented roles derives from a fundamental feature of our neurobiology: an antagonistic relationship between two large-scale cortical networks – the task-positive network (TPN) and the default mode network (DMN). Neural activity in TPN tends to inhibit activity in the DMN, and vice versa. The TPN is important for problem solving, focusing of attention, making decisions, and control of action. The DMN plays a central role in emotional self-awareness, social cognition, and ethical decision making. It is also strongly linked to creativity and openness to new ideas. Because activation of the TPN tends to suppress activity in the DMN, an over-emphasis on task-oriented leadership may prove deleterious to social and emotional aspects of leadership. Similarly, an overemphasis on the DMN would result in difficulty focusing attention, making decisions, and solving known problems. In this paper, we will review major streams of theory and research on leadership roles in the context of recent findings from neuroscience and psychology. We conclude by suggesting that emerging research challenges the assumption that role differentiation is both natural and necessary, in particular when openness to new ideas, people, emotions, and ethical concerns are important to success. PMID:24624074

  19. Antagonistic Neural Networks Underlying Differentiated Leadership Roles

    Directory of Open Access Journals (Sweden)

    Richard Eleftherios Boyatzis

    2014-03-01

    Full Text Available The emergence of two distinct leadership roles, the task leader and the socio-emotional leader, has been documented in the leadership literature since the 1950’s. Recent research in neuroscience suggests that the division between task oriented and socio-emotional oriented roles derives from a fundamental feature of our neurobiology: an antagonistic relationship between two large-scale cortical networks -- the Task Positive Network (TPN and the Default Mode Network (DMN. Neural activity in TPN tends to inhibit activity in the DMN, and vice versa. The TPN is important for problem solving, focusing of attention, making decisions, and control of action. The DMN plays a central role in emotional self-awareness, social cognition, and ethical decision making. It is also strongly linked to creativity and openness to new ideas. Because activation of the TPN tends to suppress activity in the DMN, an over-emphasis on task oriented leadership may prove deleterious to social and emotional aspects of leadership. Similarly, an overemphasis on the DMN would result in difficulty focusing attention, making decisions and solving known problems. In this paper, we will review major streams of theory and research on leadership roles in the context of recent findings from neuroscience and psychology. We conclude by suggesting that emerging research challenges the assumption that role differentiation is both natural and necessary, in particular when openness to new ideas, people, emotions, and ethical concerns are important to success.

  20. Barriers and enablers to academic health leadership.

    Science.gov (United States)

    Bharwani, Aleem; Kline, Theresa; Patterson, Margaret; Craighead, Peter

    2017-02-06

    Purpose This study sought to identify the barriers and enablers to leadership enactment in academic health-care settings. Design/methodology/approach Semi-structured interviews ( n = 77) with programme stakeholders (medical school trainees, university leaders, clinical leaders, medical scientists and directors external to the medical school) were conducted, and the responses content-analysed. Findings Both contextual and individual factors were identified as playing a role in affecting academic health leadership enactment that has an impact on programme development, success and maintenance. Contextual factors included sufficient resources allocated to the programme, opportunities for learners to practise leadership skills, a competent team around the leader once that person is in place, clear expectations for the leader and a culture that fosters open communication. Contextual barriers included highly bureaucratic structures, fear-of-failure and non-trusting cultures and inappropriate performance systems. Programmes were advised to select participants based on self-awareness, strong communication skills and an innovative thinking style. Filling specific knowledge and skill gaps, particularly for those not trained in medical school, was viewed as essential. Ineffective decision-making styles and tendencies to get involved in day-to-day activities were barriers to the development of academic health leaders. Originality/value Programmes designed to develop academic health-care leaders will be most effective if they develop leadership at all levels; ensure that the organisation's culture, structure and processes reinforce positive leadership practices; and recognise the critical role of teams in supporting its leaders.

  1. Antagonistic neural networks underlying differentiated leadership roles.

    Science.gov (United States)

    Boyatzis, Richard E; Rochford, Kylie; Jack, Anthony I

    2014-01-01

    The emergence of two distinct leadership roles, the task leader and the socio-emotional leader, has been documented in the leadership literature since the 1950s. Recent research in neuroscience suggests that the division between task-oriented and socio-emotional-oriented roles derives from a fundamental feature of our neurobiology: an antagonistic relationship between two large-scale cortical networks - the task-positive network (TPN) and the default mode network (DMN). Neural activity in TPN tends to inhibit activity in the DMN, and vice versa. The TPN is important for problem solving, focusing of attention, making decisions, and control of action. The DMN plays a central role in emotional self-awareness, social cognition, and ethical decision making. It is also strongly linked to creativity and openness to new ideas. Because activation of the TPN tends to suppress activity in the DMN, an over-emphasis on task-oriented leadership may prove deleterious to social and emotional aspects of leadership. Similarly, an overemphasis on the DMN would result in difficulty focusing attention, making decisions, and solving known problems. In this paper, we will review major streams of theory and research on leadership roles in the context of recent findings from neuroscience and psychology. We conclude by suggesting that emerging research challenges the assumption that role differentiation is both natural and necessary, in particular when openness to new ideas, people, emotions, and ethical concerns are important to success.

  2. Testing strong interaction theories

    International Nuclear Information System (INIS)

    Ellis, J.

    1979-01-01

    The author discusses possible tests of the current theories of the strong interaction, in particular, quantum chromodynamics. High energy e + e - interactions should provide an excellent means of studying the strong force. (W.D.L.)

  3. Improving clinical leadership and management in the NHS

    Directory of Open Access Journals (Sweden)

    Nicol ED

    2012-08-01

    Full Text Available Edward D Nicol1,21Department of Cardiology, Royal Brompton Hospital and Harefield NHS Trust, London, United Kingdom; 2Clinical Leadership Academy, School of Medicine, Keele University, Staffordshire, United KingdomAbstract: The National Health Service (NHS is one of the UKs most cherished but political public institutions, providing healthcare, free at the point of delivery. The English NHS must make £20bn efficiency savings in the next 3 years whilst in the midst of fundamental structural change outlined in the government's Health and Social Care Bill. This paper will explore the history of leadership and management in the NHS; the evolution of clinical leadership; national strategies to improve NHS clinical and managerial leadership and Lord Darzi's pivotal NHS review. It defines the kind of leadership and management required for today's NHS, looking to overcome some of the main challenges such as improving healthcare quality whilst making efficiency savings and engaging grass roots workers to deliver sustainable, long term improvements. Finally this manuscript makes suggestions as to where future investment is required to improve clinical leadership and management in the NHS.Keywords: clinical leadership, healthcare management, national health service

  4. Self-determining medical leadership needs of occupational health physicians.

    Science.gov (United States)

    Giri, Prosenjit; Aylott, Jill; Kilner, Karen

    2017-10-02

    Purpose The purpose of this study was to explore which factors motivate doctors to engage in leadership roles and to frame an inquiry of self-assessment within Self-Determination Theory (SDT) to identify the extent to which a group of occupational health physicians (OHPs) was able to self-determine their leadership needs, using a National Health Service (NHS) England competency approach promoted by the NHS England Leadership Academy as a self-assessment leadership diagnostic. Medical leadership is seen as crucial to the transformation of health-care services, yet leadership programmes are often designed with a top-down and centrally commissioned "one-size-fits-all" approach. In the UK, the Smith Review (2015) concluded that more decentralised and locally designed leadership development programmes were needed to meet the health-care challenges of the future. However, there is an absence of empirical research to inform the design of effective strategies that will engage and motivate doctors to take up leadership roles, while at the same time, health-care organisations continue to develop formal leadership roles as a way to secure medical leadership engagement. The problem is further compounded by a lack of validated leadership qualities assessment instruments which support researching this problem. Design/Methodology/approach The analysis draws on a sample of about 25 per cent of the total population size of the Faculty of Occupational Medicine ( n = 1,000). The questionnaire used was the Leadership Qualities Framework tool as a form of online self-assessment ( NHS Leadership Academy, 2012 ). The data were analysed using descriptive statistics and simple inferential methods. Findings OHPs are open about reporting their leadership strengths and leadership development needs and recognise leadership learning as an ongoing development need regardless of their level of personal competence. This study found that the single most important factor to affect a doctor

  5. Network Leadership: An Emerging Practice

    Science.gov (United States)

    Tremblay, Christopher W.

    2012-01-01

    Network leadership is an emerging approach that can have an impact on change in education and in society. According to Merriam-Webster (2011), a network is "an interconnected or interrelated chain, group, or system." Intentional interconnectedness is what separates network leadership from other leadership theories. Network leadership has the…

  6. University of Maryland MRSEC - Leadership

    Science.gov (United States)

    . University of Maryland Materials Research Science and Engineering Center Home About Us Leadership MRSEC Templates Opportunities Search Home » About Us » Leadership Leadership Reutt-Robey photo Janice from the College of Arts and Humanities at UMD. Historical Leadership Ellen Williams MRSEC Director

  7. School Leadership: Constitution and Distribution

    Science.gov (United States)

    Vennebo, Kirsten Foshaug; Ottesen, Eli

    2012-01-01

    Leadership is currently viewed as a guarantee for educational quality and reforms, as a crucial component for schools' capacity building and as a major contributor to the transformation of practices. Although an array of leadership studies report on the need for leadership by demonstrating what leaders must do or how leadership practices should be…

  8. Development of managerial leadership skills

    OpenAIRE

    VEJVODOVÁ, Klára

    2013-01-01

    This work summarizes the most important theoretical approaches of leadership, describes the main styles leadership styles and task of managers in the organization, influences on the effectiveness of leadership, and how to develop leadership skills. The practical part applies this knowledge in practice and provides the particular company guidance of management development on the basis of data collected by questionnaire survey.

  9. Distributed Leadership: Friend or Foe?

    Science.gov (United States)

    Harris, Alma

    2013-01-01

    Distributed leadership is now widely known and variously enacted in schools and school systems. Distributed leadership implies a fundamental re-conceptualisation of leadership as practice and challenges conventional wisdom about the relationship between formal leadership and organisational performance. There has been much debate, speculation and…

  10. Strong Motion Earthquake Data Values of Digitized Strong-Motion Accelerograms, 1933-1994

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — The Strong Motion Earthquake Data Values of Digitized Strong-Motion Accelerograms is a database of over 15,000 digitized and processed accelerograph records from...

  11. Culture And Leadership: The Case Of Romania

    Directory of Open Access Journals (Sweden)

    Raluca-Elena Hurduzeu

    2015-07-01

    Full Text Available Globalization and internationalization lead to the development of a general image of good and effective leadership which influence the local leadership styles and the behavior of leaders. The latter must overcome the conflict between the desire to implement corporate standards which are internationally valid and the need to act locally in terms of organizational culture, business environment and leadership style. The knowledge of the national peculiarities and traditions, the understanding of their heritage and background, coming to grips with them are key-success factors for international co-operations and/or joint-ventures in today’s competitive world. The aim of this paper is to explore the connection between the organizational culture and the leadership style and aims to develop a better understanding of the Romanian leadership. It also provides important information and ideas on the leadership styles practiced in the companies within Romania. The study presents the research findings on the Romanian leadership style and connects it to the political, economic and cultural influences. As far as Romania is concerned, although the variations in the cultural configurations are of a great diversity and complexity, we may, however, identify two distinct types of organizational culture, supporting the hypothesis that these two categories are the extremes of a continuum with a wide variety of expression: a culture of ‘bureaucratic’ type, typical for: state-owned companies, former state firms in the post-privatisation period and the culture of ‘entrepreneurial’ type, in the process of formation, typical for the private companies formed after 1989. The most important problems that appear in the case of the multinational companies refer to the compensation values, sacred and taboo, the management of the gradual conflicts, etnocentrism, affiliation, faulty conciliation and naive realism. The leaders must learn to analyze the cultural

  12. 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

  13. Complexity leadership: a healthcare imperative.

    Science.gov (United States)

    Weberg, Dan

    2012-01-01

    The healthcare system is plagued with increasing cost and poor quality outcomes. A major contributing factor for these issues is that outdated leadership practices, such as leader-centricity, linear thinking, and poor readiness for innovation, are being used in healthcare organizations. Complexity leadership theory provides a new framework with which healthcare leaders may practice leadership. Complexity leadership theory conceptualizes leadership as a continual process that stems from collaboration, complex systems thinking, and innovation mindsets. Compared to transactional and transformational leadership concepts, complexity leadership practices hold promise to improve cost and quality in health care. © 2012 Wiley Periodicals, Inc.

  14. Leadership and the Nigerian Economy

    Directory of Open Access Journals (Sweden)

    Victor E. Dike

    2014-02-01

    Full Text Available The Nigerian economy is largely oil-based. Some people would rather say it is a mono-product economy. The economy has been in dire straits over the years, because of a combination of the neglect of education, especially technical and vocational education and science-based technology education, poor leadership and governance, corruption, as well as poor monetary and fiscal policies. All these have made a review of the poor investment in human capital development and infrastructure and institutions that drive the Nigerian economy and national development rather compelling. The political leaders have always raised the people’s hope by painting glowing pictures of their development plans and how they would stimulate the economy and improve the people’s living conditions. Thus, they swore that they would give priority attention to human capital development and national development, and empower the citizens, particularly the poorly educated, unskilled, and unemployed youths, with relevant human skills capital and entrepreneurial skills to enable them to contribute profoundly to national development. Yet the political leaders have, over the years, failed to adequately fund education and strengthen the infrastructure and institutions that would drive the economy and create employment for the teeming population. Both the new-breed politicians, like the old politicians before them, are promising to transform the nation into an industrialized society and the people cannot hold their expectations. The reality though is that Nigeria cannot become an industrialized society without investing abundantly in human capital development (education and health, leadership, and technological capabilities, which means investing in the future development of the nation.

  15. ENTREPRENEURIAL LEADERSHIP: A THEORETICAL FRAMEWORK

    Directory of Open Access Journals (Sweden)

    Yusuf ESMER

    2017-12-01

    Full Text Available Today, having just leadership or entrepreneurship qualities by business managers is not enough for success of enterprises. Managers need to have both leadership and entrepreneurship qualities in order to be successful. At this point, the concept of entrepreneurial leadership emerges. Entrepreneurial leadership is a new and modern type of leadership that is a combination of leadership qualities and spirit of entrepreneurship. In addition, entrepreneurial leadership is creating new products, new processes and expansion opportunities in existing businesses, working in social institutions and dealing with ignored social issues, participating in social and political movements, contributing to the change of current services and policies implemented by civil society organizations and governments. In recent times, entrepreneurial leadership has become a new phenomenon in business management that needs to be discussed. In this regard, in this study, the importance of entrepreneurial leadership is emphasized by examining the concept of entrepreneurial leadership within a theoretical framework.

  16. Leadership development for dental students: what do students think?

    Science.gov (United States)

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

    2008-09-01

    Effective leaders are needed to move the dental profession forward, building on past accomplishments, meeting new challenges, and leading innovation and change. There is a lack of research findings regarding students' perceptions of the importance of leadership abilities and/or their interest in developing leadership skills during their dental school experience. The purpose of this study was to explore dental students' perceptions related to leadership development. A forty-seven-question, self-administered, paper and pencil survey was administered to all students enrolled in the D.M.D. program at one Midwestern dental school. The response rate was 83 percent (225/272). The majority of students agreed that it is important for dentists to have leadership skills and that leadership skills can be learned. Most reported that they expect to assume a leadership role in their dental practices (97 percent), to participate in volunteerism in dentistry (85 percent), and to participate in non-dentistry-related leadership roles in the community (72 percent). Over one-third (37 percent) anticipate participating in leadership roles in dental associations, 28 percent in academic dentistry, and 14 percent in military dentistry. Approximately two-thirds of respondents agreed (42 percent) or strongly agreed (24 percent) that they would be interested in participating in a leadership development program if one were offered at their school. Students reported interest in improving their confidence, assertiveness, ability to communicate effectively (including public speaking), ability to listen to others, organizational skills, and ability to influence others. The results of this study suggest that many dental students are interested in developing leadership skills. Insights from this study can inform the design of leadership development programs.

  17. Leadership Development Challenges in South African Schools: The Advanced Certificate: Education (School Management and Leadership)

    Science.gov (United States)

    Ngcobo, T.

    2012-01-01

    A number of schools in South Africa appear to be struggling with the changes that the government is introducing to improve the quality of education and lay a strong foundation for the country's societal transformation. Leadership has been found to be one of the factors that are associated with how schools cope with change and its complexities.…

  18. Servant Leadership, Africanization, and Disruptive Innovation as Conditions for Effective Leadership at UNISA

    Science.gov (United States)

    Williams, Clayton; Gardner, J. Clark

    2012-01-01

    This article discusses effective leadership in educational environments and in particular focuses on the current situation at the University of South Africa (UNISA). The end of Apartheid in South Africa has brought many opportunities but also some challenges especially in education. Three conditions that contribute to ensuring strong distance…

  19. DEBATING ABOUT SITUATIONAL LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Carmen CÎRSTEA

    2012-01-01

    Full Text Available In this paper we analyzed the cirumstances of every day life which requires the need to adapt the leadership style. Leadership needs a lot of abilities and skills, including the capability to communicate. The paper deals with leader’s need of changing the style of leading as organizational circumstances change. The process is efficient only when the leaders and the followers have the right climate. The importance of this process is reflected in the productivity of the organization. As the economic climate changes the leadership style needs to be changed and also the style of communication throughout the leader coaches, coordinates, evaluates and supervises. Leadership is about organizing a group of people to achieve a goal. The leader may or may not have any formal authority. Students of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. This paper describes the styles of leadership which the leaders must use and switch when is needed in comparison with what leadership is about.

  20. Collective Global Leadership in Self-Managed Multicultural Teams

    DEFF Research Database (Denmark)

    Paunova, Minna; Lee, Yih-Teen

    2016-01-01

    Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed...... teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal...... orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation...

  1. Hillel the elder: A Talmudic perspective of his leadership intelligence

    Directory of Open Access Journals (Sweden)

    Alexander Maune

    2015-05-01

    Full Text Available There is a great deal of interest in discovering the secrets behind quality/good leadership as this is the backborne for organisational or national success. This article traces and reviews Hillel the Elder`s leadership intelligence, which saw him rose from being a woodcutter to became the ‘Nasi’ (President of Israel, from a Talmudic perspective. Relevant literature from the Babylonian Talmud, journal articles and other Jewish books was reviewed in order to bring to light some of the secrets behind Hillel the Elder`s leadership intelligence. A number of leadership lessons were discovered and are discussed in this article. This article will go a long way in influencing leadership practices in the 21st century given the rampant corporate failures due to mismanagement, corruption and misappropriation of funds.

  2. Wilderness leadership--on the job.

    Science.gov (United States)

    Kanengieter, John; Rajagopal-Durbin, Aparna

    2012-04-01

    Lessons taught and learned in the challenging, unpredictable environment of a wilderness expedition have direct applications to today's business world. That's according to two directors at the National Outdoor Leadership School, who in this article share five principles for expedition--and career-success. (1) Practice leadership. The fundamental philosophy of NOLS is that leadership can be learned-even by those who don't think they have a natural ability to lead. You just need to practice making decisions, then reflecting on and learning from the outcomes. (2) Lead from everywhere. In an expedition group, or in an organization, you can play four roles, often simultaneously: designated leader, active follower, peer leader, and self-leader. Effective teamwork rests on knowing how and when to step into each role. (3) Behave well Leadership means getting along in a diverse group, cooperating with teammates, effectively resolving conflict, and keeping yourself and others motivated. (4) Keep calm. On expeditions and in business, people often end up scrapping not only Plan A but also Plan B. Leadership involves planning for things you can control, letting go of things you can't, expecting the unexpected, and maintaining composure when unforeseen circumstances arise. (5) Disconnect to connect. The fast-paced, high-tech world of work wreaks havoc on leaders' ability to engage in the careful, strategic thinking required of them. It's important to disconnect from 21st-century distractions and to connect with nature once in a while.

  3. A leadership programme for critical care.

    Science.gov (United States)

    Crofts, Linda

    2006-08-01

    This paper describes the genesis, design and implementation of a leadership programme for critical care. This was an initiative funded by the National Health Service (NHS) Nursing Leadership Project and had at the core of its design flexibility to meet the needs of the individual hospitals, which took part in it. Participation was from the multi-disciplinary critical care team. Six NHS hospitals took part in the programme which was of 20 days duration and took place on hospital sites. The programme used the leadership model of as its template and had a number of distinct components; a baseline assessment, personal development, principles of leadership and critical case reviews. The programme was underpinned by three themes; working effectively in multi-professional teams to provide patient focussed care, managing change through effective leadership and developing the virtual critical care service. Each group set objectives pertinent to their own organisation's needs. The programme was evaluated by a self-reporting questionnaire; group feedback and feedback from stakeholders. Programme evaluation was positive from all the hospitals but it was clear that the impact of the programme varied considerably between the groups who took part. It was noted that there was some correlation between the success of the programme and organisational 'buy in' as well as the organisational culture within which the participants operated. A key feature of the programme success was the critical case reviews, which were considered to be a powerful learning tool and medium for group learning and change management.

  4. Transcollegial Leadership: A New Paradigm for Leadership

    Science.gov (United States)

    Burns, David J.; Mooney, Debra

    2018-01-01

    Purpose: The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today.…

  5. Clinical leadership: Part 2. Transforming leadership.

    Science.gov (United States)

    Sheridan, Mary; Corney, Barbra

    2003-08-01

    The second article in a series of three focuses on group-driven approaches to tackling problems and shows how good leadership relies on teamwork and respect for colleagues, helping to enhance problem-solving and enabling you to build on your team's successes.

  6. Steve Jobs And Modern Leadership

    OpenAIRE

    Sorin-George Toma; Paul Marinescu

    2013-01-01

    During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only...

  7. Operational Leadership and Advancing Technology

    Science.gov (United States)

    2009-05-04

    leadership , most agree that leadership , especially military leadership , is not synonymous with “ management .” 9 Managers often focus solely on...FINAL 3. DATES COVERED (From - To) 9 Feb – 4 May 2009 4. TITLE AND SUBTITLE Operational Leadership and Advancing Technology 5a...operational leader must use his authority and leadership skills to get by in from all concerned to maximize technological advances. 15. SUBJECT TERMS

  8. 77 FR 42768 - Leadership Meeting on Maternal, Fetal, and Infant Opioid Exposure and Neonatal Abstinence Syndrome

    Science.gov (United States)

    2012-07-20

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

  9. Strategic Leadership Development: An Operation Domain Application

    National Research Council Canada - National Science Library

    Hatfield, Berlain

    1997-01-01

    .... The success or failure of these goals rests upon the leadership effectiveness. Understanding the identification and development of effective leadership skills and attributes maximize individual leadership effectiveness...

  10. Leadership For Dummies

    CERN Document Server

    Cole, Kris

    2012-01-01

    Created especially for the Australian customer! Improve your leadership skills and bring out the best in the people you lead People may join organisations, but they stay because of good leaders. Find out how inspiring and bringing out the best in the people you lead helps you fulfil your organisation's visions and key priorities. Leadership For Dummies, Australian and New Zealand Edition, quickly gets you up to speed on the latest leadership theories, providing practical strategies and surefire techniques to ensure you and your followers are working in the same direction. Discover how to: D

  11. Business Model Innovation Leadership

    DEFF Research Database (Denmark)

    Lindgren, Peter; Rasmussen, Ole Horn

    2012-01-01

    Leading business model (BM) strategizing through “the field of innovation” has not yet been covered in business model and innovation leadership literature. This is a bit peculiar considering that there has been an increased focus on BM innovation (BMI) by academics and industry since 2011......”. This emphasizes the importance of questioning. How is BM innovation leadership (BMIL) carried out in companies related to various BM(s) and BMI tasks and throughout their business model innovation process? And, how can innovation leadership be related to BMI? A framework model for BMIL based on case research...

  12. Leadership Styles Promote Teamwork

    Directory of Open Access Journals (Sweden)

    Khater Aldoshan

    2015-08-01

    Full Text Available This paper will evaluate the importance of learning leadership styles and the explanation of when and how each one is used in the workforce. In this paper many experts have been cited that are well-known in the field of leadership. Also this paper will concentrate on the importance of teamwork in the workforce and there are many examples of how teamwork is effective for creating the best possible outcomes for creativity and productivity. In the television industry creativity is an essential component of the job description and inspirational leadership that promotes teamwork is essential.

  13. Leadership Skills and Wages

    OpenAIRE

    Kuhn, Peter; Weinberger, Catherine

    2003-01-01

    American business is devoting a growing share of resources to identifying and developing a worker characteristic called ³leadership skill². Is there such a thing, and is it rewarded in labor markets? Using the Project Talent, NLS72 and High School and Beyond datasets, we show that men who occupied leadership positions in high school earn more as adults, even when cognitive skills are held constant. The pure leadership-wage effect varies, depending on definitions and time period, from four p...

  14. MILITARY LEADERSHIP VISION

    Directory of Open Access Journals (Sweden)

    Gheorghe CALOPĂREANU

    2013-12-01

    Full Text Available The actual study is aimed at defining the place and the role of the concepts of authority, management and leadership and their connexions within the recognized military strategic systems. In addition to the above mentioned main objective, the following related aims will be achieved in the present work: - to analyze the command, management and leadership nexus; - to make suggestions for configuring an effective professional framework to address the armed forces leadership challenges and the visionary leader concept. Eventually, the present study will emphasize the need for the military leaders to lead not only the members of the organization but the military organizations themselves.

  15. The safety leadership.

    Science.gov (United States)

    Lees, Howard; Faulkner, Bruce

    2010-01-01

    In this paper the authors present a careful consideration about the role of leadership, the fundamental element for the success of Behavior-Based Safety (B-BS) programs within companies. Lees and Faulkner have been training, coaching and writing about Behavior-Based Safety for the last ten years. Considerable data has been gathered during this process and the paramount factor in its success is leadership. An effective leader can create many spectacular successes. The success stories are all predicated on good leadership, without that a good product, great processes and quality people are all wasted and often find themselves on the rocks of frustration.

  16. Leadership Development of Rehabilitation Professionals in a Low-Resource Country: A Transformational Leadership, Project-Based Model.

    Science.gov (United States)

    Pascal, Maureen Romanow; Mann, Monika; Dunleavy, Kim; Chevan, Julia; Kirenga, Liliane; Nuhu, Assuman

    2017-01-01

    This paper presents an overview of the activities and outcomes of the Leadership Institute (LI), a short-term leadership development professional development course offered to physiotherapists in a low-resource country. Previous studies have provided examples of the benefits of such programs in medicine and nursing, but this has yet to be documented in the rehabilitation literature. The prototype of leadership development presented may provide guidance for similar trainings in other low-resource countries and offer the rehabilitation community an opportunity to build on the model to construct a research agenda around rehabilitation leadership development. The course used a constructivist approach to integrate participants' experiences, background, beliefs, and prior knowledge into the content. Transformational leadership development theory was emphasized with the generation of active learning projects, a key component of the training. Positive changes after the course included an increase in the number of community outreach activities completed by participants and increased involvement with their professional organization. Thirteen leadership projects were proposed and presented. The LI provided present and future leaders throughout Rwanda with exposure to transformative leadership concepts and offered them the opportunity to work together on projects that enhanced their profession and met the needs of underserved communities. Challenges included limited funding for physiotherapy positions allocated to hospitals in Rwanda, particularly in the rural areas. Participants experienced difficulties in carrying out leadership projects without additional funding to support them. While the emphasis on group projects to foster local advocacy and community education is highly recommended, the projects would benefit from a strong long-term mentorship program and further budgeting considerations. The LI can serve as a model to develop leadership skills and spur professional

  17. Leadership Preferences of Adolescent Players in Sport: Influence of Coach Gender

    Science.gov (United States)

    Cruz, Angelita B.; Kim, Hyun-Duck

    2017-01-01

    The authors investigated the coaching behavior preferences and the relationships of these preferences with variables such as gender, type of sport, playing experience, competitive level, and coach gender among young athletes in the national badminton league. Participants were 167 elementary and high school badminton players (91 girls and 76 boys; age range = 9–18 years; M = 13.5 (SD = 2.22) years) competing in the badminton event of a national league. Players’ preferences for coaching behavior were measured using athlete preference version of the LSS to evaluate the five dimensions of leadership behavior in a sporting context. Notably, young athletes strongly preferred training and instruction, followed by positive feedback, democratic behavior, social support, and autocratic behavior. An interaction effect of athlete and coach gender on the leadership dimensions of democratic behavior, autocratic behavior, and social support was found. Male athletes with female coaches preferred more democratic behavior, autocratic behavior, and social support behavior than did those with male coaches. Conversely, female players with male coaches favored more democratic behavior, autocratic behavior, and social support than did those with female coaches. This study provides valuable insight into understanding the dynamics of sport leadership environments among young athletes, and how crucial is the role of coach’s gender in the athlete–coach dyad interaction. Key points The gender of the coach is an important factor what coaching behaviors are preferred by young male and female athletes, particularly democratic, autocratic and social support behaviors. Young badminton athletes preferred their coaches to show autocratic coaching behaviour occasionally. First to provide basic knowledge on sport leadership preferences in the Philippines. PMID:28630569

  18. Leadership conversations challenging high potential managers to become great leaders

    CERN Document Server

    Berson, Alan S

    2012-01-01

    Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success ""tenacity, aggressiveness, self-confidence"" become liabilities when promoted into a leadership track. While managers'' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others

  19. A Study of Kofi Annan’s Leadership as the United Nations Secretary General and His Impact on the Implementation and Success of a Sub-Saharan Africa Agenda

    Science.gov (United States)

    2009-12-11

    some tasks that involve strict adherence to safety demand directive leadership behavior. When a leader wishes to introduce a new marketing strategy , it...on Leadership through the Ages (New York: The Free Press 1995). 4P . Drucker, The Practice of Management (New York: Harper Collins, 1993), 158-159...prosperity in the turbulent and unpredictable operating environment. Therefore, organizations devise many strategies that they perceive to be essential

  20. Wolfgang Bargmann (1906-1978) and Heinrich von Hayek (1900-1969): careers in anatomy continuing through German National Socialism to postwar leadership.

    Science.gov (United States)

    Hildebrandt, Sabine

    2013-07-01

    None of the existing studies on the history of anatomy in National Socialism (NS) has yet explored the careers of those younger anatomists, whose professional development continued through NS times and who attained prominence in postwar German and Austrian anatomy. As they became modern anatomists' teachers and role models, the revelation that men like Wolfgang Bargmann and Heinrich von Hayek had used bodies of the executed for research in their early careers has recently led to some consternation. This study contributes to the analysis of the moral challenges inherent to a science that relies on work with "material" from human bodies and its interaction with its political environment. The results reveal that Bargmann and Hayek behaved like most other anatomists at the time, in that they used bodies of the executed for research and in that they joined the NS party or other NS political groups. As ambitious and successful young anatomists they may have felt that an early joining of NS affiliations was inevitable for the advancement of their careers. They and most of their colleagues became in some measure complicit with the NS regime. The complicated biographical realities of such luminous postwar figures as Bargmann and Hayek should lead modern anatomists to the questioning of their own ethical and political decisions in politically less demanding times. Copyright © 2013 Elsevier GmbH. All rights reserved.

  1. Transforming Leadership Styles and Knowledge Sharing in a Multicultural Context

    OpenAIRE

    Rasa Paulienė

    2012-01-01

    Despite limitations on comprehensive studies, scholars accept that transformational and transactional leadership theories will have a universal application because these models have capacity for being adapted to different cultural settings. However, more exploration is required in order to develop a strong and consistent picture of the generalizability of culturally-linked leadership styles differently perceived, evaluated or enacted in diverse cultures because the meaning and importance give...

  2. In their own words: describing Canadian physician leadership.

    Science.gov (United States)

    Snell, Anita J; Dickson, Graham; Wirtzfeld, Debrah; Van Aerde, John

    2016-07-04

    Purpose This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders' views on fundamental aspects of their leadership responsibility. Design/methodology/approach A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed. Findings A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated. Practical implications The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations. Originality/value There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.

  3. Virtually teaching virtual leadership

    DEFF Research Database (Denmark)

    Henriksen, Thomas Duus; Nielsen, Rikke Kristine; Børgesen, Kenneth

    2017-01-01

    This paper seeks to investigate the challenges to virtual collaboration and leadership on basis of findings from a virtual course on collaboration and leadership. The course used for this experiment was designed as a practical approach, which allowed participants to experience curriculum phenomena....... This experimental course provided insights into the challenges involved in virtual processes, and those experiences where used for addressing the challenges that virtual leadership is confronted with. Emphasis was placed on the reduction of undesired virtual distance and its consequences through affinity building....... We found that student scepticism appeared when a breakdown resulted in increasing virtual distance, and raises questions on how leaders might translate or upgrade their understandings of leadership to handling such increased distance through affinity building....

  4. Educating for ethical leadership.

    Science.gov (United States)

    Gallagher, Ann; Tschudin, Verena

    2010-04-01

    In this article we consider the nature of ethical leadership in nursing. An appreciation of the basis of such leadership requires an understanding of responsibility and of key intellectual and ethical qualities or virtues. We examine some of the educational and practice strategies to promote ethical leadership. We argue that there are different levels of ethical leadership. All members of the nursing workforce are ethical leaders in so far as they demonstrate a commitment to ethical practice in their everyday work and act as ethical role models for others. Nurse managers are responsible for influencing their team and for acting as arbiters between organisational and professional values. Nurse educators are role models and ethical leaders as they ensure that the explicit and hidden curriculum demonstrate a commitment to professional values. Nurses who assume political roles have an obligation to lead on ethical agenda compatible with the values of nursing.

  5. Interdiscursive leadership communication

    DEFF Research Database (Denmark)

    Frimann, Søren; Broeng, Susanne

    2014-01-01

    Communication realized as discourses, positions, and stories are the stuff leadership primarily is made of and recreated by. Leadership and organizational communication in late capitalism and postmodernity are characterized by hybridity, interdicursivity, and subtle discursive forms of power. We...... Communication (AMOC). We draw on developments in theories of leadership, power, and paradigms within the field of organizational communication. These developments are related to their social and historical contexts. We claim that awareness of approaches, paradigms, forms of power, and positions, as well...... as their historical background, form an important background of knowledge. Such knowledge gives the possibility to learn, meta-reflect, and react and relate in different ways to leadership, communication, power, and the interpersonal relations in organizations. It also gives the possibility to change position...

  6. Leadership from Below

    DEFF Research Database (Denmark)

    Buhmann, Karin

    2017-01-01

    Addressing potential global as well as regional or local ‘leadership challenges that matter’, this paper outlines the background and prospects for a potential research agenda for ‘leadership from below’ in the evolution of norms of sustainable conduct and their implementation. The paper understands...... ‘leadership from below’ as the inclusion of individuals or groups who may not have or only with difficulty have access to actively join in conventional processes of evolving norms of conduct on sustainability concerns or drafting implementation strategies, but who possess as valid and relevant insights...... may be included in mainstream communicative processes through electronic communication platforms enabling ‘leadership from below’ through including local people’s sustainability related insights and views and the experience of African mobile phone firms....

  7. Chinese implicit leadership theory.

    Science.gov (United States)

    Ling, W; Chia, R C; Fang, L

    2000-12-01

    In a 1st attempt to identify an implicit theory of leadership among Chinese people, the authors developed the Chinese Implicit Leadership Scale (CILS) in Study 1. In Study 2, they administered the CILS to 622 Chinese participants from 5 occupation groups, to explore differences in perceptions of leadership. Factor analysis yielded 4 factors of leadership: Personal Morality, Goal Efficiency, Interpersonal Competence, and Versatility. Social groups differing in age, gender, education level, and occupation rated these factors. Results showed no significant gender differences, and the underlying cause for social group differences was education level. All groups gave the highest ratings to Interpersonal Competence, reflecting the enormous importance of this factor, which is consistent with Chinese collectivist values.

  8. Strategic Leadership Primer

    National Research Council Canada - National Science Library

    Magee, Roderick R., II

    1998-01-01

    ...) in the months prior to World War II. It is obvious from this comment that Marshall believed that his previous education, training, and experience had not adequately prepared him for the leadership role he had embarked upon...

  9. Leadership Is Everyone's Business.

    Science.gov (United States)

    Polglase, Kevin J.

    2003-01-01

    Evaluates the importance of mutual trust and understanding in the workplace, and presents practices that promote the sense of ownership and the steps necessary to instill an environment in which leadership is everyone's business. (Contains 11 references.) (Author/MLF)

  10. Personal Integrity and Leadership

    Directory of Open Access Journals (Sweden)

    Antonius Gea

    2016-07-01

    Full Text Available Generally, integrity is associated with leadership, especially in the organization or company. Integrity in leadership becomes a growing concern in business and organizations. The aim of this study was to find out the connection that could be shaped between personal integrity and the skill of leadership especially in the performance of work. This study used a library research, a literature study that done by using the available resources and relevant literature, related to the topic being discussed by the author. Books or journal articles related to topics were used as background reading to understand well about the problems of integrity and leadership, especially in the organization or company. This study finds out that the leader integrity is related to follower work role performance and that this effect is fully mediated through follower affective organizational commitment. 

  11. Developing Leadership Competencies.

    Science.gov (United States)

    Croft, Lucy; Seemiller, Corey

    2017-12-01

    This chapter provides an overview of leadership competencies including the history of emergence, contemporary uses, common frameworks, challenges, benefits, and future implications. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  12. Developing Leadership Traits.

    Science.gov (United States)

    Hall, Susan King

    1980-01-01

    Defines six leadership traits that are necessary to and fostered by editing a college newspaper: delegating authority, developing subordinates, motivating others, being approachable, commanding respect, and bringing out optimum performances in others. (TJ)

  13. Leadership potential analysis of elementary school headmaster candidates in trenggalek region, east java Indonesia

    Science.gov (United States)

    Widodo, BS; Sulistinah

    2018-01-01

    Leadership is the important component that should be possessed by headmaster candidates. Headmaster with a strong leadership potential can make a better development for school so there are many people say that “school is headmaster itself”. This study was aimed to analyze leadership potential of elementary school headmaster candidates in Trenggalek region. The samples of this study were 46 teachers who followed headmaster selection. The measurement was conducted through Leadership Potential Assessment (LPA) and interview. The result showed that there were 24 of 46 teachers who followed the test and interview had a good leadership potential to lead the elementary school. Of 24 candidates who passed the test had a good result on leadership skill, as follows: 1) quick and urgent decision making, 2) critical decision making, 3) creative decision making, and decision making based on evident that implements the four leadership skill (influence, move, develop and empower).

  14. Leadership Competences Among Managers

    Directory of Open Access Journals (Sweden)

    Anna Baczynska

    2017-06-01

    Full Text Available Purpose: The aim of this paper is to present the results of a survey conducted among managers (N=38 in the framework of the project “Development of the Bounded Leadership Theory”. The research juxtaposes two types of variables: (1 leadership competencies outlined in Kozminski’s theory (i.e. anticipatory, visionary, value-creating, mobilizing, self-reflection with (2 three psychological predispositions of leaders, such as intelligence, personality and ability to influence others. The tested predispositions represented three groups: non-variable traits, or permanent characteristics (intelligence, partially variable characteristics (personality and variable characteristics (influence tactics. Methodology: A total of 38 middle and senior managers, students of the MBA programme at Kozminski University, took part in the survey. Participants flled out a preliminary version of the Leadership Competence Questionnaire, as well as tests pertaining to intelligence, personality and influence tactics. The hypotheses were tested using Spearman’s rho correlation. The research has brought interesting results relating to the correlation between the fve tested competencies and leadership predispositions. Findings: Permanent and partly stable characteristics do not correlate with leadership competencies, i.e. a high score in leadership competencies is not necessarily synonymous with high intelligence levels or positive personality traits. Correlations have been observed between mobilization skills and influence tactics in the surveyed sample, i.e. legitimacy and personal appeals that leaders have recourse to and, in the case of value-creating competencies, an interesting correlation with legitimacy. Originality: The study constitutes an important contribution to the extant literature, as – first and foremost – it represents a new approach to the understanding of leadership competencies. Secondly, it reveals correlations between complex skills, i

  15. Leadership styles and theories.

    Science.gov (United States)

    Giltinane, Charlotte Louise

    It is useful for healthcare professionals to be able to identify the leadership styles and theories relevant to their nursing practice. Being adept in recognising these styles enables nurses to develop their skills to become better leaders, as well as improving relationships with colleagues and other leaders, who have previously been challenging to work with. This article explores different leadership styles and theories, and explains how they relate to nursing practice.

  16. Transformational Leadership, Innovation & Creativity

    OpenAIRE

    Bista, Sashida; Bhattarai, Sandhya; Reza, Sakib; Ogot, Norine

    2016-01-01

    The aim of this research was basically to find the influence of transformational leadership in employees creativity and organizational innovation. In most of the business houses manager perceive that their leadership styles are best suited for the organization but their styles might have a different perspective from their subordinates point of view. So it is interesting to know and understand how management and the subordinates perceive the styles for generation of creativity and organization...

  17. Warfighting is for the Warriors? How the U.S. Military Can Ensure Effectiveness Despite the Participation of Political Leadership in Operational Decision-Making

    National Research Council Canada - National Science Library

    McAleer, Pete

    2007-01-01

    .... Any further involvement by the national-strategic leadership hampers the conduct of the war, impacts the military leadership, and wrestles decision-making from the trained, professional, experienced...

  18. Women's Leadership in the ACR, 2001-2015.

    Science.gov (United States)

    Patel, Amy K; Fielding, Julia; Macura, Katarzyna J; Applegate, Kimberly E; Zackula, Rosalee; Arleo, Elizabeth Kagan

    2017-06-01

    To assess the trends of women in voluntary leadership roles in the ACR from 2001 to 2015. Retrospective leadership records from 2001 to 2015 were collected from the ACR Membership Database based on member demographics, gender, and participation in leadership roles at the national and state level. Data were sorted by gender and year to assess the proportion of women in each leadership position relative to total member/representation counts. Overall, there were increasing numbers of women represented in ACR leadership. From 2001 to 2015, there were increasing rates of women achieving fellowship in the College (7%-11%), now at parity with male member rates. Representation by women has risen from 7% to 21% for state chapter presidents and from 14% to 18% for state councilors. Comparing rolling 5-year averages from 2001-2005 and 2011-2015 showed statistically significant increases (P leadership roles. Women members of the council steering committee rose from 13% in 2001 to 19% in 2015, peaking at 24% in 2014. The Board of Chancellors (BOC) showed the largest increase in women, from 9% to 33%, with a peak at 37% in 2014. However, no BOC chairs were women, one council speaker was a woman, two women were ACR presidents, and two women were vice presidents. Women's participation in ACR leadership has increased significantly at the state level and in fellowship recognition. Although there are increasing numbers of women on the BOC, top positions remain male-dominated at the national level. Published by Elsevier Inc.

  19. A Week Is a Long Time in Politics: The Health Implications of Jeremy Corbyn's UK Labour Party Leadership Victory.

    Science.gov (United States)

    Scott-Samuel, Alex; Bambra, Clare

    2016-01-01

    For more than 30 years, socialism within the UK Labour Party - which was in government from 1997 to 2010 and is currently the main UK parliamentary opposition - has been in decline. Despite its origins as a party of and for the working class, Labour has become at best a social democratic party with strong neoliberal leanings. However, in the recent leadership election that followed Labour's general election defeat in May 2015, the socialist Jeremy Corbyn confounded all expectations by winning Labour's leadership with a substantial majority. We describe the political context of Corbyn's controversial victory and discuss its potential short- and medium-term impact on England's troubled National Health Service and on the public health. © The Author(s) 2015.

  20. Distributed leadership in health care

    DEFF Research Database (Denmark)

    Günzel-Jensen, Franziska; Jain, Ajay K.; Kjeldsen, Anne Mette

    2018-01-01

    Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional...... and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N = 1,147), our results show...... that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however a mediatory impact of this on the formal leadership styles...

  1. Authentic leadership to the future

    Directory of Open Access Journals (Sweden)

    Dimovski Vlado

    2012-01-01

    Full Text Available Authentic leadership is the latest evolutionary stage in leadership development and emphasizes the leader's authenticity. The construct of authenticity was researched by ancient Greek philosophers as 'know thy-self ', and 'thy true self '. Authentic leadership began to develop after 2004. The main reason why the researchers place so much attention to authentic leadership is fact that authentic leadership reaches all of the employees in organizations. Authentic leaders must identify the strengths of their followers and help them with their development and integration towards a common goal, purpose, vision and identity of the organization. Authentic leadership is seen as the final stage in the development of leadership styles, properties of this leadership style, and the consequences of this style have not been fully explored. In our paper we will explore this new style of leadership and its implications.

  2. Learning for clinical leadership.

    Science.gov (United States)

    Cook, Michael J; Leathard, Helen L

    2004-11-01

    Clinical leadership has been acclaimed widely as a major factor influencing the quality of patient care but research has revealed a paucity of preparation for this significant role. Leadership literature has rarely addressed clinical leadership specifically or referred to the difficulties in characterizing effective clinical leaders. The research informing this paper focused on clinical leadership and identified five attributes of effective clinical leaders: creativity, highlighting, influencing, respecting, and supporting. Effective clinical leaders adopted a transformational leadership style and improved care, through others, by including transformational (soft) knowledge as an integral part of their effective practice repertoire. Phronesis is introduced as practical wisdom that is gained through immersion in relevant experience, and as an essential element of preparation for clinical nursing leadership practice. It is argued, that learning to transform care requires opportunities to work within an environment that engenders and supports aspiring leaders. The paper describes the research process, elucidates the attributes through illustrative examples from the research data, and discusses an emergent educational strategy for the development of these attributes by clinicians in their practice environments. The paper also describes the application of this research through an interdisciplinary programme for staff leading teams in both health and social services sectors.

  3. Leadership and management principles in libraries in developing countries

    CERN Document Server

    Wei, Wei

    2014-01-01

    Learn leadership skills from achievements at special libraries in Asia, Africa, Eastern Europe, and Central America! Leadership and Management Principles in Libraries in Developing Countries is a compilation of success stories epitomizing management and leadership strategies from developing nations around the globe. This book focuses on library administrators from Asia, Africa, Eastern Europe, and Central America who have significantly transformed their library services in spite of limited funds and a lack of resources. You'll learn about their achievements, their techniques, and t

  4. Change It Up! What Girls Say About Redefining Leadership

    Directory of Open Access Journals (Sweden)

    Patricia A. Dawson

    2008-12-01

    Full Text Available A national study conducted by Girl Scouts of the USA and Fluent, a New York-based research firm explores the leadership aspirations of girls and boys. Over 4,000 youth were included in the study which examines perceptions, behaviors, experiences and attitudes regarding leadership. The executive summary includes numerous tables and charts highlighting the research findings and comparative responses of boys and girls. Readers will find the results from this study to be of great value when designing youth leadership programs.

  5. Education as a springboard for transformational leadership development: listening to the voices of nurses.

    Science.gov (United States)

    Galuska, Lee A

    2014-02-01

    Nurses must assume a transformational leadership role in increasing the quality, safety, access, and value in the health care system. To lead effectively in this transformation process, nurses must be prepared for leadership roles. A strong leadership knowledge based acquired through education provides the springboard for nursing leadership competency development. This metasynthesis of 27 studies provided a broad understanding of the contribution and effectiveness of education for leadership competency from the perspective of nurses who have experienced it. Four overarching themes emerged: evidence-based relevant content, optimized learning strategies, benefits to the learner and others, and tensions and threats to the application of learning. This study affirms the value of a strong educational foundation for nursing leadership. With the support of a firm, yet flexible, educational platform, nurses will be positioned to more effectively lead and partner in health care transformation.

  6. Abortion: Strong's counterexamples fail

    DEFF Research Database (Denmark)

    Di Nucci, Ezio

    2009-01-01

    This paper shows that the counterexamples proposed by Strong in 2008 in the Journal of Medical Ethics to Marquis's argument against abortion fail. Strong's basic idea is that there are cases--for example, terminally ill patients--where killing an adult human being is prima facie seriously morally...

  7. Strong Langmuir turbulence

    International Nuclear Information System (INIS)

    Goldman, M.V.

    1984-01-01

    After a brief discussion of beam-excited Langmuir turbulence in the solar wind, we explain the criteria for wave-particle, three-wave and strong turbulence interactions. We then present the results of a numerical integration of the Zakharov equations, which describe the strong turbulence saturation of a weak (low-density) high energy, bump-on-tail beam instability. (author)

  8. Educational Leadership ? understanding and developing practice

    DEFF Research Database (Denmark)

    Hargreaves, Andy; Fink, Dean; Southworth, Geoff

    institutions. Different stakeholders bring different interests into policy debate, practice and research on leadership.The articles in this book explore and discuss the theme of 'Educational leadership: Understanding and developing practice' from the following perspectives.- Leadership and change- Leadership...

  9. Profile of Public Health Leadership.

    Science.gov (United States)

    Little, Ruth Gaskins; Greer, Annette; Clay, Maria; McFadden, Cheryl

    2016-01-01

    Public health leaders play pivotal roles in ensuring the population health for our nation. Since 2000, the number of schools of public health has almost doubled. The scholarly credentials for leaders of public health in academic and practice are important, as they make decisions that shape the future public health workforce and important public health policies. This research brief describes the educational degrees of deans of schools of public health and state health directors, as well as their demographic profiles, providing important information for future public health leadership planning. Data were extracted from a database containing information obtained from multiple Web sites including academic institution Web sites and state government Web sites. Variables describe 2 sets of public health leaders: academic deans of schools of public health and state health directors. Deans of schools of public health were 73% males and 27% females; the PhD degree was held by 40% deans, and the MD degree by 33% deans. Seventy percent of deans obtained their terminal degree more than 35 years ago. State health directors were 60% males and 40% females. Sixty percent of state health directors had an MD degree, 4% a PhD degree, and 26% no terminal degree at all. Sixty-four percent of state health directors received their terminal degree more than 25 years ago. In addition to terminal degrees, 56% of deans and 40% of state health directors held MPH degrees. The findings call into question competencies needed by future public health professionals and leadership and the need to clarify further the level of public health training and degree type that should be required for leadership qualifications in public health.

  10. The Leadership Formula: P*M*D

    Science.gov (United States)

    2007-08-01

    group. 3. Non-calculative MTL – those graded high in this factor evinced a strong link to cultural values. Collectivist values were found to be in...the baby’s needs for both dependence and autonomy molds an unconscious psychological structure in the baby – an internal working model - which, in...questionnaires that included a personality questionnaire, a cultural value questionnaire, and a leadership self efficacy questionnaire. In addition

  11. Beyond cultural values? Cultural leadership ideals and entrepreneurship

    OpenAIRE

    Stephan, Ute; Pathak, Saurav

    2016-01-01

    This paper offers a fresh perspective on national culture and entrepreneurship research. It explores the role of Culturally-endorsed implicit Leadership Theories (CLTs) – i.e., the cultural expectations about outstanding, ideal leadership – on individual entrepreneurship. Developing arguments based on culture-entrepreneurship fit, we predict that charismatic and self-protective CLTs positively affect entrepreneurship. They provide a context that enables entrepreneurs to be co-operative in ord...

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

    Science.gov (United States)

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

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

  13. Leadership in rural medicine: the organization on thin ice?

    Science.gov (United States)

    Hana, Jan; Rudebeck, Carl Edvard

    2011-06-01

    OBJECTIVE. To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. DESIGN. Qualitative content analysis of focus-group interviews. SETTING. Lead primary care physicians in the three northernmost counties. Subjects. Four groups with 22 out of 88 municipal lead physicians in the region. RESULTS. Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a "working inadequacy". CONCLUSION. Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed.

  14. Leadership in rural medicine: The organization on thin ice?

    Science.gov (United States)

    Hana, Jan; Rudebeck, Carl Edvard

    2011-01-01

    Objective To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. Design Qualitative content analysis of focus-group interviews. Setting Lead primary care physicians in the three northernmost counties. Subjects Four groups with 22 out of 88 municipal lead physicians in the region. Results Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a “working inadequacy”. Conclusion Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed. PMID:21526921

  15. Constructing leadership identities through stories

    DEFF Research Database (Denmark)

    Frimann, Søren; Hersted, Lone

    2016-01-01

    This article analyzes the construction of leadership identities through stories found in four narrative interviews from a qualitative study and leadership development project based on social constructionism and action learning. We argue that leadership development and the construction of leadership...... that the concept of coauthoring is useful in developing leadership and leadership identities through reflexive dialogs and emerging stories....... identities in a postmodern paradigm are based on the negotiation and co-construction of meanings, relationships, and stories. The following questions are investigated: What happens when a group of leaders from different organizations construct, deconstruct, and reconstruct their identity as leaders through...

  16. Leadership Challenges in Music Education

    OpenAIRE

    Grahn, Margaretha; Öfverström, Christel

    2009-01-01

    This is an article about leadership in general, classroom leadership and leadership challenges in music education. The method that we have used is literature studies. One classical question is if leadership comes naturally or if it can be learned? Many authors mean that it is both. Lahdenpäre (2008) says that leadership is a social construction. It is not a quality in a person but how we can relate to other people. We have used ”The Leadership Diamond” by Koestenbaum (1991) that consists of f...

  17. The Education Leadership in Global Perspective

    OpenAIRE

    Adifatoni, Yuswo

    2016-01-01

    This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas ...

  18. Leadership and Project Success in Development Sector

    Directory of Open Access Journals (Sweden)

    Saghir Ahmed

    2017-10-01

    Full Text Available Aim/purpose - The study aims to investigate the relationship among the leadership, operational efficiency and project success in general and the impact of transformational leadership and operational efficiency on project success in particular. Design/methodology/approach - Mean comparison from descriptive statistics and multiple linear regression from inferential statistics was used to determine the association between variables and further impact of the transformational leadership and operational efficiency on project success in the development sector. The paper presents the results of a survey conducted among 200 employees from the top, middle & lower management levels of various national & international development organizations working in Pakistan like Microfinance Banks and other Rural Support Programs. Statistical Package for Social Sciences (SPSS was used to process data. Findings - The result shows positive association among transformational leadership, operational efficiency and project success. In addition, it was found that transformational leadership and operational efficiency have a positive and statistically significant impact on the project success. It is concluded that both transformational leadership and operational efficiency are vital to achieving the optimum level of success in any project, especially in the development sector. Research implications/limitations - The integral limitation of the study was the respondents because most of the development organizations have their operations in rural areas where access was difficult because of limited time and resources. In addition, such organizations are always reluctant to provide survey feedback. Originality/value/contribution - The paper contribution is in the theoretical and practical knowledge of the project success factors in the development sector which is still a somehow unexplored area. Regulators of the development sector may be benefited from this study.

  19. Levers supporting program evaluation culture and capacity in Romanian public administration: The role of leadership

    OpenAIRE

    Cristina Mora; Raluca Antonie

    2012-01-01

    Program evaluation culture and capacity is at the very beginning of its development in Romania. In this article we highlight one of the fundamental, but not always obvious, connections that support sustainable evaluation culture and capacity building and development: the link between leadership and program evaluation. If properly used, program evaluation results can be a strong instrument in leadership, just as leadership can fundamentally encourage the development of evaluation culture and c...

  20. Small 'l' leadership.

    Science.gov (United States)

    Parsons, Jenni

    2009-05-01

    Recently I attended the RACGP Leadership Masterclass in Sydney. When I enrolled, I thought, 'Yes... sounds interesting...good speakers... I need to learn something about leadership...'As the time drew closer I started to get a bit anxious about the whole thing. I realised that the title, 'Masterclass', probably implied that the attendees were expected to already know something about leadership and its theories, if not have considerable expertise and experience in leadership. I also wondered how the workshop sessions were going to go and I started to feel a bit sorry for the facilitators. Imagine trying to facilitate a group of 10 aspiring leaders... a bit like trying to herd cats. A few days later I received a call from the organisers,saying they were a bit short of facilitators and could I help out if necessary. Great... better do a crash course in cat herding! Then there was the first 'predisposing activity'. Step 1: think of leaders you admire. Easy enough. Leaders of social justice and social change on a world stage, people who have shown great courage of their convictions and great orators popped into my head... Ghandi, Martin Luther King, Mandela, JFK. Step 2:describe the ways in which you are like these leaders. Whoa!Never going to measure up here. I wondered if there was going to be sessions on 'leadership for introverts', or 'leadership of small things', or 'leaders without grand vision or fabulous oratory skills', or perhaps 'leadership for people who are deeply suspicious of the corrupting influence of power'.