Sample records for academic leadership development

  1. Academic Leadership Development: A Case Study.

    PubMed

    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.

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

    ERIC Educational Resources Information Center

    Söderhjelm, Teresa; Björklund, Christina; Sandahl, Christer; Bolander-Laksov, Klara

    2018-01-01

    Demands on academic leadership are increasing, which raises the need for leadership training. This article describes development and implementation of a group training intervention in academic leadership at a departmental level. Little systematic research has addressed the question of what forms of leadership training are associated with…

  3. The Development of an Inspirational Leadership Workshop: An Academic-Practitioner Collaboration

    ERIC Educational Resources Information Center

    Hite, Dwight M.; Nandedkar, Ankur; Mercer, Jenna; Martin, Warren

    2014-01-01

    All too often leadership programs are developed in relative isolation; that is, they tend to be either academic or practitioner in nature. Arguably, much more effective leadership programs are possible through collaboration between academics and practitioners. This application brief describes one such successful collaboration to develop an…

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

    PubMed

    Allen, George P; Moore, W Mark; Moser, Lynette R; Neill, Kathryn K; Sambamoorthi, Usha; Bell, Hershey S

    2016-09-25

    A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy.

  5. Design and Effects of an Academic Development Programme on Leadership for Educational Change

    ERIC Educational Resources Information Center

    Grunefeld, Hetty; van Tartwijk, Jan; Jongen, Havva; Wubbels, Theo

    2015-01-01

    This article describes and assesses the design and effects of one of the first academic development programmes on Leadership for Educational Change. The participants are senior academics, involved in leadership of teaching and learning. We report on an evaluation using a mixed-method approach employing a self-report questionnaire administered to…

  6. Nursing leadership in academic nursing: The wisdom of development and the development of wisdom.

    PubMed

    Pesut, Daniel J; Thompson, Sarah A

    The purpose of this article is to discuss insights derived from adult cognitive developmental theories and relate the insights to vertical leadership development in academic nursing contexts. Equipped with developmental understanding, academic leaders are in a better position to support the vertical leadership development of one's self, faculty, peers, and colleagues. From a cognitive developmental perspective, the authors' reason as leaders develop, grow, and evolve, sense making becomes more sophisticated and nuanced resulting in the development of wisdom. Leadership wisdom is a function of horizontal (acquisition of information, skills, and competencies) and vertical development (the development of more complex and sophisticated ways of thinking). Ways to enhance vertical development, and sense making to cultivate wisdom are discussed. Principles and practices that promote vertical development in self and others deepens performance expectations of those in the academy and supports personal professional development and organizational success. Copyright © 2017 Elsevier Inc. All rights reserved.

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

    PubMed Central

    Allen, George P.; Moore, W. Mark; Neill, Kathryn K.; Sambamoorthi, Usha; Bell, Hershey S.

    2016-01-01

    A variety of changes are facing leaders in academic pharmacy. Servant and transformational leadership have attributes that provide guidance and inspiration through these changes. Servant leadership focuses on supporting and developing the individuals within an institution, while transformational leadership focuses on inspiring followers to work towards a common goal. This article discusses these leadership styles and how they may both be ideal for leaders in academic pharmacy. PMID:27756921

  8. CAEP 2015 Academic Symposium: Leadership within the emergency medicine academic community and beyond.

    PubMed

    Sinclair, Doug; Worthington, James R; Joubert, Gary; Holroyd, Brian R; Stempien, James; Letovsky, Eric; Rutledge, Tim; LeBlanc, Constance; Pitters, Carrol; McCallum, Andrew; Carr, Brendan; Gerace, Rocco; Stiell, Ian G; Artz, Jennifer D; Christenson, Jim

    2016-05-01

    A panel of emergency medicine (EM) leaders endeavoured to define the key elements of leadership and its models, as well as to formulate consensus recommendations to build and strengthen academic leadership in the Canadian EM community in the areas of mentorship, education, and resources. The expert panel comprised EM leaders from across Canada and met regularly by teleconference over the course of 9 months. From the breadth of backgrounds and experience, as well as a literature review and the development of a leadership video series, broad themes for recommendations around the building and strengthening of EM leadership were presented at the CAEP 2015 Academic Symposium held in Edmonton, Alberta. Feedback from the attendees (about 80 emergency physicians interested in leadership) was sought. Subsequently, draft recommendations were developed by the panel through attendee feedback, further review of the leadership video series, and expert opinion. The recommendations were distributed to the CAEP Academic Section for further feedback and updated by consensus of the expert panel. The methods informed the panel who framed recommendations around four themes: 1) leadership preparation and training, 2) self-reflection/emotional intelligence, 3) academic leadership skills, and 4) gender balance in academic EM leadership. The recommendations aimed to support and nurture the next generation of academic EM leaders in Canada and included leadership mentors, availability of formal educational courses/programs in leadership, self-directed education of aspiring leaders, creation of a Canadian subgroup with the AACEM/SAEM Chair Development Program, and gender balance in leadership roles. These recommendations serve as a roadmap for all EM leaders (and aspiring leaders) to build on their success, inspire their colleagues, and foster the next generation of Canadian EM academic leaders.

  9. Shaping a career trajectory in academic administration: leadership development for the deanship.

    PubMed

    Green, Alexia; Ridenour, Nancy

    2004-11-01

    The nursing profession continues to face many challenges, one of which is an insufficient number of aspiring leaders. The role of an academic leader, specifically that of dean, brings with it unique challenges and opportunities. Shaping a career in academic administration requires careful consideration of the leadership skills necessary to perform in this complex and challenging role. However, it is critical to the future of nursing as a profession that ample numbers of aspiring leaders can successfully make this transition. One can be better prepared to take on this exciting and rewarding leadership opportunity when one understands the challenges deans face, asks questions such as "Do I really want a deanship?," identifies the required leadership skills, defines a career trajectory and pathway, and develops the leadership skills necessary for deans.

  10. Contributing to the Development of Student Leadership through Academic Advising

    ERIC Educational Resources Information Center

    McClellan, Jeffrey L.

    2013-01-01

    One of the major foci of universities in relation to the educational missions is to promote the growth and development of students as leaders. This article discusses the role of academic advising as a strategic partner with classroom and extracurricular leadership development programs. To that end, this article reviews the roles of academic…

  11. Perceptions and Development of Political Leadership Skills of Women in Academic Medicine: A Study of Selected Women Alumnae of the Hedwig Van Ameringen Executive Leadership in Academic Medicine (ELAM) Program

    ERIC Educational Resources Information Center

    Evers, Cynthia D.

    2014-01-01

    Despite women having much to offer in the field of academic medicine, women may not be sufficiently attuned to developing their political leadership skills, which are crucial for successful leadership (Ferris, Frink, & Galang, 1993; Ferris & Perrewe, 2010). The study's purpose was to examine how 14 women in academic medicine perceived…

  12. Barriers and enablers to academic health leadership.

    PubMed

    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.

  13. Exploring and understanding academic leadership in family medicine

    PubMed Central

    Oandasan, Ivy; White, David; Hammond Mobilio, Melanie; Gotlib Conn, Lesley; Feldman, Kymm; Kim, Florence; Rouleau, Katherine; Sorensen, Leslie

    2013-01-01

    Abstract Objective To explore how family physicians understand the concept of academic leadership. Design Case study. Setting Department of Family and Community Medicine at the University of Toronto in Ontario. Participants Thirty family physician academic leaders. Methods Focus groups and interviews were conducted with family physicians from a large multisite urban university who were identified by peers as academic leaders at various career stages. Transcripts from the focus groups and interviews were anonymized and themes were analyzed and negotiated among 3 researchers. Main findings Participants identified qualities of leadership among academic leaders that align with those identified in the current literature. Despite being identified by others as academic leaders, participants were reluctant to self-identify as such. Participants believed they had taken on early leadership roles by default rather than through planned career development. Conclusion This study affirms the need to define academic leadership explicitly, advance a culture that supports it, and nurture leaders at all levels with a variety of strategies. PMID:23486818

  14. Academic Leadership Development for Department Chairpersons. AIR Forum 1979 Paper.

    ERIC Educational Resources Information Center

    Plough, Thomas R.

    A four-year program for academic leadership development of department chairpersons is presented as a strategy for institutional renewal. The program has been used successfully with 100 chairpersons, ranging from the various technologies and sciences to the humanities and social sciences. The program is based on three assumptions. First, that the…

  15. Leadership in Learning and Teaching in Higher Education: Perspectives of Academics in Non-Formal Leadership Roles

    ERIC Educational Resources Information Center

    Hofmeyer, Anne; Sheingold, Brenda Helen; Klopper, Hester C.; Warland, Jane

    2015-01-01

    Developing leaders and leadership are key factors to improve learning and teaching in higher education. Despite the abundance of literature concerning developing formal leadership, fewer studies have been conducted with academics in non-formal leadership roles that focus on how they develop their leadership in learning and teaching. Publication…

  16. Identifying challenges for academic leadership in medical universities in Iran.

    PubMed

    Bikmoradi, Ali; Brommels, Mats; Shoghli, Alireza; Khorasani-Zavareh, Davoud; Masiello, Italo

    2010-05-01

    CONTEXT The crucial role of academic leadership in the success of higher education institutions is well documented. Medical education in Iran has been integrated into the health care system through a complex organisational change. This has called into question the current academic leadership, making Iranian medical universities and schools a good case for exploring the challenges of academic leadership. OBJECTIVES This study explores the leadership challenges perceived by academic managers in medical schools and universities in Iran. METHODS A qualitative study using 18 face-to-face, in-depth interviews with academic managers in medical universities and at the Ministry of Health and Medical Education in Iran was performed. All interviews were recorded digitally, transcribed verbatim and analysed by qualitative content analysis. RESULTS The main challenges to academic leadership could be categorised under three themes, each of which included three sub-themes: organisational issues (inefficacy of academic governance; an overly extensive set of missions and responsibilities; concerns about the selection of managers); managerial issues (management styles; mismatch between authority and responsibilities; leadership capabilities), and organisational culture (tendency towards governmental management; a boss-centred culture; low motivation). CONCLUSIONS This study emphasises the need for academic leadership development in Iranian medical schools and universities. The ability of Iranian universities to grow and thrive will depend ultimately upon the application of leadership skills. Thus, it is necessary to better designate authorities, roles of academic staff and leaders at governance.

  17. Insights on leadership from early career nurse academics: findings from a mixed methods study.

    PubMed

    Halcomb, Elizabeth; Jackson, Debra; Daly, John; Gray, Joanne; Salamonson, Yenna; Andrew, Sharon; Peters, Kath

    2016-03-01

    To explore the perceptions of early career nursing academics on leadership in academia. There is growing emphasis on leadership capacity building across all domains of nursing. However, there is limited evidence on leadership capacity in early career academics. This study tested an intervention to develop leadership capacity amongst early career nursing academics in two Australian universities. A sequential mixed methods design, using online surveys and semi-structured interviews, was used to collect data. Twenty-three early career nursing academics participated. Most had experience of formal leadership roles and were aware of its importance to them as they developed their academic careers. Participants were able to discuss their own views of themselves as leaders; their perceptions of their own needs for leadership development, and ways in which they could seek to develop further as leaders. There is a need to provide initial and ongoing opportunities for leadership development amongst nurse academics. These opportunities should be contextualised and recognise factors such as gender, and the effects of structural oppression. Nurse academics are involved in the preparation of the next generation of clinical leaders and it is imperative that they are able to articulate a clear view of leadership. © 2015 John Wiley & Sons Ltd.

  18. Gendered Games in Academic Leadership

    ERIC Educational Resources Information Center

    Acker, Sandra

    2010-01-01

    This article looks at women's efforts to construct an academic leadership career. It is not a study of women's leadership in general but one that takes place in what Bourdieu calls the academic field. Drawing from an in-depth interview study of 31 women from faculties of education who occupy managerial positions in universities in Canada,…

  19. Academic leadership in nursing: legitimating the discipline in contested spaces.

    PubMed

    McNamara, Martin S

    2009-05-01

    To investigate the potential of recent conceptual developments in the sociology of education for conceptualising academic leadership in nursing. During an investigation into the current status and future trajectory of academic nursing in Ireland, academic leadership emerged as a major concern for respondents. The languages of legitimation of academic leaders were elicited in in-depth interviews and analysed as expressions of underlying legitimation principles. The concept of legitimation principles provides a way of thinking about how academic nursing is positioned in the health and higher education sectors, how its leaders construct its identity, practices and purposes, and clarifies the proper focus and goals of academic leadership in nursing. Academic leadership is concerned with legitimating the discipline of nursing as an autonomous, coherent and distinctive professional and academic endeavour. This legitimacy must be secured in academic, clinical and wider contexts in which academic nursing is viewed with ambivalence; leaders must take account of the impact of nursing history on the current status and future trajectory of the discipline. The analytic tools facilitate a better understanding of the internal and external conditions under which academic nursing will flourish, or wither, in contemporary higher education.

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

    PubMed

    Smith, Patrick O

    2015-12-01

    Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions. Transactional leadership approaches are traditionally used in AHCs and this commentary suggests that movement toward a transformational approach is a performance improvement opportunity for AHC leaders. This commentary describes the transactional and transformational approaches, how they complement each other, and how to access the transformational approach. Drawing on behavioral sciences, suggestions are made on how a transactional leader can change her cognitions to align with the four dimensions of the transformational leadership approach.

  1. Requirements for effective academic leadership in Iran: A Nominal Group Technique exercise

    PubMed Central

    Bikmoradi, Ali; Brommels, Mats; Shoghli, Alireza; Sohrabi, Zohreh; Masiello, Italo

    2008-01-01

    Background During the last two decades, medical education in Iran has shifted from elite to mass education, with a considerable increase in number of schools, faculties, and programs. Because of this transformation, it is a good case now to explore academic leadership in a non-western country. The objective of this study was to explore the views on effective academic leadership requirements held by key informants in Iran's medical education system. Methods A nominal group study was conducted by strategic sampling in which participants were requested to discuss and report on requirements for academic leadership, suggestions and barriers. Written notes from the discussions were transcribed and subjected to content analysis. Results Six themes of effective academic leadership emerged: 1)shared vision, goal, and strategy, 2) teaching and research leadership, 3) fair and efficient management, 4) mutual trust and respect, 5) development and recognition, and 6) transformational leadership. Current Iranian academic leadership suffers from lack of meritocracy, conservative leaders, politicization, bureaucracy, and belief in misconceptions. Conclusion The structure of the Iranian medical university system is not supportive of effective academic leadership. However, participants' views on effective academic leadership are in line with what is also found in the western literature, that is, if the managers could create the premises for a supportive and transformational leadership, they could generate mutual trust and respect in academia and increase scientific production. PMID:18430241

  2. Requirements for effective academic leadership in Iran: a nominal group technique exercise.

    PubMed

    Bikmoradi, Ali; Brommels, Mats; Shoghli, Alireza; Sohrabi, Zohreh; Masiello, Italo

    2008-04-22

    During the last two decades, medical education in Iran has shifted from elite to mass education, with a considerable increase in number of schools, faculties, and programs. Because of this transformation, it is a good case now to explore academic leadership in a non-western country. The objective of this study was to explore the views on effective academic leadership requirements held by key informants in Iran's medical education system. A nominal group study was conducted by strategic sampling in which participants were requested to discuss and report on requirements for academic leadership, suggestions and barriers. Written notes from the discussions were transcribed and subjected to content analysis. Six themes of effective academic leadership emerged: 1)shared vision, goal, and strategy, 2) teaching and research leadership, 3) fair and efficient management, 4) mutual trust and respect, 5) development and recognition, and 6) transformational leadership. Current Iranian academic leadership suffers from lack of meritocracy, conservative leaders, politicization, bureaucracy, and belief in misconceptions. The structure of the Iranian medical university system is not supportive of effective academic leadership. However, participants' views on effective academic leadership are in line with what is also found in the western literature, that is, if the managers could create the premises for a supportive and transformational leadership, they could generate mutual trust and respect in academia and increase scientific production.

  3. New ways of understanding and accomplishing leadership in academic medicine.

    PubMed

    Souba, Wiley W

    2004-04-01

    Understanding leadership as being about a person in charge is not wrong, but it is no longer adequate. The challenges and problems confronting medicine today are so complex and unpredictable that it is practically impossible for one person to accomplish the work of leadership alone. More leadership requires more shared work, but as hospitals and medical centers begin to break down departmental barriers, people have to learn to work with individuals and groups who may have different work ethics, dissimilar styles of solving problems, or even contrasting values. Successful academic medical centers will make use of a broader repertoire of leadership strategies--besides developing leaders, they will develop leadership as a property of the system, as an organizational capacity. While leader development involves enhancing human (individual) capital, the emphasis in leadership development is on social capital and building more productive relationships that enhance networking, collaboration, and resource exchange. Leadership is created in and emerges from the relational space that connects people--accordingly, leadership development involves building high-quality connections between people. To make leadership happen more effectively, academic medical centers will have to identify and study the ingredients that catalyze and enhance human connectivity, augment social capital and activate leadership. Leadership is a uniquely human activity--studying it and how it works is core to the learning organization.

  4. Gender differences in academic productivity and leadership appointments of physicians throughout academic careers.

    PubMed

    Reed, Darcy A; Enders, Felicity; Lindor, Rachel; McClees, Martha; Lindor, Keith D

    2011-01-01

    Because those selected for leadership in academic medicine often have a record of academic productivity, publication disparities may help explain the gender imbalance in leadership roles. The authors aimed to compare the publication records, academic promotions, and leadership appointments of women and men physicians longitudinally throughout academic careers. In 2007, the authors conducted a retrospective, longitudinal cohort study of all 25 women physicians then employed at Mayo Clinic with ≥20 years of service at Mayo and of 50 male physician controls, matched 2:1 by appointment date and career category, to women. The authors recorded peer-reviewed publications, timing of promotion, and leadership appointments throughout their careers. Women published fewer articles throughout their careers than men (mean [standard deviation] 29.5 [28.8] versus 75.8 [60.3], P = .001). However, after 27 years, women produced a mean of 1.57 more publications annually than men (P < .001). Thirty-three men (66%) achieved an academic rank of professor compared with seven women (28%) (P = .01). Throughout their careers, women held fewer leadership roles than men (P < .001). Nearly half (no. = 11; 44%) of women attained no leadership position, compared with 15 men (30%). Women's publication rates increase and actually exceed those of men in the latter stages of careers, yet women hold fewer leadership positions than men overall, suggesting that academic productivity assessed midcareer may not be an appropriate measure of leadership skills and that factors other than publication record and academic rank should be considered in selecting leaders.

  5. University Professors as Academic Leaders: Professorial Leadership Development Needs and Provision

    ERIC Educational Resources Information Center

    Evans, Linda

    2017-01-01

    In the UK the title "professor" is generally applied only to the most senior academics--equivalent to North American full professors--and whom anecdotal evidence indicates to be often unprepared for the increasingly expansive academic leadership roles that they are expected to fulfil. The study reported in this paper was directed at…

  6. Identifying potential academic leaders: Predictors of willingness to undertake leadership roles in an academic department of family medicine.

    PubMed

    White, David; Krueger, Paul; Meaney, Christopher; Antao, Viola; Kim, Florence; Kwong, Jeffrey C

    2016-02-01

    To identify variables associated with willingness to undertake leadership roles among academic family medicine faculty. Web-based survey. Bivariate and multivariable analyses (logistic regression) were used to identify variables associated with willingness to undertake leadership roles. Department of Family and Community Medicine at the University of Toronto in Ontario. A total of 687 faculty members. Variables related to respondents' willingness to take on various academic leadership roles. Of all 1029 faculty members invited to participate in the survey, 687 (66.8%) members responded. Of the respondents, 596 (86.8%) indicated their level of willingness to take on various academic leadership roles. Multivariable analysis revealed that the predictors associated with willingness to take on leadership roles were as follows: pursuit of professional development opportunities (odds ratio [OR] 3.79, 95% CI 2.29 to 6.27); currently holding at least 1 leadership role (OR 5.37, 95% CI 3.38 to 8.53); a history of leadership training (OR 1.86, 95% CI 1.25 to 2.78); the perception that mentorship is important for one's current role (OR 2.25, 95% CI 1.40 to 3.60); and younger age (OR 0.97, 95% CI 0.95 to 0.99). Willingness to undertake new or additional leadership roles was associated with 2 variables related to leadership experiences, 2 variables related to perceptions of mentorship and professional development, and 1 demographic variable (younger age). Interventions that support opportunities in these areas might expand the pool and strengthen the academic leadership potential of faculty members.

  7. An Exploratory Study of the Relationship between Academic Library Work Experience and Perceptions of Leadership Skill Development Relevant to Academic Library Directorship

    ERIC Educational Resources Information Center

    Harris-Keith, Colleen Susan

    2015-01-01

    Though research into academic library director leadership has established leadership skills and qualities required for success, little research has been done to establish where in their career library directors were most likely to acquire those skills and qualities. This research project surveyed academic library directors at Carnegie-designated…

  8. Leadership Development and Organizational Maturity.

    ERIC Educational Resources Information Center

    Iannuzzi, Patricia

    1992-01-01

    Urges the design and implementation of strategies in academic libraries for the development of leadership potential. Discusses the components of organizations that lead to organizational maturity, and calls for library leaders with vision, skill, and commitment to nurture an organizational culture that emphasizes leadership development. (20…

  9. Reframing Academic Leadership

    ERIC Educational Resources Information Center

    Bolman, Lee G.; Gallos, Joan V.

    2011-01-01

    In "Reframing Academic Leadership," the authors offer higher education leaders a provocative and pragmatic guide for: (1) Crafting dynamic institutions where the whole is greater than the sum of the parts; (2) Creating campus environments that facilitate creativity and commitment; (3) Forging alliances and partnerships in service of the mission;…

  10. Leadership experiences and characteristics of chairs of academic departments of psychiatry.

    PubMed

    Keith, Samuel J; Buckley, Peter F

    2011-01-01

    Effective leadership in academic medicine requires a broad constellation of skills, experiences, and core values. The authors sought to describe and define these. The authors conducted a web-based survey among 132 Chairs of North American departments of psychiatry. Eighty-five Chairs (64%) responded to the survey, the majority of whom were first-time Chairs. Identified leadership attributes included strategic/visionary acumen, interpersonal communication skills, core administrative and academic/technical skills, motivational capacity, personal integrity, and altruism/tenacity. The identified values are consistent with the leadership attributes that are described as necessary for success in the business community. Developing the required skill-set among faculty who aspire to become a departmental Chair is an important commitment for Deans and extant psychiatry Chairs. Copyright © 2011 Academic Psychiatry

  11. The Hedwig van Ameringen Executive Leadership in Academic MedicineRTM Program for Women: An Explanatory Study Regarding Its Development and Persistence

    ERIC Educational Resources Information Center

    Mensel, Ruth

    2010-01-01

    This study was designed to determine which factors contributed to the development and persistence of a women's leadership development program in higher education. The "Hedwig van Ameringen" Executive Leadership in Academic Medicine[R] "Program for Women" was the basis for this single-case study. To speculate about ELAM's development and…

  12. Designing Academic Leadership Minor Programs: Emerging Models

    ERIC Educational Resources Information Center

    Diallo, Lamine; Gerhardt, Kris

    2017-01-01

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

  13. Female Academic Leadership in the Post-Soviet Context

    ERIC Educational Resources Information Center

    Kuzhabekova, Aliya; Almukhambetova, Ainur

    2017-01-01

    Using a qualitative interview approach, this study analyzes the experiences of women in academic leadership positions in post-Soviet Kazakhstan. An exploration of the extent of the relevance of Western research on female academic leadership is used to explain the experiences of female leaders in Kazakhstan. The results of the study are consistent…

  14. Testing the Psychometric Features of the Academic Intellectual Leadership Scale in a University Environment

    ERIC Educational Resources Information Center

    Uslu, Baris

    2015-01-01

    The purpose of this research is to develop a scale for measuring the level of academics' intellectual leadership, test the scale by examining the influence of their personal and institutional characteristics, and then investigate the relationship of academic intellectual leadership (AIL) to communication, climate, and managerial flexibility…

  15. Participant Leadership in Adult Basic Education: Negotiating Academic Progress and Leadership Responsibilities

    ERIC Educational Resources Information Center

    Drayton, Brendaly; Prins, Esther

    2011-01-01

    This article examines the conflicts and challenges that student leaders in adult basic education and literacy programs experience in balancing their leadership responsibilities with academic endeavours. Based upon a case study of an adult basic education student leadership council in New York City, the article shows that leadership activities can…

  16. Nursing leadership in an academic hospital in Gauteng.

    PubMed

    Maboko, D R

    2012-10-01

    This study was aimed at describing nursing leadership in an academic hospital in Gauteng, South Africa. Nurse managers' leadership styles affect nurses' attitudes, behaviour and work performance. However, little is known about how nurses experience nurse leadership and what leadership styles are found in academic hospitals in Gauteng. The study was based on Maxwell's framework of leadership (relationships, equipping, leadership and attitude). A qualitative design was used in order to describe the experiences of registered nurses and nurse managers. The population of the study was all registered nurses and nurse managers of the hospital in which the study was conducted. In phase one of the study, a discussion group with 35 registered nurses using the nominal group technique was held to respond to the following statement: 'Please explain how you have experienced leadership by nurse managers in this hospital'. In phase two of the study, five nurse managers were interviewed individually, using a semi-structured interview guide. Some nurse managers were practising autocratic leadership in this hospital. he nurse managers need to be taught about contemporary leadership styles such as transformational leadership and visionary leadership and also about supervision, role modelling and caring. © 2011 Blackwell Publishing Ltd.

  17. Faculty Member Perceptions of Academic Leadership Styles at Private Colleges

    ERIC Educational Resources Information Center

    Gidman, Lori Kathleen

    2013-01-01

    The leadership style of academic leaders was studied through the eyes of faculty members. This empirical study looked at faculty perceptions of academic leadership with the use of a numerical survey as the basis for observation. Faculty members at six private liberal arts institutions completed the Multifactor Leadership Questionnaire (MLQ) in…

  18. Leadership Development

    ERIC Educational Resources Information Center

    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…

  19. Key Elements of Clinical Physician Leadership at an Academic Medical Center

    PubMed Central

    Dine, C. Jessica; Kahn, Jeremy M; Abella, Benjamin S; Asch, David A; Shea, Judy A

    2011-01-01

    Background A considerable body of literature in the management sciences has defined leadership and how leadership skills can be attained. There is considerably less literature about leadership within medical settings. Physicians-in-training are frequently placed in leadership positions ranging from running a clinical team or overseeing a resuscitation effort. However, physicians-in-training rarely receive such training. The objective of this study was to discover characteristics associated with effective physician leadership at an academic medical center for future development of such training. Methods We conducted focus groups with medical professionals (attending physicians, residents, and nurses) at an academic medical center. The focus group discussion script was designed to elicit participants' perceptions of qualities necessary for physician leadership. The lead question asked participants to imagine a scenario in which they either acted as or observed a physician leader. Two independent reviewers reviewed transcripts to identify key domains of physician leadership. Results Although the context was not specified, the focus group participants discussed leadership in the context of a clinical team. They identified 4 important themes: management of the team, establishing a vision, communication, and personal attributes. Conclusions Physician leadership exists in clinical settings. This study highlights the elements essential to that leadership. Understanding the physician attributes and behaviors that result in effective leadership and teamwork can lay the groundwork for more formal leadership education for physicians-in-training. PMID:22379520

  20. Interprofessional academic health center leadership development: the case of the University of Alabama at Birmingham's Healthcare Leadership Academy.

    PubMed

    Savage, Grant T; Duncan, W Jack; Knowles, Kathy L; Nelson, Kathleen; Rogers, David A; Kennedy, Karen N

    2014-05-01

    The study describes the genesis of the University of Alabama at Birmingham's Healthcare Leadership Academy (HLA), highlights the HLA's outcomes, discloses how the HLA has changed, and delineates future directions for academic health center (AHC) interprofessional leadership training. While interprofessional training is recognized as an important component of the professional education for health professionals, AHCs have not focused on interprofessional leadership training to prepare future AHC leaders. As professional bureaucracies, AHCs require leadership distributed across different professions; these leaders not only should be technical experts, but also skilled at interprofessional teamwork and collaborative governance. The HLA is examined using the case method, which is supplemented with a descriptive analysis of program evaluation data and outcomes. The HLA has created a networked community of AHC leaders; the HLA's interprofessional team projects foster innovative problem solving. Interprofessional leadership training expands individuals' networks and has multiple organizational benefits. © 2014.

  1. Women in Academic Medicine Leadership: Has Anything Changed in 25 Years?

    PubMed

    Rochon, Paula A; Davidoff, Frank; Levinson, Wendy

    2016-08-01

    Over the past 25 years, the number of women graduating from medical schools in the United States and Canada has increased dramatically to the point where roughly equal numbers of men and women are graduating each year. Despite this growth, women continue to face challenges in moving into academic leadership positions. In this Commentary, the authors share lessons learned from their own careers relevant to women's careers in academic medicine, including aspects of leadership, recruitment, editorship, promotion, and work-life balance. They provide brief synopses of current literature on the personal and social forces that affect women's participation in academic leadership roles. They are persuaded that a deeper understanding of these realities can help create an environment in academic medicine that is generally more supportive of women's participation, and that specifically encourages women in medicine to take on academic leadership positions.

  2. Academic Leadership 2.0

    ERIC Educational Resources Information Center

    Buller, Jeffrey L.

    2013-01-01

    Academic Leadership 2.0 means making an administrative partnership with the faculty the cornerstone of an institution's culture. Administrators have to stop thinking of themselves as operating on a different level from the faculty. The fear many administrators have is that if they demonstrate their willingness to advocate for the faculty, the…

  3. Metaphors as Expressions of Followers' Experiences with Academic Leadership

    ERIC Educational Resources Information Center

    Skorobohacz, Christina; Billot, Jennie; Murray, Shannon; Khong, Lana Y. L.

    2016-01-01

    Researchers continue to investigate and understand leadership in higher education. However, leadership does not stand alone; it is part of an interactive dyad with followers. Building on a previous study that aimed to unpack academics' experiences of leadership in higher education with a view to enhancing leadership practices, this paper…

  4. Leadership in Higher Education: An Analysis of the Leadership Styles of Academic Deans in Ohio's 13 State-Supported Universities

    ERIC Educational Resources Information Center

    Thrash, Alberta B.

    2009-01-01

    The role of academic deans is critical to the success of higher education academic institutions. However, little is known about the leadership styles of these chief academic officers. This study illustrated the leadership approach of Ohio's academic deans in the 13 state-supported universities. This quantitative study researched and analyzed…

  5. Centres for Leadership: a strategy for academic integration.

    PubMed

    King, Gillian; Parker, Kathryn; Peacocke, Sean; Curran, C J; McPherson, Amy C; Chau, Tom; Widgett, Elaine; Fehlings, Darcy; Milo-Manson, Golda

    2017-05-15

    Purpose The purpose of this paper is to describe how an Academic Health Science Centre, providing pediatric rehabilitation services, research, and education, developed a Centres for Leadership (CfL) initiative to integrate its academic functions and embrace the goal of being a learning organization. Design/methodology/approach Historical documents, tracked output information, and staff members' insights were used to describe the ten-year evolution of the initiative, its benefits, and transformational learnings for the organization. Findings The evolutions concerned development of a series of CfLs, and changes over time in leadership and management structure, as well as in operations and targeted activities. Benefits included enhanced clinician engagement in research, practice-based research, and impacts on clinical practice. Transformational learnings concerned the importance of supporting stakeholder engagement, fostering a spirit of inquiry, and fostering leaderful practice. These learnings contributed to three related emergent outcomes reflecting "way stations" on the journey to enhanced evidence-informed decision making and clinical excellence: enhancements in authentic partnerships, greater innovation capacity, and greater understanding and actualization of leadership values. Practical implications Practical information is provided for other organizations interested in understanding how this initiative evolved, its tangible value, and its wider benefits for organizational collaboration, innovation, and leadership values. Challenges encountered and main messages for other organizations are also considered. Originality/value A strategy map is used to present the structures, processes, and outcomes arising from the initiative, with the goal of informing the operations of other organizations desiring to be learning organizations.

  6. Exploring the Effects of Authentic Leadership on Academic Optimism and Teacher Engagement in Thailand

    ERIC Educational Resources Information Center

    Kulophas, Dhirapat; Hallinger, Philip; Ruengtrakul, Auyporn; Wongwanich, Suwimon

    2018-01-01

    Purpose: In the context of Thailand's progress towards education reform, scholars have identified a lack of effective school-level leadership as an impeding factor. The purpose of this paper is to develop and validate a theoretical model of authentic leadership effects on teacher academic optimism and work engagement. Authentic leadership was…

  7. Leadership and Students' Academic Success: Mediating Effects of Self-Efficacy and Self-Determination

    ERIC Educational Resources Information Center

    Gannouni, Kais; Ramboarison-Lalao, Lovanirina

    2018-01-01

    When exploring the effects of leadership on students, most studies have focused on either how leadership affects the students' academic outcomes or how it contributes to their personal development. This study merged both approaches and aimed to measure the mediating effects of self-efficacy and self-determination among leadership, students'…

  8. Commentary: Interim leadership of academic departments at U.S. medical schools.

    PubMed

    Grigsby, R Kevin; Aber, Robert C; Quillen, David A

    2009-10-01

    Medical schools and teaching hospitals are experiencing more frequent turnover of department chairs. Loss of a department chair creates instability in the department and may have a negative effect on the organization at large. Interim leadership of academic departments is common, and interim chairs are expected to immediately demonstrate skills and leadership abilities. However, little is known about how persons are prepared to assume the interim chair role. Newer competencies for effective leadership include an understanding of the business of medicine, interpersonal and communication skills, the ability to deal with conflict and solve adaptive challenges, and the ability to build and work on teams. Medical schools and teaching hospitals need assistance to meet the unique training and support needs of persons serving as interim leaders. For example, the Association of American Medical Colleges and individual chair societies can develop programs to allow current chairs to reflect on their present positions and plan for the future. Formal leadership training, mentorship opportunities, and conscientious succession planning are good first steps in preparing to meet the needs of academic departments during transitions in leadership. Also, interim leadership experience may be useful as a means for "opening the door" to underrepresented persons, including women, and increasing the diversity of the leadership team.

  9. NextUp: Intentional Faculty Leadership Development for All Ranks and Disciplines

    ERIC Educational Resources Information Center

    Ashe, Diana L.; TenHuisen, Matthew L.

    2018-01-01

    While most academic leadership training focuses on department chairs and those already in or identified for those positions, the NextUp Faculty Leadership Development Fellows program includes faculty who are considering academic leadership of any kind in their careers. Sixty faculty members have joined NextUp; forty-one have graduated and 19 are…

  10. The Last Judgement: Exploring Intellectual Leadership in Higher Education through Academic Obituaries

    ERIC Educational Resources Information Center

    Macfarlane, Bruce; Chan, Roy Y.

    2014-01-01

    The literature on leadership in higher education is focused mainly on senior academic leaders with managerial roles. It largely excludes informal and distributed forms of intellectual leadership offered by full professors among others. This article explores the concept of intellectual leadership using academic obituaries. A total of 63 obituaries…

  11. The Relationship between Distributed Leadership and Teachers' Academic Optimism

    ERIC Educational Resources Information Center

    Mascall, Blair; Leithwood, Kenneth; Straus, Tiiu; Sacks, Robin

    2008-01-01

    Purpose: The goal of this study was to examine the relationship between four patterns of distributed leadership and a modified version of a variable Hoy et al. have labeled "teachers' academic optimism." The distributed leadership patterns reflect the extent to which the performance of leadership functions is consciously aligned across…

  12. Studies in Possibilities: Academic Leadership.

    ERIC Educational Resources Information Center

    Eaton, Judith S.

    The history of higher education in the United States encompasses conflicting attitudes towards those in educational leadership roles: educational leaders should be well-trained academicians who somehow know how to manage, or they should be well-trained managers who somehow know how to be academic. However, community college educational…

  13. Evaluating a leadership program: a comparative, longitudinal study to assess the impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women.

    PubMed

    Dannels, Sharon A; Yamagata, Hisashi; McDade, Sharon A; Chuang, Yu-Chuan; Gleason, Katharine A; McLaughlin, Jean M; Richman, Rosalyn C; Morahan, Page S

    2008-05-01

    The Hedwig van Ameringen Executive Leadership in Academic Medicine (ELAM) program provides an external yearlong development program for senior women faculty in U.S. and Canadian medical schools. This study aims to determine the extent to which program participants, compared with women from two comparison groups, aspire to leadership, demonstrate mastery of leadership competencies, and attain leadership positions. A pre-/posttest methodology and longitudinal structure were used to evaluate the impact of ELAM participation. Participants from two ELAM cohorts were compared with women who applied but were not accepted into the ELAM program (NON) and women from the Association of American Medical Colleges (AAMC) Faculty Roster. The AAMC group was a baseline for midcareer faculty; the NON group allowed comparison for leadership aspiration. Baseline data were collected in 2002, with follow-up data collected in 2006. Sixteen leadership indicators were considered: administrative leadership attainment (four indicators), full professor academic rank (one), leadership competencies and readiness (eight), and leadership aspirations and education (three). For 15 of the indicators, ELAM participants scored higher than AAMC and NON groups, and for one indicator they scored higher than only the AAMC group (aspiration to leadership outside academic health centers). The differences were statistically significant for 12 indicators and were distributed across the categories. These included seven of the leadership competencies, three of the administrative leadership attainment indicators, and two of the leadership aspirations and education indicators. These findings support the hypothesis that the ELAM program has a beneficial impact on ELAM fellows in terms of leadership behaviors and career progression.

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

    ERIC Educational Resources Information Center

    Vilkinas, Tricia; Ladyshewsky, Richard K.

    2012-01-01

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

  15. Impact of a student leadership development program.

    PubMed

    Chesnut, Renae; Tran-Johnson, Jennifer

    2013-12-16

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

  16. The Notion of Adminstrative Transparency among Academic Leaderships at Jordanian Universities

    ERIC Educational Resources Information Center

    Jaradat, Mohammed Hasan

    2013-01-01

    The study aims at identifying the notion of transparency among academic leaderships at Jordanian universities. To this effect, the interview-based approach was used in order to delineate the concept of transparency. Eighty individual academic leaderships were interviewed across various schools in Jordan. Upon collection of data and information,…

  17. Developing an academic health department in Northeast Tennessee: a sustainable approach through student leadership.

    PubMed

    Brooks, Billy; Blackley, David; Masters, Paula; May, Andrew Stephen; Mayes, Gary; Williams, Christian; Pack, Robert

    2014-01-01

    In an effort to bridge the gap between public health practice and academia, the Health Resources and Services Administration-funded Tennessee Public Health Training Center (LIFEPATH) has supported establishment of an academic health department (AHD) involving the East Tennessee State University College of Public Health (COPH) and the Sullivan County Regional Health Department (SCRHD). The SCRHD identified a need to increase internal capacity to conduct ongoing community health assessment and community-centered practice. Similarly, the COPH recognized the need to expand evidence-based practice implementation and evaluation opportunities for public health students. Personnel from the SCRHD, LIFEPATH, and the COPH developed a formal AHD agreement during the summer of 2012 and launched the program the subsequent fall semester. One aspect of the COPH/SCRHD/LIFEPATH model that addresses financial barriers experienced by other AHDs is the competitive awarding of the coordinator position to a doctor of public health student from the COPH, demonstrating investment in the model by the college. The doctor of public health student gains leadership experience through project management, coordination of the local health council, and day-to-day facilitation of undergraduate and master's student interns. The SCRHD benefits from the formal academic background of graduate-level interns dedicated to working in the community. This AHD framework offers an opportunity for doctoral-level students to develop practical leadership skills in a health department while enhancing the capacity of the SCRHD and the COPH to serve their community and stakeholders.

  18. Collegiality: Leading Us into Fantasy--the Paradoxical Resilience of Collegiality in Academic Leadership

    ERIC Educational Resources Information Center

    Kligyte, Giedre; Barrie, Simon

    2014-01-01

    It has been argued that leadership in higher education differs from leadership in other organisational contexts, in part because of the culture of collegiality and autonomy underpinning academic work. Collegiality, however, is a complex and somewhat "slippery" idea that features in academic leadership literature in a variety of,…

  19. Patient safety culture and leadership within Canada's Academic Health Science Centres: towards the development of a collaborative position paper.

    PubMed

    Nicklin, Wendy; Mass, Heather; Affonso, Dyanne D; O'Connor, Patricia; Ferguson-Paré, Mary; Jeffs, Lianne; Tregunno, Deborah; White, Peggy

    2004-03-01

    Currently, the Academy of Canadian Executive Nurses (ACEN) is working with the Association of Canadian Academic Healthcare Organizations (ACAHO) to develop a joint position paper on patient safety cultures and leadership within Academic Health Science Centres (AHSCs). Pressures to improve patient safety within our healthcare system are gaining momentum daily. Because AHSCs in Canada are the key organizations that are positioned regionally and nationally, where service delivery is the platform for the education of future healthcare providers, and where the development of new knowledge and innovation through research occurs, leadership for patient safety logically must emanate from them. As a primer, ACEN provides an overview of current patient safety initiatives in AHSCs to date. In addition, the following six key areas for action are identified to ensure that AHSCs continue to be leaders in delivering quality, safe healthcare in Canada. These include: (1) strategic orientation to safety culture and quality improvement, (2) open and transparent disclosure policies, (3) health human resources integral to ensuring patient safety practices, (4) effective linkages between AHSCs and academic institutions, (5) national patient safety accountability initiatives and (6) collaborative team practice.

  20. Leadership values in academic medicine.

    PubMed

    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.

  1. Impact of a Student Leadership Development Program

    PubMed Central

    Tran-Johnson, Jennifer

    2013-01-01

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

  2. A Survey of Current Valued Academic Leadership Qualities in Nursing.

    PubMed

    Delgado, Cheryl; Mitchell, Maureen M

    2016-01-01

    An informal survey was used to identify nurse faculty leadership qualities currently valued and relevant. The accelerating retirement rate for seasoned leaders has created a need for nurse educators and academic leaders. Our school was concerned that we were not meeting students' needs for today's leadership challenges. We were also interested in the experiences of leadership preparation. This was a cross-sectional, online survey of faculty at top nursing schools as determined by US News & World Report. The top leadership qualities identified were integrity, communication clarity, and problem-solving ability. Current challenges for leaders were finding qualified faculty, obtaining resources, and team building. The results may guide curricular adjustments and the transition to a new generation of nurse academic leaders.

  3. Women Leaders' Construction of Leadership and Management of the Academic Department

    ERIC Educational Resources Information Center

    Zulu, C. B.

    2011-01-01

    Research on women in leadership has received growing attention in recent years. But not enough studies have investigated the way women construct leadership and management of the academic department. This article reports on the findings of an inquiry into the experiences of women heads of academic departments (HoDs) at universities in South Africa…

  4. Silent Bias: Challenges, Obstacles, and Strategies for Leadership Development in Academic Medicine-Lessons From Oral Histories of Women Professors at the University of Kansas.

    PubMed

    Pingleton, Susan K; Jones, Emily V M; Rosolowski, Tacey A; Zimmerman, Mary K

    2016-08-01

    Despite dramatic increases in female learners and junior faculty, a significant gap remains in female leadership in academic medicine. To assess challenges and obstacles encountered, strategies for academic success, and lessons learned for leadership development, the authors conducted an in-depth study of women full professors. The authors used a qualitative oral history approach, interviewing 87% of the cohort of female full professors at one Midwestern medical school in 2013 using a pretested, open-ended, semistructured interview guide. Interviews were videotaped and the audio recordings transcribed. Content was sorted into categories and key themes identified within each category. Participants described significant challenges: being treated with "silent bias," "being ignored," and being seen as an "other." Coping strategies included downplaying, keeping a distance, employing humor, and using symbols (e.g., white coat) to carefully present themselves. Explanations for success included intelligence, meritocracy, being even-tempered, and carefully constructing femininity. The participants recommended individual skills and actions to prepare for leadership development. Virtually all women could describe an individual mentor (sponsor), usually male, who provided essential assistance for their career success. At the same time, they stressed the importance of institutional support for diversity, especially with child care. Attaining "full professor" status is the pinnacle of academic success. Women who successfully navigated this academic ladder describe significant external and internal challenges that require multiple strategies to overcome. Leadership development entails a combination of individual support through mentors and sponsors, self-education and reflection, and organizational structural support to promote diversity.

  5. Evidence-based nursing leadership: Evaluation of a Joint Academic-Service Journal Club.

    PubMed

    Duffy, Joanne R; Thompson, Diane; Hobbs, Terry; Niemeyer-Hackett, Nancy Lee; Elpers, Susan

    2011-10-01

    This article describes the importance of evidence-based nursing leadership in the development and evaluation of a joint academic-service nursing leadership journal club. The use of scientific evidence and the embracing of an environment of continuous learning are essential to quality practice; however, nursing leadership has been slow to apply evidence-based practice to their own work. A noontime monthly meeting schedule, incentivized by lunch, was organized as a nursing leadership journal club. Articles were selected and reviewed monthly, and the process was formally evaluated using a written evaluation at the end of year 1. Eighteen articles were appraised by the group with 6 topics identified. Positive results included increased knowledge, competence of the leader, and attainment of goals. Recommendations include revision of goals, plans to share leadership of the group, development of a rigorous evaluation of outcomes, and dissemination of findings. The journal club was valuable in increasing awareness of nursing leadership research, promoting leadership development, and improving competence in the performance of research appraisals. Process improvement and further study are needed to increase understanding regarding the benefits of leadership journal clubs.

  6. Reconceptualizing Academic Advising Using the Full Range Leadership Model

    ERIC Educational Resources Information Center

    Barbuto, John E., Jr.; Story, Joana S.; Fritz, Susan M.; Schinstock, Jack L.

    2009-01-01

    Developmental and prescriptive advising styles have been the focus of the academic advising literature for the past 35 years. Academic advising scholars have called for a new paradigm in the field. Drawing from leadership theory, a new model for academic advising is proposed. Full range advising encompasses laissez-faire, management-by-exception,…

  7. Training for Leadership Roles in Academic Medicine: Opportunities for Psychologists in the AAMC LEAD Program.

    PubMed

    LaPaglia, Donna; Thompson, Britta; Hafler, Janet; Chauvin, Sheila

    2017-06-01

    Psychologists' roles within academic medicine have expanded well beyond research and scholarship. They are active as providers of patient care, medical education, and clinical supervision. Although the number of psychologists in academic health centers continues to grow, they represent a small portion of total medical school faculties. However, with the movement toward collaborative care models, emphasis on interprofessional teams, and increased emphasis on psychological science topics in medical curricula, psychologists are well-positioned to make further contributions. Another path through which psychologists can further increase their contributions and value within academic health centers is to aspire to leadership roles. This article describes the first author's reflections on her experiences in a two-year, cohort-based, educational leadership development certificate program in academic medicine. The cohort was comprised largely of physicians and basic scientists, and a small number of non-physician participants of which the first author was the only clinical psychologist. The insights gained from this experience provide recommendations for psychologists interested in leadership opportunities in academic medicine.

  8. Implementing Adolescent Male Leadership Model to Enhance Behavior, Academic Success

    ERIC Educational Resources Information Center

    Beliele, Laressa

    2012-01-01

    Schools are challenged to assist struggling youth. This study used a mixed methods design to evaluate how the school-based program Men of Distinction helps struggling male students develop leadership skills, promoting academic and social success. Quantitative data included attendance, grade point averages, the number of days in in-school…

  9. Effectiveness of the Use of Spiritual Intelligence in Women Academic Leadership Practice

    ERIC Educational Resources Information Center

    Ramachandaran, Sharmila Devi; Krauss, Steven Eric; Hamzah, Azimi; Idris, Khairuddin

    2017-01-01

    Purpose: The purpose of this paper is to explore the effectiveness of the use of spiritual intelligence into women academic leadership practices. The study designed to provide a clear understanding of the effectiveness of the use of spiritual intelligence practices within women academic leadership practices. In addition, the study will be an ideal…

  10. Enhancing Agency through Leadership Development Programs for Faculty

    ERIC Educational Resources Information Center

    Templeton, Lindsey; O'Meara, KerryAnn

    2018-01-01

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

  11. Academic career development in geriatric fellowship training.

    PubMed

    Medina-Walpole, Annette; Fonzi, Judith; Katz, Paul R

    2007-12-01

    Career development is rarely formalized in the curricula of geriatric fellowship programs, and the training of new generations of academic leaders is challenging in the 1 year of fellowship training. To effectively prepare fellows for academic leadership, the University of Rochester's Division of Geriatrics, in collaboration with the Warner School of Graduate Education, created a yearlong course to achieve excellence in teaching and career development during the 1-year geriatric fellowship. Nine interdisciplinary geriatric medicine, dentistry, and psychiatry fellows completed the course in its initial year (2005/06). As participants, fellows gained the knowledge and experience to successfully develop and implement educational initiatives in various formats. Fellows acquired teaching and leadership skills necessary to succeed as clinician-educators in an academic setting and to communicate effectively with patients, families, and colleagues. Fellows completed a series of individual and group education projects, including academic portfolio development, curriculum vitae revision, abstract submission and poster presentation at national meetings, lay lecture series development, and geriatric grand rounds presentation. One hundred percent of fellows reported that the course positively affected their career development, with six of nine fellows choosing academic careers. The course provided opportunities to teach and assess all six of the Accreditation Council of Graduate Medical Education core competencies. This academic career development course was intended to prepare geriatric fellows as the next generation of academic leaders as clinician-teacher-scholars. It could set a new standard for academic development during fellowship training and provide a model for national dissemination in other geriatric and subspecialty fellowship programs.

  12. Developing physician leaders in academic medical centers.

    PubMed

    Bachrach, D J

    1997-01-01

    While physicians have historically held positions of leadership in academic medical centers, there is an increasing trend that physicians will not only guide the clinical, curriculum and scientific direction of the institution, but its business direction as well. Physicians are assuming a greater role in business decision making and are found at the negotiating table with leaders from business, insurance and other integrated health care delivery systems. Physicians who lead "strategic business units" within the academic medical center are expected to acquire and demonstrate enhanced business acumen. There is an increasing demand for formal and informal training programs for physicians in academic medical centers in order to better prepare them for their evolving roles and responsibilities. These may include the pursuit of a second degree in business or health care management; intramurally conducted courses in leadership skill development, management, business and finance; or involvement in extramurally prepared and delivered training programs specifically geared toward physicians as conducted at major universities, often in their schools of business or public health. While part one of this series, which appeared in Volume 43, No. 6 of Medical Group Management Journal addressed, "The changing role of physician leaders at academic medical centers," part 2 will examine as a case study the faculty leadership development program at the University of Texas M.D. Anderson Cancer Center. These two articles were prepared by the author from his research into, and the presentation of a thesis entitled. "The importance of leadership training and development for physicians in academic medical centers in an increasingly complex health care environment," prepared for the Credentials Committee of the American College of Healthcare Executives in partial fulfillment of the requirements for Fellowship in this College.*

  13. Transformation and Transformational Leadership: A Review of the Current and Relevant Literature for Academic Radiologists.

    PubMed

    Thomson, Norman B; Rawson, James V; Slade, Catherine P; Bledsoe, Martin

    2016-05-01

    With the US healthcare system on an unsustainable course, change is inevitable. Changes in the healthcare landscape impacting radiology include changing payment models, rapid adoption of digital technology, changes in radiology resident certifying exams, and the rise of consumerism in health care. Academic Radiology will be part of that change with none of its missions spared. What matters is not that change is coming but how Academic Radiology responds to change. Do we ignore, adapt, adopt others' practices, or lead change? Change management or transformation is a management skill set that can be learned and developed. Transformational leadership is a leadership style defined by the relationships between the leaders and the followers and the results they are able to achieve together to meet organizational goals. In this paper, we provide a review of key change management theories, as well as practical advice for self-reflection and development of leadership behaviors that promote effective change management and organizational transformation, particularly in a complex industry like Academic Radiology. Copyright © 2016 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.

  14. Developing Emotionally Intelligent Leadership: The Need for Deliberate Practice and Collaboration across Disciplines

    ERIC Educational Resources Information Center

    Allen, Scott J.; Shankman, Marcy Levy; Haber-Curran, Paige

    2016-01-01

    This chapter continues the discussion of what leadership education is and highlights the importance of emotionally intelligent leadership. The authors assert the need for deliberate practice and better collaboration between student affairs, academic affairs, and academic departments to develop emotionally intelligent leaders.

  15. Promoting academic excellence through leadership development at the University of Washington: the Teaching Scholars Program.

    PubMed

    Robins, Lynne; Ambrozy, Donna; Pinsky, Linda E

    2006-11-01

    The University of Washington Teaching Scholars Program (TSP) was established in 1995 to prepare faculty for local and national leadership and promote academic excellence by fostering a community of educational leaders to innovate, enliven, and enrich the environment for teaching and learning at the University of Washington (UW). Faculty in the Department of Medical Education and Biomedical Informatics designed and continue to implement the program. Qualified individuals from the UW Health Sciences Professional Schools and foreign scholars who are studying at the UW are eligible to apply for acceptance into the program. To date, 109 faculty and fellows have participated in the program, the majority of whom have been physicians. The program is committed to interprofessional education and seeks to diversify its participants. The curriculum is developed collaboratively with each cohort and comprises topics central to medical education and an emergent set of topics related to the specific interests and teaching responsibilities of the participating scholars. Core sessions cover the history of health professions education, learning theories, educational research methods, assessment, curriculum development, instructional methods, professionalism, and leadership. To graduate, scholars must complete a scholarly project in curriculum development, faculty development, or educational research; demonstrate progress towards construction of a teaching portfolio; and participate regularly and actively in program sessions. The TSP has developed and nurtured an active cadre of supportive colleagues who are transforming educational practice, elevating the status of teaching, and increasing the recognition of teachers. Graduates fill key teaching and leadership positions at the UW and in national and international professional organizations.

  16. The Senior Managers' Opinions on the Academic Leadership Process

    ERIC Educational Resources Information Center

    Karadag, Nazife

    2017-01-01

    The purpose of the present study is to describe the roles and responsibilities of academic leaders. Specifically it aimed to provide answers to following questions: What are the competencies of academic leadership? What are the approaches determined by academic leaders in the management of organizational process? A phenomenological research design…

  17. Athletics, Athletic Leadership, and Academic Achievement

    ERIC Educational Resources Information Center

    Yeung, Ryan

    2015-01-01

    This study examines the relationship between athletics, athletic leadership, and academic achievement. This is likely to be a tricky issue as athletes and athletic leaders are not likely to be a random group of students. To address this issue I control for school fixed effects and instrument the endogenous variables with height. I find that…

  18. How Prepared Are Academic Administrators? Leadership and Job Satisfaction within US Research Universities

    ERIC Educational Resources Information Center

    Morris, Tracy L.; Laipple, Joseph S.

    2015-01-01

    A national sample of 1515 university administrators (academic deans, directors, associate deans, and department chairs) completed a survey of leadership skills, preparedness for administrative role, and job satisfaction. Overall, participants felt least well prepared in the areas of developing entrepreneurial revenue, developing metrics to…

  19. Roles and methods of performance evaluation of hospital academic leadership.

    PubMed

    Zhou, Ying; Yuan, Huikang; Li, Yang; Zhao, Xia; Yi, Lihua

    2016-01-01

    The rapidly advancing implementation of public hospital reform urgently requires the identification and classification of a pool of exceptional medical specialists, corresponding with incentives to attract and retain them, providing a nucleus of distinguished expertise to ensure public hospital preeminence. This paper examines the significance of academic leadership, from a strategic management perspective, including various tools, methods and mechanisms used in the theory and practice of performance evaluation, and employed in the selection, training and appointment of academic leaders. Objective methods of assessing leadership performance are also provided for reference.

  20. Closing the gender leadership gap: a multi-centre cross-country comparison of women in management and leadership in academic health centres in the European Union.

    PubMed

    Kuhlmann, Ellen; Ovseiko, Pavel V; Kurmeyer, Christine; Gutiérrez-Lobos, Karin; Steinböck, Sandra; von Knorring, Mia; Buchan, Alastair M; Brommels, Mats

    2017-01-06

    and newly created management structures. Developing comprehensive gender-sensitive health workforce monitoring systems and comparing progress across academic health centres in Europe could help to identify the gender leadership gap and utilise health human resources more effectively.

  1. Developing Socially Responsible Leaders in Academic Settings

    ERIC Educational Resources Information Center

    Cauthen, T. W., III

    2016-01-01

    This chapter begins the exploration of what leadership education is through examining the relationship between educational involvement and academic autonomy in the development of socially responsible leaders.

  2. The benefits of a leadership program and executive coaching for new nursing academic administrators: one college's experience.

    PubMed

    Glasgow, Mary Ellen Smith; Weinstock, Beth; Lachman, Vicki; Suplee, Patricia Dunphy; Dreher, H Michael

    2009-01-01

    Despite attention given to the nursing shortage and now the nursing faculty shortage, what is perhaps less visible but equally critical are the pending retirements of most of the current cadre of academic nursing administrators in the next decade. With only 2.1% of current deans, directors, and department chairs in 2006 aged 45 years or younger, there may be a pending crisis in leadership development and succession planning in our nursing schools and colleges. This article describes an innovative leadership development program for largely new nursing academic administrators, which combined a formal campus-based leadership symposia and executive coaching. This article is particularly useful and practical in that actual case studies are described (albeit modified slightly to protect the identity of the individual administrator), providing a real-life narrative that rarely makes its way into the nursing academic administration literature. The executive coaching focus is very sparsely used in nursing academia, and this college's success using this professional development strategy is likely to become a template for other institutions to follow.

  3. Designing a Leadership Development Program for Surgeons

    PubMed Central

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

    2015-01-01

    Background Although numerous leadership development programs exist in healthcare, no programs have been specifically designed to meet the needs of surgeons. This study aimed to elicit practicing surgeons’ motivations and desired goals for leadership training in order to design an evidence-based Leadership Development Program (LDP) in surgery. Materials and Methods At a large academic health center, we conducted semi-structured interviews with 24 surgical faculty members who voluntarily applied and were selected for participation in a newly created LDP. Transcriptions of the interviews were analyzed using analyst triangulation and thematic coding in order to extract major themes regarding surgeons’ motivations and perceived needs for leadership knowledge and skills. Themes from interview responses were then used to design the program curriculum specifically to meet the leadership needs of surgical faculty. Results Three major themes emerged regarding surgeons’ motivations for seeking leadership training: 1) Recognizing key gaps in their formal preparation for leadership roles; 2) Exhibiting an appetite for personal self-improvement; and 3) Seeking leadership guidance for career advancement. Participants’ interviews revealed four specific domains of knowledge and skills that they indicated as desired takeaways from a leadership development program: 1) leadership and communication; 2) team building; 3) business acumen/finance; and 4) greater understanding of the healthcare context. Conclusions Interviews with surgical faculty members identified gaps in prior leadership training and demonstrated concrete motivations and specific goals for participating in a formal leadership program. A Leadership Development Program that is specifically tailored to address the needs of surgical faculty may benefit surgeons at a personal and institutional level. PMID:26323368

  4. Barriers to leadership positions for Indian women in academic dentistry.

    PubMed

    Tandon, Shobha; Kohli, Anil; Bhalla, Sumati

    2007-10-01

    Indian women, have come up a long way during the past 50 years. Gone are the days when the leadership positions in dentistry and health care professions were occupied solely by males and the women in-charge were looked down upon as anomalies. The staff rooms in dental and medical schools, the research laboratories in India today are employing women, who have quietly begun challenging the conventional male ideas that had shaped the policies earlier on. Women have advanced considerably in academic dentistry but like every coin, this story too, has two sides. In spite of the considerable gain in equity of status, women in research and academic careers related to health care professions still face innumerable barriers to their careers. This study was conducted with an aim to highlight the various barriers being faced by women in leadership positions in academic dentistry in India and this paper also suggests issues which require global concern for unbiased advancement of women. This was a questionnaire-based study in which the subjects were women in leadership positions in the various dental colleges in India. The questions are related to the various barriers like family commitments, attitude of the society, sexual harassment, gender bias and lack of cooperation from spouse which hinders the development of the careers of such women with tremendous potential. The results show that 67% of the subjects feel there are more barriers to their careers as women than men and health care professions definitely need more women leaders for improvement in women's health status globally. 63.5% of women in dentistry feel their family commitments are barriers to rising in their careers and 64.7% report that a marriage is happier if the husband's career graph is better than wife's. The survey results indicate that the same salary is paid to 93.5% women as their male colleagues. The results of the study show that there certainly has been a change in outlook of Indian women as they have

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

    PubMed Central

    Moore, Jared M.; Wininger, David A.; Martin, Bryan

    2016-01-01

    ABSTRACT Background  Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. Objective  We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. Methods  In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Results  Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014–2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Conclusions  Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation. PMID:27777672

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

    PubMed

    Moore, Jared M; Wininger, David A; Martin, Bryan

    2016-10-01

    Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014-2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation.

  7. The Perceived Impact of Peer Leadership Experiences on College Academic Performance

    ERIC Educational Resources Information Center

    Skipper, Tracy L.; Keup, Jennifer R.

    2017-01-01

    Open-ended data from the 2009 National Survey of Peer Leaders were analyzed to explore the impact of peer leadership on academic performance. While most participants suggested the experience had no effect on academics, perceptions varied by role. Peer leaders in academic and community service roles described increased skills and understanding of…

  8. Using Reflection to Assess Students Ability to Learn and Develop Leadership Skills

    ERIC Educational Resources Information Center

    Olsen, Heather M.; Burk, Brooke

    2014-01-01

    Leadership skill development has been identified as an important element of future leisure service professionals academic preparation. Thus, the purpose of this paper was to utilize in-depth course reflection and service-learning to assess whether undergraduate students enrolled in a leadership course were meeting the leadership objectives set…

  9. Twelve tips for integrating leadership development into undergraduate medical education.

    PubMed

    Till, Alex; McKimm, Judy; Swanwick, Tim

    2017-10-26

    Healthcare systems need effective leadership. All healthcare professionals can and should "learn to lead" and this requires a clear focus on leadership development from the earliest stages of a career. Within medicine, undergraduate students should be provided with opportunities to thrive and develop their skills in terms of leadership, management and followership. Drawing from the existing evidence base, the authors' expertise and the latest "thought leadership", these 12 tips provide practical guidance to universities and associated provider organizations, and to academic and clinical faculty, on how to integrate leadership development into their undergraduate medical programs. These 12 tips will help educators provide medical education that incorporates leadership as a core part of a professional's identity, and help students gain a deeper understanding of themselves and the teams, organizations and system they work within.

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

    PubMed

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

    2004-04-01

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

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

    ERIC Educational Resources Information Center

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

    2016-01-01

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

  12. Leadership trends in academic pediatric departments.

    PubMed

    Stapleton, F Bruder; Jones, Douglas; Fiser, Debra H

    2005-08-01

    To examine recent turnover trends among chairs of academic pediatric departments. Membership data for the 150 institutions represented by the Association of Medical School Pediatric Department Chairs in the United States, Canada, and Puerto Rico were reviewed for the time period of 1993-2003. From 1993 to 2003, 278 individuals (250 men and 28 women) held the position of chair. The mean time of service was 5.58 +/- 3.2 years (median: 5 years). Twenty-nine individuals served continuously as chairs during the 11-year period. Seventy-two individuals served as interim chairs. Twenty-eight women were appointed either chairs or interim chairs during the 11 years. The number of female chairs decreased from 13 in 1993 to 11 in 2003. Female chairs were in office 3.42 +/- 2.72 years. A total of 123 departments had a change in leadership, with a mean annual turnover rate of 17% (range: 4.6-24%). Three departments had 5 different leaders as either interim chair or chair and 6 departments had 4 different leaders during this time period. Neonatology was the most common subspecialty represented by recent pediatric chairs, although nephrology was the subspecialty with the greatest proportional representation. Departments of pediatrics have high turnover of leadership. Women, in particular, serve for relatively short periods and appear to be under-represented within the leadership of pediatrics. Efforts should be made to ascertain personal qualities that allow sustained leadership and to attract more women into leadership positions.

  13. Leadership Primer for Current and Aspiring Pulmonary, Critical Care, and Sleep Medicine Academic Division Chiefs.

    PubMed

    Nguyen, H Bryant; Thomson, Carey C; Kaminski, Naftali; Schnapp, Lynn M; Madison, J Mark; Glenny, Robb W; Dixon, Anne E

    2018-02-27

    An academic medical career traditionally revolves around patient care, teaching, and scholarly projects. Thus, when an opportunity for a leadership role arises, such as Division Chief, the new leader is often unprepared with little or no formal leadership training. In this article, academic leaders of the Association of Pulmonary, Critical Care and Sleep Division Directors reviewed several leadership concepts adapted from the business sector and applied years of their experience to aid new division chiefs with their first day on the job. The first 90 days are highlighted to include accomplishing the early wins, performing a division Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, establishing division rapport, redefining the division infrastructure, avoiding conflicts, and managing their relationship with the department chair. The five levels of leadership applicable to academic medicine are discussed: position, permission, production, people, and pinnacle. Finally, emotional intelligence and behavior styles crucial to leadership success are reviewed.

  14. Leadership's Role in Support of Online Academic Programs: Implementing an Administrative Support Matrix

    PubMed Central

    Barefield, Amanda C.; Meyer, John D.

    2013-01-01

    The proliferation of online education programs creates a myriad of challenges for those charged with implementation and delivery of these programs. Although creating and sustaining quality education is a shared responsibility of faculty, staff, and academic leaders, this article focuses on the pivotal role of leadership in securing the necessary resources, developing the organizational structures, and influencing organizational culture. The vital foundation for a successful outcome when implementing online education programs is the role of leadership in providing adequate and appropriate support. Abundant literature extols the roles of leadership in project management; however, there is a dearth of models or systematic methods for leaders to follow regarding how to implement and sustain online programs. Research conducted by the authors culminated in the development of an Administrative Support Matrix, thus addressing the current gap in the literature. PMID:23346030

  15. University Teachers' Experiences of Academic Leadership and Their Approaches to Teaching

    ERIC Educational Resources Information Center

    Ramsden, Paul; Prosser, Michael; Trigwell, Keith; Martin, Elaine

    2007-01-01

    The study examined associations between university teachers' experiences of academic leadership, their perceptions of a specific academic context and their approaches to teaching in a particular subject that was taught in that context. The sample consisted of 439 lecturers in Australian universities in four fields of study. Lecturers completed…

  16. Association of Academic Physiatrists

    MedlinePlus

    ... AAP Research Awards Resources Advocacy Podcasts AAP Podcasts Leadership & Academic Development Program for Academic Leadership (PAL) Volunteer Opportunities Mentorship Programs Publications & News American ...

  17. Leadership at a Local Level--Enhancing Educational Development

    ERIC Educational Resources Information Center

    Mårtensson, Katarina; Roxå, Torgny

    2016-01-01

    This paper explores, mainly through a socio-cultural perspective, the role of mid-level leadership in higher education in relation to educational development. It is argued that supporting and engaging local-level leaders, such as academic programme directors, increases the potential for development of local teaching and learning cultures. The…

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

    ERIC Educational Resources Information Center

    Jones, David; Rudd, Rick

    2008-01-01

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

  19. Academic-Practice Partnerships: The Interdependence Between Leadership and Followership.

    PubMed

    Everett, Linda Q

    2016-04-01

    In this article, there is a discussion focused on three contemporary nursing topics: leadership, followership, and academic-practice partnerships. These comments are framed within the context of the current healthcare system transformation. There is a focus on why each of these topics is relevant to the nursing profession in leading change and advancing health. Finally, there is a description about the interdependence of leadership and followership and the significance these hold for the interdependence between nursing education and nursing practice. © The Author(s) 2016.

  20. A Complex Systems Framework for Research on Leadership and Organizational Dynamics in Academic Libraries

    ERIC Educational Resources Information Center

    Gilstrap, Donald L.

    2009-01-01

    This article provides a historiographical analysis of major leadership and organizational development theories that have shaped our thinking about how we lead and administrate academic libraries. Drawing from behavioral, cognitive, systems, and complexity theories, this article discusses major theorists and research studies appearing over the past…

  1. A Third Reason to Home School: Leadership Development

    ERIC Educational Resources Information Center

    Seago, Johnnie

    2012-01-01

    This article responds to Poutiatine's (2009) "What is Transformational?: Nine Principles Toward an Understanding Transformational Process for Transformational Leadership" by relating home schooling environments as lab schools for developing transformational leaders. Although many families select home schooling for improved academic progress or…

  2. Problematising the Standardisation of Leadership and Management Development in South African Schools

    ERIC Educational Resources Information Center

    Williams, Clarence

    2015-01-01

    In 2007 the Department of Education introduced the standards-based Advanced Certificate in Education: School Management and Leadership. The standardisation of leadership and management development in South African schools has been uncritically accepted by most academics and professionals. The purpose of this article is to problematise the…

  3. Development of an interprofessional competency model for healthcare leadership.

    PubMed

    Calhoun, Judith G; Dollett, Lorayne; Sinioris, Marie E; Wainio, Joyce Anne; Butler, Peter W; Griffith, John R; Warden, Gail L

    2008-01-01

    During the past decade, there has been a growing interest in competency-based performance systems for enhancing both individual and organizational performance in health professions education and the varied healthcare industry sectors. In 2003, the Institute of Medicine's report Health Professions Education: A Bridge to Quality called for a core set of competencies across the professions to ultimately improve the quality of healthcare in the United States. This article reviews the processes and outcomes associated with the development of the Health Leadership Competency Model (HLCM), an evidence-based and behaviorally focused approach for evaluating leadership skills across the professions, including health management, medicine, and nursing, and across career stages. The HLCM was developed from extensive academic research and widespread application outside healthcare. Early development included behavioral event interviewing, psychometric analysis, and cross-industry sector benchmarking. Application to healthcare was supported by additional literature review, practice analysis, expert panel inputs, and pilot-testing surveys. The model addresses three overarching domains subsuming 26 behavioral and technical competencies. Each competency is composed of prescriptive behavioral indicators, or levels, for development and assessment as individuals progress through their careers from entry-level to mid-level and advanced stages of lifelong development. The model supports identification of opportunities for leadership improvement in both academic and practice settings.

  4. Women's health and women's leadership in academic medicine: hitting the same glass ceiling?

    PubMed

    Carnes, Molly; Morrissey, Claudia; Geller, Stacie E

    2008-11-01

    The term "glass ceiling" refers to women's lack of advancement into leadership positions despite no visible barriers. The term has been applied to academic medicine for over a decade but has not previously been applied to the advancement of women's health. This paper discusses (1) the historical linking of the advances in women's health with women's leadership in academic medicine, (2) the slow progress of women into leadership in academic medicine, and (3) indicators that the advancement of women's health has stalled. We make the case that deeply embedded unconscious gender-based biases and assumptions underpin the stalled advancement of women on both fronts. We conclude with recommendations to promote progress beyond the apparent glass ceiling that is preventing further advancement of women's health and women leaders. We emphasize the need to move beyond "fixing the women" to a systemic, institutional approach that acknowledges and addresses the impact of unconscious, gender-linked biases that devalue and marginalize women and issues associated with women, such as their health.

  5. A Retrospective Study of Academic Leadership Skill Development, Retention and Use: The Experience of the Food Systems Leadership Institute

    ERIC Educational Resources Information Center

    Fernandez, Claudia S. P.; Noble, Cheryl C.; Jensen, Elizabeth T.; Martin, Linda; Stewart, Marshall

    2016-01-01

    The Food Systems Leadership Institute (FSLI) is a 2-year leadership development program consisting of 3 intensive in-person immersion retreats, and a robust and customizable distance-based program. Participants come primarily from land-grant and public universities and learn about personal, organizational and system leadership with a focus on food…

  6. Promoting Leadership in Australian Universities

    ERIC Educational Resources Information Center

    Bradley, Andrew P.; Grice, Tim; Paulsen, Neil

    2017-01-01

    In this paper we review current practices for developing and promoting academic leadership in universities. We consider the forms of leadership that are appropriate for academic organisations, while exploring the types of leadership favoured by recruitment and promotion committees. Using the Australian higher education context as a case study, we…

  7. Effects of a veterinary student leadership program on measures of stress and academic performance.

    PubMed

    Moore, Dale A; Truscott, Marla L; St Clair, Lisa; Klingborg, Donald J

    2007-01-01

    Assuming leadership roles in veterinary student governance or club activities could be considered an added stressor for students because of the impact on time available for personal and academic activities. The study reported here evaluated the effects of participation in a leadership program and leadership activity across two classes of veterinary students on measures of stress, using the Derogatis Stress Profile (DSP), and on veterinary school academic performance, measured as annual grade-point average (GPA) over a three-year period. Program participants and their classmates completed the DSP three times across the first three years of veterinary school. On average, participating students reported self-declared stress levels that were higher and measured DSP stress levels that were lower than those of the general population. Students were more likely to assume elected or appointed leadership roles while in their first three years of the veterinary degree program if they participated in the optional leadership program and demonstrated lower stress in several dimensions. Some increased stress, as measured in some of the DSP stress dimensions, had a small but statistically significant influence on professional school GPA. The study determined that the most important predictors of students' cumulative GPA across the three-year period were the GPA from the last 45 credits of pre-veterinary coursework and their quantitative GRE scores. The results of the study indicate that neither participation in the leadership program nor taking on leadership roles within veterinary school appeared to influence veterinary school academic performance or to increase stress.

  8. Tracking the careers of academic general pediatric fellowship program graduates: academic productivity and leadership roles.

    PubMed

    Szilagyi, Peter G; Haggerty, Robert J; Baldwin, Constance D; Paradis, Heather A; Foltz, Jennifer L; Vincelli, Phyllis; Blumkin, Aaron; Cheng, Tina L

    2011-01-01

    Little is known about the careers of graduates of academic general pediatric (AGP) fellowship programs. We evaluated the careers of 2 cohorts of AGP fellowship graduates: an early cohort trained during 1978 to 1988, and a later cohort trained during 1989 to 1999. We surveyed all known AGP fellowship graduates in both cohorts by using a confidential mailed survey. We assessed graduates' current professional work and analyzed curricula vitae for principal investigator (PI) grants; first-authored, peer-reviewed publications; and leadership positions. From the early cohort, 95 of 131 eligible graduates (73%) responded; from the later cohort, 93 of 133 (70%) responded. Two thirds of each cohort remain in academics; of these, nearly half are on tenure tracks and over half have major educational roles within their university. The percentage in the early cohort who have been PI on a research grant by 5, 10, and 15 years postfellowship was 44%, 53%, and 54%, respectively; in the later cohort, it was 62%, 75%, and 75%, respectively (P = .004 vs early cohort). During the 10 years postfellowship, the early and later cohorts averaged 5.5 and 7.4 first-authored, peer-reviewed papers, respectively (P = .4). By 10 years, a high proportion of both cohorts had become division chief (19% vs 16%), had other academic leadership positions (43% vs 59%), or were leaders in professional organizations (20% vs 30%; all P = NS). Graduates of AGP fellowship programs have achieved considerable academic success. Recently trained fellows appear even more successful. The academic outcomes of these AGP fellows bode well for the future of AGP. Copyright © 2011 Academic Pediatric Association. Published by Elsevier Inc. All rights reserved.

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

    PubMed

    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.

  10. Leadership Development among a Cohort of Undergraduate Interdisciplinary Students in the Health Professions

    ERIC Educational Resources Information Center

    McKinney, Nicole S.; Waite, Roberta

    2016-01-01

    Leadership content and pedagogical strategies are fundamental to health professionals' education. All health professionals must be able to lead effectively and thrive in today's complex health systems. Students must be involved in meaningful didactic and experiential leadership development early in their academic progression, and educators are…

  11. A Summer Leadership Development Program for Chemical Engineering Students

    ERIC Educational Resources Information Center

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

    2012-01-01

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

  12. Gender and Leadership Styles in Single-Sex Academic Institutions

    ERIC Educational Resources Information Center

    Taleb, Hanan M.

    2010-01-01

    Purpose: This paper aims to investigate the relationship between gender and female leadership styles in a single-sex academic institution in Saudi Arabia. Design/methodology/approach: Essentially, a qualitative research approach that utilised a single case-study methodology was adopted. As part of this research, seven in-depth semi-structured…

  13. Women's Health and Women's Leadership in Academic Medicine: Hitting the Same Glass Ceiling?

    PubMed Central

    Morrissey, Claudia; Geller, Stacie E.

    2008-01-01

    Abstract The term “glass ceiling” refers to women's lack of advancement into leadership positions despite no visible barriers. The term has been applied to academic medicine for over a decade but has not previously been applied to the advancement of women's health. This paper discusses (1) the historical linking of the advances in women's health with women's leadership in academic medicine, (2) the slow progress of women into leadership in academic medicine, and (3) indicators that the advancement of women's health has stalled. We make the case that deeply embedded unconscious gender-based biases and assumptions underpin the stalled advancement of women on both fronts. We conclude with recommendations to promote progress beyond the apparent glass ceiling that is preventing further advancement of women's health and women leaders. We emphasize the need to move beyond “fixing the women” to a systemic, institutional approach that acknowledges and addresses the impact of unconscious, gender-linked biases that devalue and marginalize women and issues associated with women, such as their health. PMID:18954235

  14. Academic Self-Concept, Academic Achievement, and Leadership in University Students Studying in a Physical Therapy Program.

    ERIC Educational Resources Information Center

    Gottlieb, Rosemary J.; Rogers, Janet L.

    2002-01-01

    Assessment of the academic self-concept of 32 physical therapy assistant students in a selective admission program revealed a positive correlation between grade point average in the core curriculum and their leadership and initiative scores. (Contains 20 references.) (SK)

  15. Academic Visual Identity (AVI): An Act of Symbolic Leadership

    ERIC Educational Resources Information Center

    Masiki, Trent

    2011-01-01

    Extensive scholarship exists on both symbolic leadership and corporate visual identity (CVI), yet little scholarly attention has been focused on the intersection of these two bodies of knowledge. In the field of education, that intersection is known as academic visual identity (AVI). The purpose of this article is to demonstrate that AVI…

  16. Citizens of the Academic Community? A Societal Perspective on Leadership in UK Higher Education

    ERIC Educational Resources Information Center

    Bolden, Richard; Gosling, Jonathan; O'Brien, Anne

    2014-01-01

    This paper presents a societal perspective on academic leadership by exploring the preoccupations of academics as citizens rather than as employees, managers or individuals. It uses a listening post methodology to ask "what is it like to be a citizen of an academic institution in contemporary Britain?" Three listening posts, comprising…

  17. Three Studies on the Leadership Behaviors of Academic Deans in Higher Education

    ERIC Educational Resources Information Center

    Brower, Rebecca

    2013-01-01

    This three article mixed methods dissertation is titled "Three Studies on the Leadership Behaviors of Academic Deans in Higher Education." Each article is based on a sample of 51 academic deans from a three state region in the Southeastern United States. In the first study, the results of the statistical analyses reinforce the gender…

  18. Moving from Administrivia Overload to Leadership Competency Development

    ERIC Educational Resources Information Center

    Hogan, Amy M.

    2018-01-01

    Virginia Tech has intentionally moved beyond the traditional policy-heavy approach to department head orientation to employ a robust leadership development program for new and aspiring academic leaders and faculty. The annual program begins with a full-day workshop in mid-August, and continues throughout the fall semester with a series of shorter…

  19. Leadership of Academics in Research

    ERIC Educational Resources Information Center

    Ball, Stephen

    2007-01-01

    Leadership is a key issue for universities and is increasingly regarded as beneficial to improved performance across all activities, including research. This article reports on part of a completed doctoral study that had the aim of developing a deeper understanding of the role of leadership as it relates to hospitality management research by…

  20. Academics Transformational Leadership: An Investigation of Heads of Department Leadership Behaviours in Malaysian Public Universities

    ERIC Educational Resources Information Center

    Tahir, Lokman; Abdullah, Tina; Ali, Fadzli; Daud, Khadijah

    2014-01-01

    Presently, the role and the function of universities in Malaysia have been described as being in a state of change. Several strategies have been adopted to assist in the re-branding of higher institutions of learning. As a consequence, an effective model of leadership practices, particularly at the Malaysian academic departmental level, has to be…

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

    PubMed

    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.

  2. Leadership Provided by Non-Academic Middle-Level Managers in the Australian Higher Education Sector: The Enablers

    ERIC Educational Resources Information Center

    Vilkinas, Tricia

    2014-01-01

    This study seeks to identify the leadership behaviours displayed by non-academic middle-level managers in the Australian higher education sector. The study also identifies the importance of these leadership behaviours and the leadership effectiveness of these managers. The integrated competing values framework was used to measure leadership…

  3. Designing a leadership development program for surgeons.

    PubMed

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

    2016-01-01

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

  4. 2009 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Education

    DTIC Science & Technology

    2010-06-11

    right time, handling pre- education attitudes, and tracking performance gains and career advantages related to academics.  Developing current, relevant...Army Leadership Technical Report 2010-2 2009 CENTER FOR ARMY LEADERSHIP ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL): ARMY EDUCATION ...Joshua Hatfield ICF International John P. Steele Center for Army Leadership June 2010 The Center for Army Leadership An

  5. Academic Leadership in a Private University: An Iranian Case Study

    ERIC Educational Resources Information Center

    Hamidifar, Fatemeh; Ebrahimi, Mansoureh

    2016-01-01

    This study explores effective academic leadership as well as hindrances within Iran's private higher educational institutions. The author employed a qualitative approach that utilized purposive sampling to collect and analyze data. Findings were categorized into three classes comprising the (i) setting of direction, (ii) organizational and (iii)…

  6. Gender disparities in leadership and scholarly productivity of academic hospitalists.

    PubMed

    Burden, Marisha; Frank, Maria G; Keniston, Angela; Chadaga, Smitha R; Czernik, Zuzanna; Echaniz, Marisa; Griffith, Jennifer; Mintzer, David; Munoa, Anna; Spence, Jeffrey; Statland, Barbara; Teixeira, Joao Pedro; Zoucha, Jeff; Lones, Jason; Albert, Richard K

    2015-08-01

    Gender disparities still exist for women in academic medicine but may be less evident in younger cohorts. Hospital medicine is a new field, and the majority of hospitalists are <41 years of age. To determine whether gender disparities exist in leadership and scholarly productivity for academic hospitalists and to compare the findings to academic general internists. Prospective and retrospective observational study. University programs in the United States. Gender distribution of (1) academic hospitalists and general internists, (2) division or section heads for both specialties, (3) speakers at the 2 major national meetings of the 2 specialties, and (4) first and last authors of articles from the specialties' 2 major journals We found equal gender representation of hospitalists and general internists who worked in university hospitals. Divisions or sections of hospital medicine and general internal medicine were led by women at 11/69 (16%) and 28/80 (35%) of university hospitals, respectively (P = 0.008). Women hospitalists and general internists were listed as speakers on 146/557 (26%) and 291/580 (50%) of the presentations at national meetings, respectively (P < 0.0001), first authors on 153/464 (33%) and 423/895 (47%) publications, respectively (P < 0.0001), and senior authors on 63/305 (21%) and 265/769 (34%) articles, respectively (P < 0.0001). Despite hospital medicine being a newer field, gender disparities exist in leadership and scholarly productivity. © 2015 Society of Hospital Medicine.

  7. Translational leadership: new approaches to team development.

    PubMed

    Harrigan, Rosanne C; Emery, Lori M

    2010-01-01

    Little is known about how to develop collaborative multidisciplinary research teams. Following a comprehensive needs assessment, we developed a curriculum-based, multi-disciplinary, didactic and experiential Translational Leadership training program grounded in adult learning theory. In addition, we constructed collaborative clinical/translational research experiences for trainees to enhance clinical/translational research skills. KEY PROGRAMMATIC ELEMENTS AND PRELIMINARY FINDINGS: This 15-week Translational Leadership program was generated based on the following premises. Academic translational leadership teams should partner and collaborate, customize, make the program relevant to the culture, create a common language, use the best resources, and establish measurable goals for success. Development of effective collaborative research teams is essential to the management of successful translational research teams. Development of these skills in addition to cultural humility will provide the best infrastructure and human capital committed to the resolution of health disparities. Effective translational research teams are more comfortable with the component team members and the communities where they implement their protocols. Our participants highly valued the diverse experiences from this program; several have succeeded in leading community-based research teams. Our Translational Leadership program offers essential skills using adult learning theory for translational researchers who become capable of leading and participating in translational research teams. We believe including community members in the training of translational research programs is an important asset. The multidisciplinary approach develops skills that are also of significant use to the community and its acceptance of responsibility for its own health.

  8. Success Factors of Minority Academic Leadership in American Higher Education

    ERIC Educational Resources Information Center

    Littana, P. Paul

    2013-01-01

    The purpose of this study was to determine how factors such as demographics, leadership skills, intrinsic motivation and attitudes, and life experiences contribute to the success of minority academic leaders in the American higher education system. A qualitative research method, using the phenomenological approach was selected for this research.…

  9. Gender trends in dental leadership and academics: a twenty-two-year observation.

    PubMed

    Yuan, Judy Chia-Chun; Lee, Damian J; Kongkiatkamon, Suchada; Ross, Sasha; Prasad, Soni; Koerber, Anne; Sukotjo, Cortino

    2010-04-01

    The purpose of this study was to examine gender disparities in dental leadership and academics in the United States. Nine journals that represent the dental specialties and high published impact factors were selected to analyze the percentage of female dentists' first and senior authorship for the years 1986, 1990, 1995, 2000, 2005, and 2008. Data on appointment status and female deanship were collected from the American Dental Association (ADA) survey, and the trends were studied. The proportion of female presidents in ADA-recognized specialty organizations was also calculated. Overall, the increase in first female authorship was not statistically significant, but the increase of last female authorship was statistically significant in a linear trend over the years. The percentage of tenured female faculty members and female deans in U.S. dental schools increased by factors of 1.7 and 9, respectively, during the study period. However, female involvement in professional organizations was limited. Findings from this study indicate that female participation in authorship and leadership has increased over time. Nevertheless, females are still a minority in dental academics and leadership.

  10. Principal Leadership Styles and the Academic Achievement of Students with Disabilities: A Mixed Methods Approach

    ERIC Educational Resources Information Center

    Brander, Bryan Patrick

    2013-01-01

    The purpose of this study was to examine the relationship between principal leadership styles and the academic achievement of students with disabilities. Participants were North Carolina elementary and middle school principals and teachers. The researcher examined what leadership styles (transformational, transactional, or passive-avoidant) are…

  11. Increasing women's leadership in academic medicine: report of the AAMC Project Implementation Committee.

    PubMed

    Bickel, Janet; Wara, Diane; Atkinson, Barbara F; Cohen, Lawrence S; Dunn, Michael; Hostler, Sharon; Johnson, Timothy R B; Morahan, Page; Rubenstein, Arthur H; Sheldon, George F; Stokes, Emma

    2002-10-01

    The AAMC's Increasing Women's Leadership Project Implementation Committee examined four years of data on the advancement of women in academic medicine. With women comprising only 14% of tenured faculty and 12% of full professors, the committee concludes that the progress achieved is inadequate. Because academic medicine needs all the leaders it can develop to address accelerating institutional and societal needs, the waste of most women's potential is of growing importance. Only institutions able to recruit and retain women will be likely to maintain the best housestaff and faculty. The long-term success of academic health centers is thus inextricably linked to the development of women leaders. The committee therefore recommends that medical schools, teaching hospitals, and academic societies (1) emphasize faculty diversity in departmental reviews, evaluating department chairs on their development of women faculty; (2) target women's professional development needs within the context of helping all faculty maximize their faculty appointments, including helping men become more effective mentors of women; (3) assess which institutional practices tend to favor men's over women's professional development, such as defining "academic success" as largely an independent act and rewarding unrestricted availability to work (i.e., neglect of personal life); (4) enhance the effectiveness of search committees to attract women candidates, including assessment of group process and of how candidates' qualifications are defined and evaluated; and (5) financially support institutional Women in Medicine programs and the AAMC Women Liaison Officer and regularly monitor the representation of women at senior ranks.

  12. Academic medicine amenities unit: developing a model to integrate academic medical care with luxury hotel services.

    PubMed

    Kennedy, David W; Kagan, Sarah H; Abramson, Kelly Brennen; Boberick, Cheryl; Kaiser, Larry R

    2009-02-01

    The interface between established values of academic medicine and the trend toward inpatient amenities units requires close examination. Opinions of such units can be polarized, reflecting traditional reservations about the ethical dilemma of offering exclusive services only to an elite patient group. An amenities unit was developed at the University of Pennsylvania Health System in 2007, using an approach that integrated academic medicine values with the benefits of philanthropy and service excellence to make amenities unit services available to all patients. Given inherent internal political concerns, a broadly based steering committee of academic and hospital leadership was developed. An academically appropriate model was conceived, anchored by four principles: (1) integration of academic values, (2) interdisciplinary senior leadership, (3) service excellence, and (4) recalibrated occupancy expectations based on multiple revenue streams. Foremost is ensuring the same health care is afforded all patients throughout the hospital, thereby overcoming ethical challenges and optimizing teaching experiences. Service excellence frames the service ethic for all staff, and this, in addition to luxury hotel-style amenities, differentiates the style and feel of the unit from others in the hospital. Recalibrated occupancy creates program viability given revenue streams redefined to encompass gifts and patient revenue, including both reimbursement and self-pay. The medical-surgical amenities patient-care unit has enjoyed a successful first year and a growing stream of returning patients and admitting physicians. Implications for other academic medical centers include opportunities to extrapolate service excellence throughout the hospital and to cultivate philanthropy to benefit services throughout the medical center.

  13. How gender impacts career development and leadership in rehabilitation medicine: a report from the AAPM&R research committee.

    PubMed

    Wagner, Amy K; McElligott, Jacinta; Chan, Leighton; Wagner, Eugene P; Segal, Neil A; Gerber, Lynn H

    2007-05-01

    To examine the role that gender plays in meeting the medical academic mission by assessing career development, leadership, and research productivity among rehabilitation researchers. Prospective, cross-sectional cohort study. National survey. Three hundred sixty rehabilitation professionals linked to the American Academy of Physical Medicine and Rehabilitation, Association of Academic Physiatrists, and/or the American Congress of Rehabilitation Medicine. Online or paper survey. Research skills, resources and productivity, salary, leadership, and academic advancement. Results suggested that women rated themselves as being less skilled and having fewer resources for research compared with their male counterparts. Additionally, significantly fewer women applied for grant funding and had a lower publication rate compared with men. A proportionally larger number of women remained at lower academic ranks than men, and fewer women achieved senior academic ranks or positions of leadership. Even after adjusting for potential confounding factors, female sex remained a significant variable associated with lower salaries and lower manuscript production. Unlike men, female respondents tended to believe that being a woman was a negative factor with respect to academic advancement, leadership opportunities, salary, and resources. Female rehabilitation researchers were less developed professionally than their male counterparts and saw themselves as disadvantaged. These findings have potential implications for attracting women into rehabilitation research and the rehabilitation research community's efforts to sustain its academic mission, to improve research capacity, and to meet the needs of the 52 million people in the United States with disabilities.

  14. An Analysis of the Relationship of Perceived Principal Instructional Leadership Behaviors and Student Academic Achievement

    ERIC Educational Resources Information Center

    Schindler, Kerry Andrew

    2012-01-01

    The primary purpose of the present study was to determine if a relationship existed between perceived instructional leadership behaviors of high school principals and student academic achievement. A total of 124 principals and 410 teachers representing 75 high school campuses completed the School Leadership Behaviors Survey (SLBS), an instrument…

  15. A leadership development program for surgeons: First-year participant evaluation.

    PubMed

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

    2016-08-01

    In a dynamic health care system, strong leadership has never been more important for surgeons. Little is known about how to design and conduct effectively a leadership program specifically for surgeons. We sought to evaluate critically a Leadership Development Program for practicing surgeons by exploring how the program's strengths and weaknesses affected the surgeons' development as physician-leaders. At a large academic institution, we conducted semistructured interviews with 21 surgical faculty members who applied voluntarily, were selected, and completed a newly created Leadership Development Program in December 2012. Interview transcripts underwent qualitative descriptive analysis with thematic coding based on grounded theory. Themes were extracted regarding surgeons' evaluations of the program on their development as physician-leaders. After completing the program, surgeons reported personal improvements in the following 4 areas: self-empowerment to lead, self-awareness, team-building skills, and knowledge in business and leadership. Surgeons felt "more confident about stepping up as a leader" and more aware of "how others view me and my interactions." They described a stronger grasp on "giving feedback" as well as a better understanding of "business/organizational issues." Overall, surgeon-participants reported positive impacts of the program on their day-to-day work activities and general career perspective as well as on their long-term career development plans. Surgeons also recommended areas where the program could potentially be improved. These interviews detailed self-reported improvements in leadership knowledge and capabilities for practicing surgeons who completed a Leadership Development Program. A curriculum designed specifically for surgeons may enable future programs to equip surgeons better for important leadership roles in a complex health care environment. Copyright © 2016 Elsevier Inc. All rights reserved.

  16. A Leadership Development Program for Surgeons: First-Year Participant Evaluation

    PubMed Central

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

    2016-01-01

    Structured Abstract Background In a dynamic healthcare system, strong leadership has never been more important for surgeons. Little is known about how to effectively design and conduct a leadership program specifically for surgeons. We sought to critically evaluate a Leadership Development Program for practicing surgeons by exploring the strengths and weaknesses of program components on surgeons’ development as physician-leaders. Methods At a large academic institution, we conducted semi-structured interviews with 21 surgical faculty members who voluntarily applied, were selected, and completed a newly-created Leadership Development Program in December 2012. Interview transcripts underwent qualitative descriptive analysis with thematic coding based on grounded theory. Themes were extracted regarding surgeons’ evaluations of the program on their development as physician-leaders. Results After completing the program, surgeons reported personal improvements in the following 4 areas: self-empowerment to lead, self-awareness, team-building skills, and business and leadership knowledge. Surgeons felt “more confident about stepping up as a leader” and more aware about “how others view me and my interactions.” They described a stronger grasp on “giving feedback” as well as “business/organizational issues.” Overall, surgeon participants reported positive impacts of the program on their day-to-day work activities, general career perspective, as well as their long-term career development plans. Surgeons also recommended areas for potential improvement for the program. Conclusions These interviews detailed self-reported improvements in leadership knowledge and capabilities for practicing surgeons who completed a Leadership Development Program. A curriculum designed specifically for surgeons may enable future programs to better equip surgeons for important leadership roles in a complex healthcare environment. PMID:27138180

  17. A summary report of the workshop on the 'academic leadership training in the AIMST University, Malaysia'

    PubMed Central

    Premkumar, Rajagopal; Bhore, Subhash J.

    2013-01-01

    In Malaysia, there are 81 (as on February 15, 2013) higher education institutions including satellite branches of the foreign universities. In northern part of the Peninsular Malaysia, AIMST University is the first private not-for-profit university and aims to become a premier private university in the country and the region. The workshop described in this article was designed to develop and enhance the capacity of academic staff-in-leadership-role for the University. This type of workshops may be a good method to enhance the leadership qualities of the head of each unit, department, school and faculty in each university. PMID:24023458

  18. Group Selection Methods and Contribution to the West Point Leadership Development System (WPLDS)

    DTIC Science & Technology

    2015-08-01

    Government. 14. ABSTRACT Group work in an academic setting can consist of projects or problems students can work on collaboratively. Although pedagogical ...ABSTRACT Group work in an academic setting can consist of projects or problems students can work on collaboratively. Although pedagogical studies...helping students develop intangibles like communication, time management, organization, leadership, interpersonal, and relationship skills. Supporting

  19. Leading from the Middle of the Organization: An Examination of Shared Leadership in Academic Libraries

    ERIC Educational Resources Information Center

    Cawthorne, Jon E.

    2010-01-01

    Shared leadership theory recognizes leader influence throughout the organization, not just from the top down. This study explores how middle managers from 22 academic libraries in the Pacific West perceive their own agreement, participation and recognition of shared leadership. This survey and framework is the first to examine the extent shared…

  20. Leading the development of nursing within a Nursing Development Unit: the perspectives of leadership by the team leader and a professor of nursing.

    PubMed

    Graham, Iain

    2003-08-01

    Leadership within nursing is receiving unprecedented focus and development. This reflective narrative explores the nature of leadership, termed scholarly leadership, by an academic and a clinical leader of a Nursing Development Unit. The narrative explores the characteristics of such leadership and highlights how it empowered a nursing team to further reach its potential. Two areas, patient-centered care and the characteristics of practice, are focused upon to highlight the leadership style that the clinical leader adopted. The paper concludes by suggesting what structural and systems changes need to be put in place in order to bring about change.

  1. Academic health leadership: looking to the future. Proceedings of a workshop held at the Canadian Institute of Academic Medicine meeting Québec, Que., Canada, Apr. 25 and 26, 2003.

    PubMed

    Gray, Jean; Armstrong, Paul

    2003-12-01

    The academic health sector will face major changes in governance, health care delivery, educational requirements and research programs over the next decade. Increased emphasis on disease prevention and health outcomes, the need for evidence to support both clinical and policy decisions, educational changes both in content and delivery, and the importance of working in teams will challenge the academic health care community. Large research teams may require new ways of training and nurturing young investigators, including improved grant writing and knowledge translation, human resource management skills and the ability to interact with disciplines that have different research methodologies. MD/PhD and Clinician Investigator Programs may help to fill these gaps in medicine, but nursing is faced with a serious shortage of doctoral-trained educators and researchers and may need targeted programs to achieve a critical mass of academics able to accept leadership roles. The success of the Quebec model of support for health research networks and researchers is encouraging. There is a leadership gap within health care institutions that spans jurisdictions and affects both institutional performance and individual careers. Young investigators need good mentors and adequate protected time to acquire the skills necessary for leadership roles. Policy changes within health care institutions and academic organizations will be necessary to adapt to the coming decade. The Canadian Institute of Academic Medicine is committed to developing better mentoring strategies for the next generation of academic leaders and to creating formal assessments of major Canadian health issues that can be used by health care advocacy groups when talking with policy-makers.

  2. Leadership Identity Development through an Interdisciplinary Leadership Minor

    ERIC Educational Resources Information Center

    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…

  3. Identifying potential academic leaders

    PubMed Central

    White, David; Krueger, Paul; Meaney, Christopher; Antao, Viola; Kim, Florence; Kwong, Jeffrey C.

    2016-01-01

    Objective To identify variables associated with willingness to undertake leadership roles among academic family medicine faculty. Design Web-based survey. Bivariate and multivariable analyses (logistic regression) were used to identify variables associated with willingness to undertake leadership roles. Setting Department of Family and Community Medicine at the University of Toronto in Ontario. Participants A total of 687 faculty members. Main outcome measures Variables related to respondents’ willingness to take on various academic leadership roles. Results Of all 1029 faculty members invited to participate in the survey, 687 (66.8%) members responded. Of the respondents, 596 (86.8%) indicated their level of willingness to take on various academic leadership roles. Multivariable analysis revealed that the predictors associated with willingness to take on leadership roles were as follows: pursuit of professional development opportunities (odds ratio [OR] 3.79, 95% CI 2.29 to 6.27); currently holding at least 1 leadership role (OR 5.37, 95% CI 3.38 to 8.53); a history of leadership training (OR 1.86, 95% CI 1.25 to 2.78); the perception that mentorship is important for one’s current role (OR 2.25, 95% CI 1.40 to 3.60); and younger age (OR 0.97, 95% CI 0.95 to 0.99). Conclusion Willingness to undertake new or additional leadership roles was associated with 2 variables related to leadership experiences, 2 variables related to perceptions of mentorship and professional development, and 1 demographic variable (younger age). Interventions that support opportunities in these areas might expand the pool and strengthen the academic leadership potential of faculty members. PMID:27331226

  4. Collective Capacity Building of Academic Leaders: A University Model of Leadership and Learning in Context

    ERIC Educational Resources Information Center

    Debowski, Shelda; Blake, Vivienne

    2007-01-01

    Academic leaders face particular challenges when they assume formal leadership roles in higher education. For the most part, they have had little prior engagement with the political, economic and strategic context of their institution and limited leadership networks on which to draw. The University of Western Australia has trialled a number of…

  5. Leadership and management of academic anesthesiology departments in the United States.

    PubMed

    Mets, Berend; Galford, Jennifer A

    2009-03-01

    To characterize the approach of academic chairs of anesthesiology in leading and managing their departments, and to gain insights into what they considered the most difficult challenges as chairs. Internet-based survey instrument conducted during July and August of 2006. Academic medical center. Department chairs of 132 academic anesthesiology programs who were listed on the Society of Academic Anesthesiology Chairs Listserv, were surveyed. The overall number of respondents were reported. However, as all questions were voluntary, not all were answered by each respondent. Observations are therefore reported as absolute numbers and percentages on a question-by-question basis. Respondents were asked to rank responses to some questions in order of importance (eg, 1 = most important). These data are presented as rank ordered median values, determined by the Kruskal-Wallis Test. Significant differences between groups were determined by Dunn's post test. A P-value < 0.05 was regarded as significant throughout. The overall response rate was 55%. Chairs spent 36% of their time in leading, managing, and administration. They ranked Visionary and Coaching styles of leadership as most important. Seventy-nine percent had developed "Vision" statements for the department and 64% of respondents had set goals for divisions. To communicate within departments, 74% of Chairs had at least monthly faculty meetings and 50% held at least yearly faculty retreats. Chairs preferred communicating contentious issues face to face. Ninety-five percent of Chairs held at least yearly performance appraisals and 85% had an established incentive system in the department. Academic productivity (73%) and clinical time (68%) were the most common components of the incentive system. In 65% of departments, Chairs delegated the program directorship and in 73%, the running of the National Residency Matching Program. The financial state of the department was shared at least annually in 93% of departments. In

  6. Academic Leaderships Views of School Psychology and Black Students: The Case of Historically Black Colleges and Universities

    ERIC Educational Resources Information Center

    Beeks, Amirah; Graves, Scott L., Jr.

    2017-01-01

    The purpose of this study was to understand academic leadership's views of the field of school psychology. This is the first study that has attempted to incorporate the views of historically Black college and university (HBCU) Psychology Department Chairs' regarding the field of school psychology and the potential development of school psychology…

  7. The Role of Parental Leadership in Academic Performance: A Case of Pupils in the Free Primary Education Program in Kenya

    ERIC Educational Resources Information Center

    Bellon, Emmanuel O.; Ngware, Moses Waithanji; Admassu, Kassahun

    2017-01-01

    The study examines the combined effects of key elements in parental leadership on academic performance. In the wake of inadequate learning resources, parental leadership becomes an indispensable learning input for children's academic performance. The discourse utilized data collected from 2005 to 2010 in a longitudinal study involving 1,549…

  8. Authentic Leadership for Teacher's Academic Optimism: Moderating Effect of Training Comprehensiveness

    ERIC Educational Resources Information Center

    Srivastava, Anugamini Priya; Dhar, Rajib Lochan

    2016-01-01

    Purpose: This study aims to analyse the impact of authentic leadership (AL) on academic optimism (AO) through the mediating role of affective commitment (AC). As this study also examines the moderating role of training comprehensiveness (TC) in strengthening the relation between AC and AO. Design/methodology/approach: Data were collected from…

  9. Leadership Experiences and Characteristics of Chairs of Academic Departments of Psychiatry

    ERIC Educational Resources Information Center

    Keith, Samuel J.; Buckley, Peter F.

    2011-01-01

    Objective: Effective leadership in academic medicine requires a broad constellation of skills, experiences, and core values. The authors sought to describe and define these. Method: The authors conducted a web-based survey among 132 Chairs of North American departments of psychiatry. Results: Eighty-five Chairs (64%) responded to the survey, the…

  10. Developing physician leaders in academic medical centers. Part 1: Their changing role.

    PubMed

    Bachrach, D J

    1996-01-01

    While physicians have historically held positions of leadership in academic medical centers, there is an increasing trend that physicians will not only guide the clinical, curriculum and scientific direction of the institution, but its business direction as well. Physicians are assuming a greater role in business decision making and are found at the negotiating table with leaders from business, insurance and other integrated health care delivery systems. Physicians who lead "strategic business units" within the academic medical center are expected to acquire and demonstrate enhanced business acumen. There is an increasing demand for formal and informal training programs for physicians in academic medical centers in order to better prepare them for their evolving roles and responsibilities. These may include the pursuit of a second degree in business or health care management, intramurally conducted courses in leadership skill development; management, business and finance; or involvement in extramurally prepared and delivered training programs specifically geared toward physicians as conducted at major universities, often in their schools of business or public health. This article article was prepared by the author from research into and presentation of a thesis entitled. "The Importance of Leadership Training And Development For Physicians In Academic Medical Centers In An Increasingly Complex Healthcare Environment, " prepared for the Credentials Committee of the American College of Healthcare Executives in partial fulfillment of the requirements for Fellowship in the College (ACHE). Part 2 will appear in the next issue of the Journal.

  11. Leadership Characteristics of Workforce Development Administrators in Community Colleges

    ERIC Educational Resources Information Center

    Lebesch, Anna Marie

    2011-01-01

    The community college environment is a complex and ever-changing system that requires effective leadership. The leadership characteristics in community colleges have been investigated substantially with studies primarily focused on the presidency and the pathway of the traditional academic pipeline. But as community colleges have struggled to do…

  12. The Relationship between Leadership Skills and Academic Performance among Dyslexic Students

    ERIC Educational Resources Information Center

    Handy, Rebecca Carranza

    2017-01-01

    The purpose of this study was to examine the relationship between leadership skills and academic performance among dyslexic students. The sample for the present study was 103 dyslexic children in grades 3 through 8th. These students attended a school in Austin, Texas that solely educates dyslexic students. The researcher administered the…

  13. Leadership by collaboration: Nursing's bold new vision for academic-practice partnerships.

    PubMed

    Sebastian, Juliann G; Breslin, Eileen T; Trautman, Deborah E; Cary, Ann H; Rosseter, Robert J; Vlahov, David

    In 2016 the American Association of Colleges of Nursing issued a report, Advancing Healthcare Transformation: A New Era for Academic Nursing that included recommendations for more fully integrating nursing education, research, and practice. The report calls for a paradigm shift in how nursing leaders in academia and practice work together and with other leaders in higher education and clinical practice. Only by doing so can we realize the full benefits of academic nursing in this new era in which integration and collaboration are essential to success. In this paper we: 1) examine how academic nursing can contribute to healthcare innovation across environments; 2) explore leadership skills for deans of nursing to advance the goals of academic nursing in collaboration with clinical nursing partners, other health professions and clinical service leaders, academic administrators, and community members; and, 3) consider how governance structures and policy initiatives can advance this work. Copyright © 2017 Elsevier Inc. All rights reserved.

  14. Dimensions of Kenyan University Academic Staff's Job Satisfaction in View of Various Managerial Leadership Practices

    ERIC Educational Resources Information Center

    Kiplangat, Henry Kiptiony; Momanyi, Marcella; Kangethe, Ngigi Simon

    2017-01-01

    Attaining high levels of academic staff job satisfaction has proved to be challenging for university management. This paper is an excerpt of a study that investigated the magnitude of Kenyan University academic staff's job satisfaction based on various managerial leadership practices. The study focused on the Rift Valley Region (RVR) of Kenya. The…

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

    ERIC Educational Resources Information Center

    Sugiyama, Keimei; Cavanagh, Kevin V.; van Esch, Chantal; Bilimoria, Diana; Brown, Cara

    2016-01-01

    Trends in extant literature suggest that more relational and identity-based leadership approaches are necessary for leadership that can harness the benefits of the diverse and globalized workforces of today and the future. In this study, we compared general leadership development programs (GLDPs) and women's leadership development programs (WLDPs)…

  16. Academic Leadership Capability Framework: A Comparison of Its Compatibility and Applicability in Australia, New Zealand, and Malaysia

    ERIC Educational Resources Information Center

    Ghasemy, Majid; Hussin, Sufean; Daud, Megat Ahmad Kamaluddin Megat

    2016-01-01

    Previous studies have shown that leadership capabilities and managerial competencies are related to leadership performance effectiveness, i.e., higher capabilities and competencies are associated with higher performance effectiveness, and vice versa. Among the studies focusing on these qualities in academic settings, two recent studies in…

  17. Pivotal Qualities for Effective University Leadership on the Basis of a Modified Australian Model: The Application of FIMIX-PLS and IPMA in the Malaysian Academic Context

    ERIC Educational Resources Information Center

    Ghasemy, Majid; Hussin, Sufean Bin; Megat Daud, Megat Ahmad Kamaluddin Bin; Abdul Razak, Ahmad Zabidi Bin; Maah, Mohd Jamil Bin

    2017-01-01

    This study was undertaken to determine the extent to which leadership capabilities and managerial competencies explain leadership performance in Malaysian Higher Education context. Data were collected from academic leaders in 25 public and private universities and colleges using a few previously developed scales in Malaysian context. Next, the…

  18. Effective University Leadership as Predictor of Academic Excellence in Southern Nigerian Universities

    ERIC Educational Resources Information Center

    Ofoegbu, Felicia O.; Alonge, Hezekiah O.

    2017-01-01

    The University is an educational system where high level manpower is trained for socio-economic and political growth of any nation. The leadership of a University plays invaluable roles in achieving academic excellence in dissemination and acquisition of universal knowledge, values; functional, technical and scientific skills and competencies…

  19. Leadership for Mortals: Developing and Sustaining Leaders of Learning

    ERIC Educational Resources Information Center

    Fink, Dean

    2005-01-01

    Dean Fink draws upon his own leadership practice to reflect upon and illuminate the realities of leading schools and schools systems. His forty years as a practicing school and school district leader in Ontario plus his ten years as a consultant and academic provides a unique and powerful backdrop for a contemporary tour around leadership theory…

  20. Transforming Leaders into Stewards of Teaching Excellence: Building and Sustaining an Academic Culture through Leadership Immersion

    ERIC Educational Resources Information Center

    Phillips, Candice; Bassell, Kellie; Fillmore, Laura; Stephenson, Winsome

    2018-01-01

    Nursing must transform education and practice to meet the changing healthcare environment; yet, steps to desired change remain unknown. Academic leaders are well-positioned to initiate change and transform the academic landscape. However, many advance to leadership positions with minimal orientation to the role. Moreover, leaders in academic…

  1. Challenges Facing Women Academic Leadership in Secondary Schools of Irbid Educational Area

    ERIC Educational Resources Information Center

    Al-Jaradat, Mahmoud Khaled Mohammad

    2014-01-01

    This study aimed at identifying the challenges facing women academic leadership in secondary schools of Irbid Educational Area. A random sample of 187 female leaders were chosen. They responded to a 49-item questionnaire prepared by the researcher. The items were distributed into four domains: organizational, personal, social and physical…

  2. Transformational leadership: What every nursing dean should know.

    PubMed

    Giddens, Jean

    Transformational leadership (TFL) has become a predominant leadership style practiced by leaders across many industries and disciplines, including nursing. As a component of the Full Range Leadership Model proposed by Bass (1985), TFL is characterized by the ability to stimulate, inspire, and motivate followers. Transformational leaders focus on building relationships with people and creating change by emphasizing values. Most TFL literature in nursing focuses on clinical practice with very little representation from academic nursing leadership. This article describes TFL, presents general findings from the literature, discusses this leadership style in the context of academic nursing leadership, makes recommendations for professional development of this leadership approach and offers suggests for future inquiry. Copyright © 2017 Elsevier Inc. All rights reserved.

  3. Teaching matters-academic professional development in the early 21st century.

    PubMed

    Fahnert, Beatrix

    2015-10-01

    Academic work at different career stages has changed and a broadened portfolio of expertise enables academics to adapt, maintain and advance their career. Development related to research activity is naturally driven by methodology and technology. Institutions and peers largely support development in the contexts of dissemination, measuring impact and obtaining funding. A European Commission High Level Group recommended pedagogic training for everyone teaching in Higher Education by 2020 with mandatory continuing professional development and with academic staff recruitment and promotion being linked to teaching performance. Early career teaching experience is already an expectation, and advantage is gained by developing recognized teaching expertise. More senior academics gain an advantage through recognition of higher levels of expertise, also covering elements of leadership and innovation in teaching. This review aims to raise awareness particularly of teaching-related skills within the dimensions of academic professional development in Higher Education, outlining some general directions for development and recognition in context of current challenges to support planning and identifying training needs and opportunities at different career stages. © FEMS 2015. All rights reserved.

  4. A Changing Role for University Professors? Professorial Academic Leadership as It Is Perceived by "The Led"

    ERIC Educational Resources Information Center

    Evans, Linda

    2015-01-01

    This article examines the academic leadership role of university professors in the UK (a grade title which in that national context generally refers only to the most distinguished, senior academics, who equate to the North American full professor). Drawing on theoretical interpretations of professionalism and applying these to professors, it…

  5. Changing the culture of academic medicine to eliminate the gender leadership gap: 50/50 by 2020.

    PubMed

    Valantine, Hannah; Sandborg, Christy I

    2013-10-01

    Central to the daily struggles that successful working women face is the misalignment of the current work culture and the values of the workforce. In addition to contributing to work-life integration conflicts, this disconnect perpetuates the gender leadership gap. The dearth of women at the highest ranks of academic medicine not only sends a clear message to women that they must choose between career advancement and their personal life but also represents a loss of talent for academic health centers as they fail to recruit and retain the best and the brightest. To close the gender leadership gap and to meet the needs of the next generation of physicians, scientists, and educators, the authors argue that the culture of academic medicine must change to one in which flexibility and work-life integration are core parts of the definition of success. Faculty must see flexibility policies, such as tenure clock extensions and parental leaves, as career advancing rather than career limiting. To achieve these goals, the authors describe the Stanford University School of Medicine Academic Biomedical Career Customization (ABCC) model. This framework includes individualized career plans, which span a faculty member's career, with options to flex up or down in research, patient care, administration, and teaching, and mentoring discussions, which ensure that faculty take full advantage of the existing policies designed to make career customization possible. The authors argue that with vision, determination, and focus, the academic medicine community can eliminate the gender leadership gap to achieve 50/50 by 2020.

  6. Changing the Culture of Academic Medicine to Eliminate the Gender Leadership Gap: 50/50 by 2020

    PubMed Central

    Valantine, Hannah; Sandborg, Christy I.

    2013-01-01

    Central to the daily struggles that successful working women face is the misalignment of the current work culture and the values of the workforce. In addition to contributing to work-life integration conflicts, this disconnect also perpetuates the gender leadership gap. The dearth of women at the highest ranks of academic medicine not only sends a clear message to women that they must choose between career advancement and their personal life but also represents a loss of talent for academic health centers as they fail to recruit and retain the best and the brightest. To close the gender leadership gap and to meet the needs of the next generation of physicians, scientists, and educators, the authors argue that the culture of academic medicine must change to one in which flexibility and work-life integration are core parts of the definition of success. Faculty must see flexibility policies, such as tenure clock extensions and parental leaves, as career advancing rather than career limiting. To achieve these goals, the authors describe the Stanford University School of Medicine Academic Biomedical Career Customization (ABCC) model. The ABCC framework includes individualized career plans, which span a faculty member's career, with options to flex up or down in research, patient care, administration, and teaching, and mentoring discussions, which ensure that faculty take full advantage of the existing policies designed to make career customization possible. The authors argue that with vision, determination, and focus, the academic medicine community can eliminate the gender leadership gap to achieve 50/50 by 2020. PMID:23969359

  7. Extracurricular leadership development programme to prepare future Saudi physicians as leaders.

    PubMed

    Ayuob, Nasra Naeim; Al Sayes, Faten Mohamed; El Deek, Basem Salama

    2016-06-01

    To describe and evaluate an innovative approach for developing leadership skills in a cohort of medical students through an extracurricular programme. The study was conducted at King Abdulaziz University, Jeddah, Saudi Arabia, from April to June of the academic year 2014-15, and comprised medical students from all batches. Mixed-method design was used to evaluate the leadership development programme. Pre- and post-tests were conducted to assess students' learning and their satisfaction was evaluated at the end of the programme. Focus groups were conducted to assess the programme's impact on participants' behaviour. Data analysis was done using SPSS 16. Of the 55 participants, 45(82%) responded to the evaluation survey. Of them, 29(65%) reported intended changes in their leadership practices immediately after the programme, with 8(28%) of them reporting more than one change. The mean students' satisfaction with the overall performance of the speakers and programme organisation was high at 4.12±0.91 and 4.54±0.89, respectively. Early experience of the leadership development programme produced positive results. An intense programme analysis is required to fully understand this significant organisational need.

  8. Role of Department Heads in Academic Development: A Leader-Member Exchange and Organizational Resource Perspective

    ERIC Educational Resources Information Center

    Horne, Andre Leonard; du Plessis, Yvonne; Nkomo, Stella

    2016-01-01

    This article examines the role of leadership in the development of academic talent in higher education from a social exchange and organizational support perspective. Drawing from a sample of academic staff at a large South African university, the study investigates the extent to which a quality leader-member exchange relationship versus a formal…

  9. Dealing With Deans and Academic Medical Center Leadership: Advice From Leaders.

    PubMed

    Sanfilippo, Fred; Powell, Deborah; Folberg, Robert; Tykocinski, Mark

    2018-01-01

    The 2017 Association of Pathology Chairs Annual Meeting included a session for department chairs and other department leaders on "how to deal with deans and academic medical center leadership." The session was focused on discussing ways to foster positive relationships with university, medical school, and health system leaders, and productively address issues and opportunities with them. Presentations and a panel discussion were provided by 4 former pathology chairs who subsequently have served as medical deans and in other leadership positions including university provost, medical center CEO, and health system board chair. There was a strong consensus among the participants on how best to deal with superiors about problems, conflicts, and requests for additional resources and authority. The importance of teamwork and accountability in developing a constructive and collaborative relationship with leaders and peers was discussed in detail. Effectiveness in communication, negotiation, and departmental advocacy were highlighted as important skills. As limited resources and increased regulations have become growing problems for universities and health systems, internal stress and competition have increased. In this rapidly changing environment, advice on how chairs can interact most productively with institutional leaders is becoming increasingly important.

  10. A Future of Leadership Development

    ERIC Educational Resources Information Center

    Williams, Ken

    2009-01-01

    Leadership and leadership development are popular topics today. Concurrent with the construction of leadership theory, leadership development has emerged as a practice, with programs, consultants, reports, and networking opportunities proliferating. Given the reality of limited resources, it is critical that investments in and approaches to…

  11. The American Association of Community Colleges (AACC) Leadership Competencies as Gauged through the Voices of Female Academic Senators

    ERIC Educational Resources Information Center

    Ferri-Milligan, Paula

    2014-01-01

    The purpose of this qualitative study was to explore faculty perceptions about effective leadership skills, knowledge, and qualities as identified by female community college academic senators and to examine the relationship of those perceptions to the American Association of Community Colleges (AACC) leadership competencies. Examining the…

  12. Using women's health research to develop women leaders in academic health sciences: the National Centers of Excellence in Women's Health.

    PubMed

    Carnes, M; VandenBosche, G; Agatisa, P K; Hirshfield, A; Dan, A; Shaver, J L; Murasko, D; McLaughlin, M

    2001-01-01

    While the number of women entering U.S. medical schools has risen substantially in the past 25 years, the number of women in leadership positions in academic medicine is disproportionately small. The traditional pathway to academic leadership is through research. Women's health research is an ideal venue to fill the pipeline with talented women physicians and scientists who may become academic leaders in positions where they can promote positive change in women's health as well as mentor other women. The Office on Women's Health (OWH) in the U.S. Department of Health and Human Services has contracted with 18 academic medical centers to develop National Centers of Excellence in Women's Health. Emphasizing the integral link between women's health and women leaders, each of the Centers of Excellence must develop a leadership plan for women in academic medicine as part of the contract requirements. This paper describes the training programs in women's health research that have developed at five of the academic medical centers: the University of Wisconsin, Magee Women's Hospital, the University of Maryland, Medical College of Pennsylvania Hahnemann University, and the University of Illinois at Chicago. We discuss some of the challenges faced for both initiation and future viability of these programs as well as criteria by which these programs will be evaluated for success.

  13. Reducing Implicit Gender Leadership Bias in Academic Medicine With an Educational Intervention.

    PubMed

    Girod, Sabine; Fassiotto, Magali; Grewal, Daisy; Ku, Manwai Candy; Sriram, Natarajan; Nosek, Brian A; Valantine, Hannah

    2016-08-01

    One challenge academic health centers face is to advance female faculty to leadership positions and retain them there in numbers equal to men, especially given the equal representation of women and men among graduates of medicine and biological sciences over the last 10 years. The purpose of this study is to investigate the explicit and implicit biases favoring men as leaders, among both men and women faculty, and to assess whether these attitudes change following an educational intervention. The authors used a standardized, 20-minute educational intervention to educate faculty about implicit biases and strategies for overcoming them. Next, they assessed the effect of this intervention. From March 2012 through April 2013, 281 faculty members participated in the intervention across 13 of 18 clinical departments. The study assessed faculty members' perceptions of bias as well as their explicit and implicit attitudes toward gender and leadership. Results indicated that the intervention significantly changed all faculty members' perceptions of bias (P < .05 across all eight measures). Although, as expected, explicit biases did not change following the intervention, the intervention did have a small but significant positive effect on the implicit biases surrounding women and leadership of all participants regardless of age or gender (P = .008). These results suggest that providing education on bias and strategies for reducing it can serve as an important step toward reducing gender bias in academic medicine and, ultimately, promoting institutional change, specifically the promoting of women to higher ranks.

  14. Measuring the Impact of Longitudinal Faculty Development: A Study of Academic Achievement.

    PubMed

    Newman, Lori R; Pelletier, Stephen R; Lown, Beth A

    2016-12-01

    Although faculty development programs in medical education have increased over the past two decades, there is a lack of rigorous program evaluation. The aim of this study was to determine quantifiable outcomes of Harvard Medical School's (HMS's) Fellowship in Medical Education and evaluate attainment of its goals. In 2005 and 2009 the authors collected curricula vitae (CVs) and conducted within-subject analysis of 42 fellowship graduates and also conducted comparison analysis between 12 academic year 2005 fellows and 12 faculty who did not participate in the program. The authors identified 10 metrics of academic advancement. CV analysis for the 42 graduates started 2 years prior to fellowship enrollment and continued for 2-year intervals until June 2009 (10 years of data collection). CV analysis for the comparison group was from 2003 to 2009. The authors also analyzed association between gender and academic outcomes. Fellowship graduates demonstrated significant changes in 4 of 10 academic metrics by the end of the fellowship year: academic promotion, educational leadership, education committees, and education funding. Two metrics-educational leadership and committees-showed increased outcomes two years post fellowship, with a positive trend for promotions. Fellowship graduates significantly outpaced the comparison group in 6 of 10 metrics. Women did significantly more committee work, secured more education funding, and were promoted more often than men. Findings indicate that the HMS Fellowship in Medical Education meets programmatic goals and produces positive, measurable academic outcomes. Standardized evaluation metrics of longitudinal faculty development programs would aid cross-institutional comparisons.

  15. Chi Sigma Iota Chapter Leadership and Professional Identity Development in Early Career Counselors

    ERIC Educational Resources Information Center

    Luke, Melissa; Goodrich, Kristopher M.

    2010-01-01

    As the academic and professional honor society of counseling, Chi Sigma Iota (CSI) has been recognized in developing advocacy, leadership, and professional identity in student and professional members. A qualitative, grounded theory study was conducted to investigate experiences of 15 early career counselors who were CSI chapter leaders as…

  16. Improving academic leadership and oversight in large industry-sponsored clinical trials: the ARO-CRO model

    PubMed Central

    Goldenberg, Neil A.; Spyropoulos, Alex C.; Halperin, Jonathan L.; Kessler, Craig M.; Schulman, Sam; Turpie, Alexander G. G.; Skene, Allan M.; Cutler, Neal R.

    2011-01-01

    Standards for clinical trial design, execution, and publication have increased in recent years. However, the current structure for interaction among the pharmaceutical sponsor funding a drug or device development program, the contract research organization (CRO) that typically assists in executing the trial, regulatory agencies, and academicians, provides inadequate leadership and oversight of the development process. Conventional academic steering committees are not provided with the independent infrastructure by which to verify statistical analyses and conclusions regarding safety and efficacy. We propose an alternative approach centered on partnerships between CROs and university-based academic research organizations (AROs). In this model, the ARO takes responsibility for processes that address journal requirements and regulatory expectations for independent academic oversight (including oversight of Steering Committee and Data and Safety Monitoring Board activities), whereas the CRO provides infrastructure for efficient trial execution, site monitoring, and data management. The ARO engages academic experts throughout the trial process and minimizes conflicts of interest in individual industry relationships via diversification of sponsors, agents, and therapeutic areas. Although numerous models can be entertained, the ARO-CRO model is uniquely structured to meet the demand for greater assurance of integrity in clinical trials and the needs of each stakeholder in the process. PMID:21068436

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

    ERIC Educational Resources Information Center

    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…

  18. The Leadership Alliance: Twenty Years of Developing a Diverse Research Workforce

    ERIC Educational Resources Information Center

    Ghee, Medeva; Collins, Deborah; Wilson, Valerie; Pearson, Willie, Jr.

    2014-01-01

    The Leadership Alliance is a national academic consortium currently comprising 32 academic institutions including Ivy League and major-research and minority-serving institutions, including Historically Black Colleges and Universities (HBCUs). For 2 decades these institutions have worked collaboratively to train, mentor, and support…

  19. Unified Leadership Development

    DTIC Science & Technology

    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

  20. Leadership development and HIV/AIDS

    PubMed Central

    Szekeres, Greg; Coates, Thomas J.; Ehrhardt, Anke A.

    2010-01-01

    Leadership development among all sectors addressing HIV/AIDS has come to be recognized as a critically important endeavor as the HIV pandemic moves into its fourth decade. Globally, there is a tremendous need for well-trained leaders in healthcare, research, policy, programme management, activism and advocacy, especially in countries and settings with high HIV prevalence and limited human resource capacity. This article examines the growing need for HIV/AIDS leadership development, and describes and assesses a number of current initiatives that focus on leadership development in a variety of populations and settings. A series of recommendations are provided to expand the scope and impact of leadership development activities; recommendations are primarily targeted towards foundations and other funders and leadership development programme managers. PMID:18641465

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

    ERIC Educational Resources Information Center

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

    2015-01-01

    Researchers conducted a qualitative analysis of students' experiences while enrolled in an interdisciplinary leadership minor with the intent to determine programmatic inputs that spur leadership development. Based on students' reflections, three domains of programmatic inputs for leadership development within the minor were identified. These…

  2. Developing leadership talent in healthcare organizations.

    PubMed

    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.

  3. Leadership in an International Collaborative Writing Groups (ICWG) Initiative: Implications for Academic Development

    ERIC Educational Resources Information Center

    Marquis, Elizabeth; Mårtensson, Katarina; Healey, Mick

    2017-01-01

    This article presents the results of research examining an innovative initiative designed to build capacity for international, collaborative scholarship of teaching and learning: the development of international collaborative writing groups (ICWG). The study focusses particularly on the role of leadership within the groups as a significant factor…

  4. The Relationship between Teacher Candidates' Emotional Intelligence Level, Leadership Styles and Their Academic Success

    ERIC Educational Resources Information Center

    Yildizbas, Füsun

    2017-01-01

    Purpose: The personal characteristics as well as professional competencies of teachers are important in the formation of changes in student behaviors. This article examines the relation between emotional intelligence level, teacher leadership style and academic success of teacher candidates who are studying in a Pedagogical Teacher Education…

  5. Leadership Development. Symposium 12.

    ERIC Educational Resources Information Center

    2000

    Three presentations are provided from the Academy of Human Resource Development (HRD) 2000 Conference Proceedings. "Leadership Development: A Review of the Theory and Literature" (Susan A. Lynham) has four parts that analyze the leadership development process: the present state of the available body of knowledge on leadership…

  6. Relationships between Teachers' Perceived Leadership Style, Students' Learning Style, and Academic Achievement: A Study on High School Students

    ERIC Educational Resources Information Center

    Yildirim, Osman; Acar, Ahmet Cevat; Bull, Susan; Sevinc, Levent

    2008-01-01

    There is debate about whether the leadership style of the teacher or the learning style of the student affects academic achievement more. A large sample (n = 746) of eighth-grade students in Istanbul, Turkey, participated in a study where the leadership style of the teacher was assessed in terms of people orientation and task orientation. The…

  7. Leadership in academic health centers in the US: a review of the role and some recommendations.

    PubMed

    Weil, Thomas P

    2014-01-01

    The leadership of the US's most complex academic health centers (AHCs)/medical centers requires individuals who possess a high level of clinical, organizational, managerial, and interpersonal skills. This paper first outlines the major attributes desired in a dean/vice president of health affairs before then summarizing the educational opportunities now generally available to train for such leadership and management roles. For the most part, the masters in health administration (MHA), the traditional MBA, and the numerous alternatives primarily available at universities are considered far too general and too lacking in emotional intelligence tutoring to be particularly relevant for those who aspire to these most senior leadership positions. More appropriate educational options for these roles are discussed: (a) the in-house leadership and management programs now underway at some AHCs for those selected early on in their career for future executive-type roles as well as for those who are appointed later on to a chair, directorship or similar position; and (b) a more controversial approach of potentially establishing at one or a few universities, a mid-career, professional program (a maximum of 12 months and therefore, being completed in less time than an MBA) leading to a masters degree in academic health center administration (MHCA) for those who aspire to fill a senior AHC leadership position. The proposed curriculum as outlined herein might be along the lines of some carefully designed masters level on-line, self-teaching modules for the more technical subjects, yet vigorously emphasizing integrate-type courses focused on enhancing personal and professional team building and leadership skills. © The Author(s) 2014 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

  8. Leadership Development for Program Directors

    PubMed Central

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

    2010-01-01

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

  9. Empowering the Physiotherapy Profession in Ethiopia through Leadership Development within the Doctoring Process

    PubMed Central

    Footer, Cheryl Burditt; Tsegaye, Hailu Seifu; Yitnagashaw, Tesfaye Asnake; Mekonnen, Wintana; Shiferaw, Tizita Destaw; Abera, Endashaw; Davis, Alice

    2017-01-01

    Ethiopia recently introduced the Doctor of Physiotherapy (DPT) degree at Addis Ababa University as a mechanism to increase the work force capacity of primary care providers in the health sector. The DPT program was supported by an international academic partnership and was designed to empower physiotherapists as leaders to move the profession forward. The curriculum was framed by core pedagogical principles and strategies and was phased into two programs. First, the 4-year Advanced Standing DPT program focused on developing registered Ethiopian physiotherapists with Bachelor of Science degrees as academic faculty. Second, these new faculty would then sustain a 6-year Generic DPT program that would matriculate students upon graduation from high school. The curriculum represented depth and breadth of foundation and clinical sciences, evidence-based practice, clinical reasoning skills, and interprofessional education opportunities. A leadership thread provided opportunities to develop skills necessary to effectively navigate and manage the challenges faced by the profession. The main outcomes included (1) an 8-year international partnership, (2) the academic performance of students, and (3) and leadership capabilities as demonstrated through activities and assignments. While the program has been criticized as an unnecessary extravagance for Ethiopia, the advantages of the DPT degree were revealed in a direct comparison to other academic physiotherapy programs in Ethiopia. In the end, because the DPT is new to the country, it will take time to fully understand the true impact within the Ethiopian health system. PMID:28377916

  10. Empowering the Physiotherapy Profession in Ethiopia through Leadership Development within the Doctoring Process.

    PubMed

    Footer, Cheryl Burditt; Tsegaye, Hailu Seifu; Yitnagashaw, Tesfaye Asnake; Mekonnen, Wintana; Shiferaw, Tizita Destaw; Abera, Endashaw; Davis, Alice

    2017-01-01

    Ethiopia recently introduced the Doctor of Physiotherapy (DPT) degree at Addis Ababa University as a mechanism to increase the work force capacity of primary care providers in the health sector. The DPT program was supported by an international academic partnership and was designed to empower physiotherapists as leaders to move the profession forward. The curriculum was framed by core pedagogical principles and strategies and was phased into two programs. First, the 4-year Advanced Standing DPT program focused on developing registered Ethiopian physiotherapists with Bachelor of Science degrees as academic faculty. Second, these new faculty would then sustain a 6-year Generic DPT program that would matriculate students upon graduation from high school. The curriculum represented depth and breadth of foundation and clinical sciences, evidence-based practice, clinical reasoning skills, and interprofessional education opportunities. A leadership thread provided opportunities to develop skills necessary to effectively navigate and manage the challenges faced by the profession. The main outcomes included (1) an 8-year international partnership, (2) the academic performance of students, and (3) and leadership capabilities as demonstrated through activities and assignments. While the program has been criticized as an unnecessary extravagance for Ethiopia, the advantages of the DPT degree were revealed in a direct comparison to other academic physiotherapy programs in Ethiopia. In the end, because the DPT is new to the country, it will take time to fully understand the true impact within the Ethiopian health system.

  11. The Levels of Leadership and Transcendent Servant Leadership Development

    ERIC Educational Resources Information Center

    McClellan, Jeffrey L.

    2009-01-01

    This paper addresses the challenges associated with defining and conceptualizing leadership amidst the plethora of theoretical constructs and definitions of leadership and proposes a model for developing transcendent servant-leaders. Based on a review of the literature, three categorical levels of leadership are outlined and discussed that…

  12. School Leadership Skill Development

    ERIC Educational Resources Information Center

    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…

  13. Leading Schools of Excellence in Academics, Character, and Social-Emotional Development

    ERIC Educational Resources Information Center

    Bencivenga, Anthony S.; Elias, Maurice J.

    2003-01-01

    In the 21st century, students' character, social-emotional skills, and academic competencies will define school excellence. This article describes characteristics of visionary leadership for such schools based on settings already characterized by strengths in "EQ + IQ = Best Leadership Practices for Caring and Successful Schools." Core beliefs…

  14. A Constructivist Case Study Examining the Leadership Development of Undergraduate Students in Campus Recreational Sports

    ERIC Educational Resources Information Center

    Hall, Stacey L.; Forrester, Scott; Borsz, Melissa

    2008-01-01

    This constructivist case study examined undergraduate student leadership development. Twenty-one student leaders, 13 females and 8 males, in a campus recreational sports department were interviewed using a semi-structured interview protocol. Seven broad themes: organizing, planning, and delegating; balancing academic, personal and professional…

  15. Internal Leadership Development.

    ERIC Educational Resources Information Center

    Thurber, Christopher A.

    2001-01-01

    Discusses how camps can cultivate staff from among the camper ranks. Outlines questions to consider in deciding whether internal leadership development (ILD) is appropriate and feasible. Describes elements of successful ILD programs and six training techniques to maximize ILD: leadership by example, delegation of responsibility, role-playing,…

  16. District Level Leadership: Core Leadership Practices for Sustainable Change

    ERIC Educational Resources Information Center

    Feagan, Roger W.; Kupka, Cynthia J.; Laubenstein, Michelle M.; Miller, Dana L.

    2009-01-01

    This report describes the findings of a doctoral team project regarding core leadership practices that support sustainable academic change. The project team reviewed literature related to sustainable change, reform models, and leadership. The empirical research regarding the relationship between district level leadership practices that contribute…

  17. Leadership and Management Development.

    ERIC Educational Resources Information Center

    1996

    This document contains four papers presented at a symposium on leadership and management development moderated by Mark Porter at the 1996 conference of the Academy of Human Resource Development (AHRD). "Expanding Formative Experiences: A Critical Dimension of Leadership Deportment" (Gary D. Geroy, Jackie L. Jankovich) advocates focusing…

  18. Technical Leadership Development Program

    DTIC Science & Technology

    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

  19. Indian Youth Leadership Development Program.

    ERIC Educational Resources Information Center

    Hall, McClellan

    The Indian Youth Leadership Program and the Indian Youth Leadership Camp (IYLC) were created in 1981 in response to the need to develop specific skills in Indian youth who will assume leadership positions in the future at the family, school, community, tribal, and national level. Patterned after the National Youth Leadership Camp, the IYLC emerged…

  20. The impact of ED nurse manager leadership style on staff nurse turnover and patient satisfaction in academic health center hospitals.

    PubMed

    Raup, Glenn H

    2008-10-01

    Nurse managers with effective leadership skills are an essential component to the solution for ending the nursing shortage. Empirical studies of existing ED nurse manager leadership styles and their impact on key nurse management outcomes such as staff nurse turnover and patient satisfaction have not been performed. The specific aims of this study were to determine what types of leadership styles were used by ED nurse managers in academic health center hospitals and examine their influence on staff nurse turnover and patient satisfaction. ED nurse managers were asked to complete the Multifactor Leadership Questionnaire and a 10-item researcher defined nurse manager role and practice demographics survey. Completed surveys (15 managers and 30 staff nurses) representing 15 out of 98 possible U.S. academic health centers were obtained. Fisher's exact test with 95% confidence intervals were used to analyze the data. The sample percentage of managers who exhibited Transformational leadership styles and demographic findings of nurse manager age, total years experience and length of time in current position matched current reports in the literature. A trend of lower staff nurse turnover with Transformational leadership style compared to non-Trasformational leadership styles was identified. However, the type of leadership style did not appear to have an effect on patient satisfaction. The ED is an ever-changing, highly regulated, critical-care environment. Effective ED nurse manager leadership strategies are vital to maintaining the standards of professional emergency nursing practice to create an environment that can produce management outcomes of decreased staff nurse turnover, thereby enhancing staff nurse retention and potentially impacting patient satisfaction.

  1. The Relationship among Principals' Technology Leadership, Teaching Innovation, and Students' Academic Optimism in Elementary Schools

    ERIC Educational Resources Information Center

    Hsieh, Chuan-Chung; Yen, Hung-Chin; Kuan, Liu-Yen

    2014-01-01

    This study empirically investigates the relationships among principals' technology leadership, teaching innovations, and students' academic optimism by surveying elementary school educators across Taiwan. Of the total 1,080 questionnaires distributed, 755 valid surveys were returned for a 69.90% return rate. Teachers were asked to indicate the…

  2. The academic tweet: Twitter as a tool to advance academic surgery.

    PubMed

    Logghe, Heather J; Selby, Luke V; Boeck, Marissa A; Stamp, Nikki L; Chuen, Jason; Jones, Christian

    2018-06-01

    Social media, Twitter in particular, has emerged as an essential tool for surgeons. In the realm of academic surgery, it enables surgeons to advance the core values of academic surgery, as outlined by the Association for Academic Surgery: inclusion, leadership, innovation, scholarship, and mentorship. This article details the ways in which surgeons are using Twitter to embody these values and how the Twitter account for the Association of Academic Surgeons accomplishes its goal of inspiring and developing young academic surgeons. Copyright © 2018 Elsevier Inc. All rights reserved.

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

    ERIC Educational Resources Information Center

    Brue, Krystal L.; Brue, Shawn A.

    2018-01-01

    This article analyzes women's only leadership development training to determine how leadership roles are conceptualized and implemented, how women independently and collectively construct new leadership role identities, and how leadership identities are retained post training. Themes of nested validation, accepting the belonging narrative,…

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

    PubMed

    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.

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

    ERIC Educational Resources Information Center

    Hughes, Patrick J.; Panzo, Donna

    2015-01-01

    Much of recent research on leadership education focuses on the application of a particular assignment or project to develop an individual's leadership. Other research has examined leadership development from different educational levels such as graduate, undergraduate, and even K-12. The following paper is an idea brief surrounding a newly created…

  6. Authentic leadership: develop the leader within.

    PubMed

    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?

  7. The Relationship between Principals' Leadership Behaviors and Student Academic Performance in Four Classifications of Schools

    ERIC Educational Resources Information Center

    Cheatham, Tresa

    2010-01-01

    The study focused on the problem of poor academic performance in elementary schools by examining the relationship between principals' leadership behaviors and student achievement outcomes and the extent to which these behaviors differ according to the poverty and performance characteristics of the school. A review of the effective schools…

  8. Clinical leadership and pre-registration nursing programmes: A model for clinical leadership and a prospective curriculum implementation and evaluation research strategy.

    PubMed

    Brown, Angela; Dewing, Jan; Crookes, Patrick

    2016-07-01

    To present for wider debate a conceptual model for clinical leadership development in pre-registration nursing programmes and a proposed implementation plan. Globally, leadership in nursing has become a significant issue. Whilst there is continued support for leadership preparation in pre-registration nursing programmes, there have been very few published accounts of curriculum content and/or pedagogical approaches that foster clinical leadership development in pre-registration nursing. A doctoral research study has resulted in the creation of an overarching model for clinical leadership. A multi-method research study using theoretical and empirical literature 1974-2015, a focus group, expert opinion and a national on-line survey. A conceptual model of clinical leadership development in pre-registration nursing programme is presented, including the infinity loop of clinical leadership, an integral curriculum thread and a conceptual model: a curriculum-pedagogy nexus for clinical leadership. In order to test out usability and evaluate effectiveness, a multi method programme of research in one school of nursing in Australia is outlined. Implementation of the proposed conceptual model for clinical leadership development in pre-registration nursing programmes and a programme of (post-doctoral) research will contribute to what is known about curriculum content and pedagogy for nurse academics. Importantly, for nursing students and the profession as a whole, there is a clearer expectation of what clinical leadership might look like in the novice registered nurse. For nurse academics a model is offered for consideration in curriculum design and implementation with an evaluation strategy that could be replicated. Copyright © 2016 Elsevier Ltd. All rights reserved.

  9. Public health leadership development: factors contributing to growth.

    PubMed

    Olson, Linda G

    2013-01-01

    This study compares pre- and posttest Leadership Practices Inventory (LPI-Self) scores for public health leaders who completed the Regional Institute for Health and Environmental Leadership (RIHEL) training program at least 2 years earlier; it seeks to identify factors contributing to changes in practices and overall leadership development for public health and environment leaders. Sixty-seven alumni who completed the yearlong RIHEL program between 1999 and 2002 participated through mailed surveys and phone interviews. The Leadership Practices Inventory, an alumni leadership development survey, and interviews provided evidence for positive change in leadership practices. Alumni experienced significant increases in pre- to post-LPI scores, collaborative leadership practices, and communication skills consistent with those taught in the RIHEL program. Women presented higher Encourage the Heart scores than men. Years of public health service negatively correlated with Total Change scores of LPI. The RIHEL program as a training intervention was credited significantly with changes in leadership practices for alumni studied. Nine influencing factors were identified for leadership development and are embedded in a Leadership Development Influence Model. These include self-awareness, a leadership development framework, and skills important in multiple leadership situations. Confidence was both an encouraging factor and a resulting factor to the increased exemplary leadership practices. Leadership development in public health must include multiple factors to create consistent increases in exemplary leadership practices. While the study focused on the leadership development process itself, RIHEL training was reported as having a positive, significant impact overall in participant leadership development. This study adds research data as a foundation for training content areas of focus. Studies to further test the Leadership Development Influence Model will allow public health

  10. Worklife Improvement and Leadership Development study: a learning experience in leadership development and "planned" organizational change.

    PubMed

    Cummings, Greta G; Spiers, Judith A; Sharlow, Janice; Germann, Paula; Yurtseven, Ozden; Bhatti, Aslam

    2013-01-01

    In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework. The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board. This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife. The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident. To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of

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

    PubMed

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

    2015-11-18

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

  12. Leadership Development and Self-Development: An Empirical Study.

    ERIC Educational Resources Information Center

    McCollum, Bruce

    1999-01-01

    Describes a theory about consciousness and leadership practices derived from the Hindu Vedas. Shows how subjects who learned Transcendental Meditation as a self-development technique improved their leadership behaviors as measured by the Leadership Practices Inventory. (SK)

  13. Developing clinical leadership capability.

    PubMed

    Pintar, Kristi A; Capuano, Terry A; Rosser, Gwendolyn D

    2007-01-01

    Nursing facilities must be committed to ongoing leadership development and to developing and retaining their staff in the increasingly competitive healthcare market. In this article, the authors share the processes involved in creating a focused small group approach to developing clinical leaders. Programmatic approaches to development, clarity of needs of those targeted for development, individual development plans, external expertise partnerships, and small group session dynamics are discussed. Applications of the process and lessons learned from the program will benefit others in their efforts to enhance organization succession planning, leadership development, group learning, and program administration.

  14. Parent Leadership Training Program. An Evaluation.

    ERIC Educational Resources Information Center

    McConnell, Beverly B.

    The Parent Leadership Training Program was developed to promote academic success among at-risk children, specifically, Mexican Migrant children. It attempted to help parents learn how to be effective partners in their children's academic and developmental growth. The program provided a series of meetings to help families understand the schools and…

  15. Developing nurses' transformational leadership skills.

    PubMed

    Fischer, Shelly Ann

    2017-08-16

    Healthcare is a complex area with significant potential for service improvement despite the effects of increasing economic and social pressures on the quality and safety of patient care. As the largest group of healthcare professionals in direct contact with patients, nurses are well positioned to contribute to improvements in healthcare services and to the development of new policies. To influence healthcare improvements and policies effectively, nurses require leadership skills. Historically, it was thought that only nurses in management roles required leadership skills; however, the ability to influence change is a requirement at all levels of clinical practice. Transformational leadership competencies provide nurses with the skills to contribute to improvements in the quality and safety of patient care, while enhancing their career satisfaction. This article examines how nurses can apply transformational leadership to their practice. It also informs nurses how to conduct an initial self-assessment of their leadership skills and to formulate a transformational leadership development plan.

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

    PubMed

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

    2016-10-01

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

  17. Providing Academic Leadership in Universities in Cross River State, Nigeria: Assessment of Departmental Heads' Effectiveness

    ERIC Educational Resources Information Center

    Akuegwu, Basil A.; Nwi-ue, Felix D.

    2017-01-01

    This study assessed Heads of Departments' effectiveness in providing academic leadership at the departmental level. I research question and 2 hypotheses were formulated to give direction to this investigation. Survey design was adopted for the study. The population of the study comprised 110 Heads of Departments from 2 universities in Cross River…

  18. How to be a good academic leader.

    PubMed

    Detsky, Allan S

    2011-01-01

    Individuals who take on leadership positions in academic health science centers help facilitate the mission of those institutions. However, they are often chosen on the basis of success in the core activities in research, education and patient care rather than on the basis of demonstrated leadership and management skills. Indeed, most academic leaders in the past have "learned on the job." This commentary provides practical advice on how to be an effective leader on the basis of the author's experiences as a Division Head and Chief of Medicine. It covers six themes (vision, managerial style, knowledge, people skills, organizational orientation and personal development) and offers 21 specific suggestions, one for each year of the author's leadership. It is hoped that this experience-derived advice will help future leaders in academic medicine.

  19. Leadership Succession Management in a University Health Faculty

    ERIC Educational Resources Information Center

    McMurray, Anne M.; Henly, Debra; Chaboyer, Wendy; Clapton, Jayne; Lizzio, Alf; Teml, Martin

    2012-01-01

    We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management…

  20. Principals' Self-Perceived Transformational Leadership Behaviors and Academic Achievement in South Carolina Public Elementary Schools

    ERIC Educational Resources Information Center

    Newman, Je-Nata Kennedy

    2017-01-01

    The purpose of this quantitative correlational study was to examine the relationship between principals' perceptions of their transformational leadership behaviors and academic achievement in the areas of reading, math, science, and social studies in South Carolina public elementary schools. The theoretical framework for this research was provided…

  1. Unlocking Women's Leadership Potential: A Curricular Example for Developing Female Leaders in Academia

    ERIC Educational Resources Information Center

    Knipfer, Kristin; Shaughnessy, Brooke; Hentschel, Tanja; Schmid, Ellen

    2017-01-01

    Women in academia face unique challenges when it comes to advancing to professorship. Using latest research about gender and academic leadership, we present a training curriculum that is sensitive to the unique demands of women in and aspiring to leadership positions in academia. The context-specific and evidence-based approach and a focus on…

  2. Developing a Leadership Identity: A Grounded Theory

    ERIC Educational Resources Information Center

    Komives, Susan R.; Owen, Julie E; Longerbeam, Susan D.; Mainella, Felicia C.; Osteen, Laura

    2005-01-01

    This grounded theory study on developing a leadership identity revealed a 6-stage developmental process. The thirteen diverse students in this study described their leadership identity as moving from a leader-centric view to one that embraced leadership as a collaborative, relational process. Developing a leadership identity was connected to the…

  3. Investigation of a Leadership Development Program.

    DTIC Science & Technology

    1998-08-04

    by leadership training. A quantitative approach was taken, using Sashkin’s Visionary Leadership Theory (VLT) to study the effects of a certificated... Theory , research, and managerial application. New York: Free Press. Bass, B. M. (1996). A new paradigm of leadership : An inquiry into...factor theory of leadership . Administrative Science Quarterly, 11, 238-263. Investigation of a Leadership Development Program Boyd, J. T., Jr. (1988

  4. Administrative skills for academic physicians.

    PubMed

    Aluise, J J; Scmitz, C C; Bland, C J; McArtor, R E

    1989-01-01

    To function effectively within the multifaceted environment of the academic medical center, academic physicians need to heighten their understanding of the economics of the health care system, and further develop their leadership and managerial skills. A literature base on organizational development and management education now exists that addresses the unique nature of the professional organization, including academic medical centers. This article describes an administration development curriculum for academic physicians. Competency statements, instructional strategies and references provide the academic physician with guidelines for expanding their professional expertise to include organizational and management skills. The continuing success of the academic medical center as a responsive health care system may depend upon the degree to which academic physicians gain sophistication in self-management and organizational administration.

  5. Leadership Development on a Diverse Campus

    ERIC Educational Resources Information Center

    Riutta, Satu; Teodorescu, Daniel

    2014-01-01

    While leadership development is considered an important goal of education on many campuses, very little is known about how leadership skills develop in a diverse environment, which most colleges will be in the future. We compare causes for Socially Responsible Leadership (SRL) at the end of college students' first year in one diverse liberal arts…

  6. Growing Our Own: The Institutional and Indiviudal Value of On-Campus Leadership Development Programs for Higher Education Administrators

    ERIC Educational Resources Information Center

    Trotta, Melissa K.

    2013-01-01

    The field of higher education attracts many talented, ambitious professionals who are inspired to work in this sector because of opportunities to support the academic, personal, and professional development of students. It is an irony that more attention is not paid to the professional and leadership development of administrative talent in…

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

    ERIC Educational Resources Information Center

    Leimbach, Gale John

    The effects of vocational leadership development were studied for 23 Fellows enrolled in the 1992 Ohio Vocational Education Leadership Institute (OVELI). A literature review focused on four components: leadership styles, educational leadership development, vocational leadership development, and visionary leadership development. The Leadership…

  8. Overcoming adversity-a critical step toward career satisfaction and leadership in academic surgery.

    PubMed

    Raper, Steven E; Hoffman, Rebecca L; Jurkovich, Gregory J; Kelz, Rachel R

    2018-04-01

    The experiences of life are what shape us. This article relays stories of adversity and resiliency as experienced and told by members of our own surgical community at the Academic Surgical Congress in Las Vegas, NV in February 2017. We aim to express in words the lessons of each experience so that others can learn about life and leadership. Copyright © 2018 Elsevier Inc. All rights reserved.

  9. A repertoire of leadership attributes: an international study of deans of nursing.

    PubMed

    Wilkes, Lesley; Cross, Wendy; Jackson, Debra; Daly, John

    2015-04-01

    To determine which characteristics of academic leadership are perceived to be necessary for nursing deans to be successful. Effective leadership is essential for the continued growth of the discipline. A qualitative study using semi-structured interviews with 30 deans (academics in universities who headed a nursing faculty and degree programmes) was conducted in three countries--Canada, England and Australia. The conversations were analysed for leadership attributes. Sixty personal and positional attributes were nominated by the participants. Of these, the most frequent attribute was 'having vision'. Personal attributes included: passion, patience, courage, facilitating, sharing and being supportive. Positional attributes included: communication, faculty development, role modelling, good management and promoting nursing. Both positional and personal aspects of academic leadership are important to assist in developing a succession plan and education for new deans. It is important that talented people are recognised as potential leaders of the future. These future leaders should be given every chance to grow and develop through exposure to opportunities to develop skills and the attributes necessary for effective deanship. Strategic mentoring could prove to be useful in developing and supporting the growth of future deans of nursing. © 2013 John Wiley & Sons Ltd.

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

    ERIC Educational Resources Information Center

    Dugan, John P.; Bohle, Christopher W.; Gebhardt, Matt; Hofert, Meghan; Wilk, Emily; Cooney, Matthew A.

    2011-01-01

    This study examined differential effects of various types of individual leadership experiences (e.g., retreats, academic minors) on college students' capacities for socially responsible leadership using data from 8,961 seniors representing 99 colleges and universities. Participation in individual leadership experiences explained a significant,…

  11. Developing Critical Thinking through Leadership Education

    ERIC Educational Resources Information Center

    Jenkins, Daniel M.; Andenoro, Anthony C.

    2016-01-01

    This chapter provides the critical leadership logic model as a tool to help educators develop leadership-learning opportunities. This proactive logic model includes curricular and co-curricular educational experiences to ensure critical thinking through leadership education.

  12. Leadership Competencies for the USAF Acquisition Community

    DTIC Science & Technology

    2002-04-01

    RAND National Defense Fellow writing on leadership for the 21st USAF) labeled “the intellectual progeny of Burn’s transformational theory .”21 In 1999...1) a historical perspective of leadership and management in academic theory , (2) challenges facing the USAF that suggest a new leadership paradigm...the question at hand. Her research reflects a more studied academic understanding of leadership and management theory than does the work of Brolin

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

    PubMed

    Snodgrass, Jeff; Shachar, Mickey

    2008-01-01

    This research study investigated the relationship between faculty perceptions of occupational therapy program directors' leadership styles and outcomes of leadership and the effects of moderating demographic and institutional characteristics. Data for this study were collected utilizing the Multifactor Leadership Questionnaire Form 5X and the self-designed Demographic and Institution Questionnaire. The study working sample included 184 graduate occupational therapy faculty members from 98 (65%) of all accredited academic occupational therapy programs in the United States for the 2005-06 academic year. Major findings from the study indicate that, in general, transformational leadership had a significant (p < 0.001) positive predictive relationship with the leadership outcomes whereas transactional leadership had a significant (p < 0.001) negative predictive relationship. The contingent reward leadership attribute (although belonging to the transactional leadership construct) was found to be a positive predictor of leadership outcomes. Demographic and institutional characteristics did not have a significant (p > 0.01) influence on perceived leadership styles and leadership outcomes. The results of this research show that the most effective occupational therapy leaders in academia have been found to be those who adopt and utilize a full range of leadership styles that combine both transformational and transactional contingent reward leadership styles and suggest common effectiveness for other allied health fields.

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

    PubMed

    McGowan, Emer; Stokes, Emma

    2017-01-01

    Health service reform, physiotherapy graduate unemployment, and the impending introduction of state regulation mean that physiotherapists in Ireland today are facing many challenges. Leadership is needed to ensure that the profession will be able to adapt to the demands and inevitable changes ahead. To investigate the perceptions of physiotherapists in Ireland of leadership and leadership characteristics, and to explore their participation in leadership development training. In this cross-sectional nationwide study, an Internet-based survey was administered via e-mail to members of the Irish Society of Chartered Physiotherapists (n = 2,787). There were 615 responses to the survey. A high proportion of respondents (74.0%) perceived themselves to be a leader. Factors associated with self-declaration as a leader were time since graduation, highest qualification attained, and leadership training. Leadership training was also associated with placing greater importance on achieving a leadership position. Some form of leadership training had been completed by 41.5% of respondents. Communication and professionalism were the most highly rated leadership characteristics in all three settings. Physiotherapists who have had leadership training were more likely to perceive themselves to be leaders. Leadership training may support physiotherapists to assume leadership roles both clinically and nonclinically.

  15. The Effects of Family Leadership Orientation on Social Entrepreneurship, Generativity and Academic Success of College Students

    ERIC Educational Resources Information Center

    Baloglu, Nuri

    2017-01-01

    In this study, the effects of family leadership orientation on social entrepreneurship, generativity and academic education success were examined with the views of college students. The study was conducted at a state university in Central Anatolia in Turkey. 402 college students who attending at three different colleges voluntarily participated in…

  16. Elementary Teacher Assessments of Principal Servant Leadership, Their Experience with Team Learning and Student Academic Achievement

    ERIC Educational Resources Information Center

    Zahn, Brian

    2011-01-01

    This study compared teacher assessments of principal servant leadership and their experience with team learning in high, moderate, and low student academic achieving elementary schools. The participants were from fifteen moderate need elementary schools located in southern New York State counties. One hundred sixty two teachers responded to a 36…

  17. Collaborating internationally on physician leadership development: why now?

    PubMed

    Chan, Ming-Ka; de Camps Meschino, Diane; Dath, Deepak; Busari, Jamiu; Bohnen, Jordan David; Samson, Lindy Michelle; Matlow, Anne; Sánchez-Mendiola, Melchor

    2016-07-04

    Purpose This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development. Design/methodology/approach The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development. Findings An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model. Practical implications International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation. Originality/value A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.

  18. Traditional matriculation vs an early assurance program: Effect on elected student leadership positions and academic performance.

    PubMed

    McLaughlin, Milena M; Masic, Dalila; Giometti, Paula L; Mazan, Jennifer L; Wieczorkiewicz, Jeffrey T; Felczak, Margaret; Chapman, Robert L

    2018-02-01

    The objective of this study was to compare leadership and academic performance among students admitted by traditional pathways vs. a dual acceptance program (DAP). A list of students admitted to the Midwestern University Chicago College of Pharmacy (MWUCCP) DAP was cross-checked with students elected to serve in leadership positions and students on the MWUCCP Dean's List for their first professional year from 2010 to 2015. The proportion of students serving in leadership positions and those on the Dean's List were compared to students that matriculated via the traditional route. In total, 1069 students were analyzed (n = 937 traditional; n = 132 DAP). DAP students were more likely to have an elected leadership role (n = 61, 46.2% vs. n = 314, 33.5%, p < 0.01) and achieve Dean's List for their first professional year (n = 64, 48.5% vs. n = 292, 31.2%, p < 0.01) compared to traditional students. DAP students were more likely to hold an elected leadership position than traditional students. Further study of DAP student motivation is needed to potentially assist in the success of other students. Copyright © 2017 Elsevier Inc. All rights reserved.

  19. Leadership mentoring in nursing research, career development and scholarly productivity: A systematic review.

    PubMed

    Hafsteinsdóttir, Thóra B; van der Zwaag, Angeli M; Schuurmans, Marieke J

    2017-10-01

    Although nursing has been an academic discipline for decades, the infrastructure for nursing research in many countries is still fragile and struggling. Postdoctoral nurses have difficulties developing sustaining careers in nursing research due to lack of career opportunities. Considerable research has been conducted on leadership and mentoring in various areas of nursing. We aimed to systematically review the literature investigating leadership programs and mentoring for postdoctoral nurse researchers, as well as the influence of leadership and mentoring on research productivity, research career development, leadership knowledge and skills, the nurses' health and well-being, staff relationships, work culture and collaboration, salaries and postdoctoral nurses' experiences. A systematic review following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement was conducted. The electronic databases PubMed, CINAHL and EMBASE were searched without time limits for eligible studies up to January 2016. Reference lists of included articles were also searched manually and authors were contacted to inquire about other relevant papers. Two authors independently assessed eligibility of studies for inclusion. Titles and abstracts were matched with the inclusion criteria: studies investigating leadership and mentoring programs for postdoctoral nurses and leadership and mentoring influencing research productivity, and career development; and leadership knowledge and skills and other outcomes. The quality of the studies was appraised using the Centre for Evidence-Based Medicine for surveys, the Critical Appraisal Skill Program Qualitative Appraisal Checklist for qualitative studies, and a critical appraisal list for mixed methods studies. Any disagreements were resolved by consensus. Data were extracted by two reviewers. We screened 1775 titles and abstracts, resulting in 15 studies, which included quantitative, descriptive, qualitative and mixed

  20. Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case study.

    PubMed

    Dierckx de Casterlé, Bernadette; Willemse, An; Verschueren, Marc; Milisen, Koen

    2008-09-01

    This study explored the dynamics related to a leadership development programme and their impact on the clinical leader, the nursing team and the care-giving process. While there is a growing conviction about the need to invest in transformational leadership in nursing, further insight into the true complexity of leadership development and, more specifically, how leadership can make a difference in nursing and patient outcomes is essential. A single instrumental case study was conducted in a unit of a large academic hospital where a Clinical Leadership development Project (CLP) was implemented successfully. We used mixed methods with multiple sources of data to capture the complexity of leadership development. Data were collected through individual interviews, focus groups and observation of participants. A purposive sample of 17 participants representing a wide variety of team members has permitted data saturation. The data were categorized and conceptualized and finally organized into a framework describing leadership development on the unit and its impact on the leader, the nursing team and the care-giving process. Leadership development is an ongoing, interactive process between the clinical leader and the co-workers. The head nurse became more effective in areas of self-awareness, communication skills, performance and vision. The nursing team benefited because more effective leadership promoted effective communication, greater responsibility, empowerment and job clarity. Improved clinical leadership seemed also to influence patient-centred communication, continuity of care and interdisciplinary collaboration. The results of the study give more insight into the processes underlying the leader's progress towards attaining a transformational leadership style and its impact on the team members. The impact of leadership on the care-giving process, however, remains difficult to describe. The interactive nature of leadership development makes CLP a challenge for the

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

    ERIC Educational Resources Information Center

    Welch-Carre, Elizabeth

    2017-01-01

    A search on Amazon revealed more than 6,000 books related to leadership development. The Business Source database has more than 700 articles with the word leadership in the title, published between 2005 and 2015. This suggests that leadership is a topic in which many are interested. Clearly, leadership makes a difference in an organization's…

  2. Factors affecting academic leadership in dermatology.

    PubMed

    Martires, Kathryn J; Aquino, Lisa L; Wu, Jashin J

    2015-02-01

    Although prior studies have examined methods by which to recruit and retain academic dermatologists, few have examined factors that are important for developing academic leaders in dermatology. This study sought to examine characteristics of dermatology residency programs that affect the odds of producing department or division chairs/chiefs and program directors (PDs). Data regarding program size, faculty, grants, alumni residency program attended, lectures, and publications for all accredited US dermatology residency programs were collected. Of the 103 programs examined, 46% had graduated at least 1 chair/chief, and 53% had graduated at least 1 PD. Results emphasize that faculty guidance and research may represent modifiable factors by which a dermatology residency program can increase its graduation of academic leaders.

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

    ERIC Educational Resources Information Center

    Grossman, Greg; Sharf, Ruth

    2018-01-01

    We examined a large multi-year undergraduate leadership development program (LDP) across seven universities and used an integrated framework of transformational leadership and situational judgment tests (SJTs) during a critical and formative period of leadership development. This study was the first to show a significant relationship between…

  4. In Search of Leadership: What Happened to Management?

    ERIC Educational Resources Information Center

    Mertkan, Sefika

    2014-01-01

    Significant changes have taken place in the governance of education systems around the world. Shifts in education policy have led to a focus towards reform through leadership development and away from school management analysis. This shift in policy from management to leadership has fostered a large number of academic studies presenting a…

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

    PubMed

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

    2017-01-01

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

  6. Mentoring and Leadership Development

    ERIC Educational Resources Information Center

    Dziczkowski, Jennifer

    2013-01-01

    Today's technology-based society and the vast influx of new information make leadership development a necessity. Many of the world's finest and most successful leaders have trusted mentors. Mentoring has emerged as a means to cultivate the leadership skills of current and future leaders. Mentoring has a rich history and harbors immense…

  7. Technical Leadership Development Program

    DTIC Science & Technology

    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

  8. The Effect of Teachers' Shared Leadership Perception on Academic Optimism and Organizational Citizenship Behaviour: A Turkish Case

    ERIC Educational Resources Information Center

    Akin Kösterelioglu, Meltem

    2017-01-01

    Purpose: The present study investigates the capability of high school teachers' shared leadership perception to predict the academic optimism and organizational citizenship levels. Research methods: The population of the current descriptive study, which was conducted via screening model, consists of 321 high school teachers working for Amasya…

  9. Can complexity science inform physician leadership development?

    PubMed

    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

  10. Leadership Development. Symposium 13. [AHRD Conference, 2001].

    ERIC Educational Resources Information Center

    2001

    This symposium on leadership development consists of three presentations. "Organizational Performance: The Future Focus of Leadership Development Programs" (Doris B. Collins) reports research that analyzed 54 leadership studies from 1984-2000 and confirmed that organizations have begun to take a more systemic approach to leadership…

  11. School Leadership Preparation and Development in Kenya: Evaluating Performance Impact and Return on Leadership Development Investment

    ERIC Educational Resources Information Center

    Asuga, Gladys; Eacott, Scott; Scevak, Jill

    2015-01-01

    Purpose: The purpose of this paper is to evaluate the quality of the current provision for school leadership in Kenya, the extent to which they have an impact on student outcomes and the return on school leadership preparation and development investment. Design/Methodology/Approach: The paper draws from educational leadership, management and…

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

    ERIC Educational Resources Information Center

    Halonen, Jane S.

    2013-01-01

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

  13. Developing Leadership Capacity through Organizational Learning

    ERIC Educational Resources Information Center

    Buchanan, Julia

    2008-01-01

    The relationship of human development to leadership growth and organizational learning is becoming more significant as organizations recognize the value of skilled leadership. In order to foster collective intelligence and innovation in groups, leadership throughout an organization benefits from the understanding of processes involved in…

  14. Building Social Capital through Leadership Development

    ERIC Educational Resources Information Center

    Roberts, Cynthia

    2013-01-01

    Social capital, an important mechanism for the creation and maintenance of healthy organizational life, may be developed through initiatives such as leadership development as effective leadership development not only enhances individual effectiveness, but serves to build relationships, coordinate actions, and extend and strengthen the social…

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

    PubMed

    Paterson, Karyn; Henderson, Amanda; Burmeister, Elizabeth

    2015-11-01

    This paper reports on the outcomes of a locally designed educational programme to support leadership capability of junior registered nurses. The Developing Leader Programme is an in-house programme delivered in three face-to-face workshops, comprising self-directed reflective and application activities. Surveys were used to evaluate self-perceived leadership capability over a 9-month period. The survey comprised a Leadership Capability Instrument adapted from two existing tools. Participants completed surveys at the commencement of the programme, after the third and final workshop and approximately 6 months afterwards. In addition, examples of descriptive accounts of programme activities submitted by individual participants were included to enrich data. Of 124 participants, 79 completed surveys at the first workshop, 28 at the final workshop and 31 were returned 6 months after completion of the programme. Mean scores for each area of leadership capability significantly improved throughout the duration of the programme (P < 0.001). Participants also indicated a willingness to enact leadership behaviours through reported activities. Survey responses indicated that participants perceived improved leadership capability after completing the Developing Leader Programme. Early educational intervention to facilitate the development of leadership skills as well as clinical skills in junior registered nurses can assist with how they interact with the team. Participation of junior registered nurses in a locally designed leadership programme can assist them to develop leadership behaviours for everyday practice. © 2014 John Wiley & Sons Ltd.

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

    PubMed

    McDonald, Ruth

    2014-10-01

    There is a trend in health systems around the world to place great emphasis on and faith in improving 'leadership'. Leadership has been defined in many ways and the elitist implications of traditional notions of leadership sit uncomfortably with modern healthcare organisations. The concept of distributed leadership incorporates inclusivity, collectiveness and collaboration, with the result that, to some extent, all staff, not just those in senior management roles, are viewed as leaders. Leadership development programmes are intended to equip individuals to improve leadership skills, but we know little about their effectiveness. Furthermore, the content of these programmes varies widely and the fact that many lack a sense of how they fit with individual or organisational goals raises questions about how they are intended to achieve their aims. It is important to avoid simplistic assumptions about the ability of improved leadership to solve complex problems. It is also important to evaluate leadership development programmes in ways that go beyond descriptive accounts.

  17. Leadership development in dental education: report on the ADEA Leadership Institute, 2000-08.

    PubMed

    Haden, N Karl; Ranney, Richard R; Weinstein, George; Breeding, Larry C; Bresch, Jack E; Valachovic, Richard W

    2010-03-01

    This report describes participants' assessment of their experiences in the American Dental Education Association (ADEA) Leadership Institute program. The ADEA Leadership Institute is designed for mid-career faculty members who desire to attain administrative roles within their own or other institutions or enhance their effectiveness in these roles. This year-long program, conducted in four phases, is ADEA's flagship career enhancement program and provides dental educators with perspectives about oral health policy and legislation, organization and financing of higher education, the dental school's role within the parent institution, financial management, legal issues, recruiting faculty, and opportunities to acquire and practice skills associated with effective leadership. ADEA Leadership Institute Fellows also explore team-building, personality preferences, leadership styles, emotional intelligence, stress management, work-life balance, strategies for leading change, and giving and receiving feedback, as well as engaging in self- and peer assessment throughout the year. Each year up to twenty-one fellows are selected to participate in the institute in a competitive application process. In 2009, 149 fellows who participated in the institute from 2000 to 2008 were invited to take part in a survey to establish their profiles and academic leadership roles, determine their perceptions of the benefits from the institute curriculum, and elicit their suggestions for improvement. The survey response rate was 73 percent (n=109). Ninety-nine percent of respondents gave an overall positive assessment of their experiences. The most beneficial experiences, according to respondents, included networking with the program participants, advisors, and instructors (78 percent); self-discovery through self-assessments and evaluations (44 percent); and a 360 degree feedback process to provide additional reflection about areas for improvement (17 percent). Least beneficial experiences

  18. Accelerated Leadership Development: Fast Tracking School Leaders

    ERIC Educational Resources Information Center

    Earley, Peter; Jones, Jeff

    2010-01-01

    "Accelerated Leadership Development" captures and communicates the lessons learned from successful fast-track leadership programmes in the private and public sector, and provides a model which schools can follow and customize as they plan their own leadership development strategies. As large numbers of headteachers and other senior staff…

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

    PubMed Central

    Traynor, Andrew P.; Boyle, Cynthia J.

    2013-01-01

    Objective. To assist curriculum committees and leadership instructors by gathering expert opinion to define student leadership development competencies for pharmacy curricula. Methods. Twenty-six leadership instructors participated in a 3-round, online, modified Delphi process to define competencies for student leadership development in pharmacy curricula. Round 1 asked open-ended questions about leadership knowledge, skills, and attitudes. Round 2 grouped responses for agreement rating and comment. Round 3 allowed rating and comment on competencies not yet meeting consensus, which was prospectively set at 80%. Results. Eleven competencies attained 80% consensus or higher and were grouped into 3 areas: leadership knowledge, personal leadership commitment, and leadership skill development. Connections to contemporary leadership development literature were outlined for each competency as a means of verifying the panel’s work. Conclusions. The leadership competencies will aid students in addressing: What is leadership? Who am I as a leader? What skills and abilities do I need to be effective? The competencies will help curriculum committees and leadership instructors to focus leadership development opportunities, identify learning assessments, and define program evaluation. PMID:24371346

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

    PubMed

    Janke, Kristin K; Traynor, Andrew P; Boyle, Cynthia J

    2013-12-16

    To assist curriculum committees and leadership instructors by gathering expert opinion to define student leadership development competencies for pharmacy curricula. Twenty-six leadership instructors participated in a 3-round, online, modified Delphi process to define competencies for student leadership development in pharmacy curricula. Round 1 asked open-ended questions about leadership knowledge, skills, and attitudes. Round 2 grouped responses for agreement rating and comment. Round 3 allowed rating and comment on competencies not yet meeting consensus, which was prospectively set at 80%. Eleven competencies attained 80% consensus or higher and were grouped into 3 areas: leadership knowledge, personal leadership commitment, and leadership skill development. Connections to contemporary leadership development literature were outlined for each competency as a means of verifying the panel's work. The leadership competencies will aid students in addressing: What is leadership? Who am I as a leader? What skills and abilities do I need to be effective? The competencies will help curriculum committees and leadership instructors to focus leadership development opportunities, identify learning assessments, and define program evaluation.

  1. Development of Leadership Skills in Community College Department Chairs

    ERIC Educational Resources Information Center

    Sirkis, Jocelyn Eager

    2011-01-01

    The role of a community college department chairperson is not well defined and the job is often perceived as more of a burden than an honor. Faculty come to the position frequently by "default" and without a ready set of management and leadership skills. The matter is of concern since chairs influence academic department strategy, culture, and…

  2. The Effect of a Strengths-Oriented Approach to Leadership Development on the Psychological Capital and Authentic Leadership Capacities of Leaders in Faith-Based Higher Education Institutions

    ERIC Educational Resources Information Center

    Reynolds, John C.

    2012-01-01

    Academic leaders in the 21st century are required to be both organizationally competent and intentionally collaborative with those they lead to be effective in a world of disruption, change, and complexity. Two current leadership constructs particularly relevant for meeting these needs are the focus of this study: "Authentic Leadership,"…

  3. Group Process and Adolescent Leadership Development.

    ERIC Educational Resources Information Center

    Hohmann, Mary; And Others

    1982-01-01

    Describes an approach to leadership development which is particularly supportive of the needs of adolescents and reflective of a democratic style of leadership. It is an outgrowth of the High/Scope Summer Workshop for Teenagers, which helped young people acquire leadership skills through group membership and cooperation. (Author)

  4. What Would I Do Differently? Using First Person Voice to Develop Leadership Identity for Health Care Professionals

    ERIC Educational Resources Information Center

    Ekmekci, Ozgur

    2009-01-01

    Can leadership be taught? Those of us who offer courses on leadership, as part of an academic program, face this question quite often. It is my belief that acquiring more knowledge on leadership does not readily translate into becoming a better leader--especially so at a time in history where leaders have to deal with more complexity and change…

  5. Advanced Learning Theories Applied to Leadership Development

    DTIC Science & Technology

    2006-11-01

    Theory . We combined the cognitive , experiential and motivational components of advanced learning theories to develop a training application...Center for Army Leadership Technical Report 2006-2 Advanced Learning Theories Applied to Leadership Development Christina Curnow...2006 5a. CONTRACT NUMBER W91QF4-05-F-0026 5b. GRANT NUMBER 4. TITLE AND SUBTITLE Advanced Learning Theories Applied to Leadership Development 5c

  6. Developing nursing leadership in social media.

    PubMed

    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.

  7. Toward Developing Authentic Leadership: Team-Based Simulations

    ERIC Educational Resources Information Center

    Shapira-Lishchinsky, Orly

    2014-01-01

    Although there is a consensus that authentic leadership should be an essential component in educational leadership, no study to date has ever tried to find whether team-based simulations may promote authentic leadership. The purpose of this study was to identify whether principal trainees can develop authentic leadership through ethical decision…

  8. 20 CFR 664.420 - What are leadership development opportunities?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 20 Employees' Benefits 3 2010-04-01 2010-04-01 false What are leadership development opportunities... Parameters § 664.420 What are leadership development opportunities? Leadership development opportunities are..., including team leadership training; (e) Training in decision-making, including determining priorities; and...

  9. 20 CFR 664.420 - What are leadership development opportunities?

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... 20 Employees' Benefits 4 2013-04-01 2013-04-01 false What are leadership development opportunities..., Elements, and Parameters § 664.420 What are leadership development opportunities? Leadership development... and team work training, including team leadership training; (e) Training in decision-making, including...

  10. 20 CFR 664.420 - What are leadership development opportunities?

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 20 Employees' Benefits 4 2012-04-01 2012-04-01 false What are leadership development opportunities..., Elements, and Parameters § 664.420 What are leadership development opportunities? Leadership development... and team work training, including team leadership training; (e) Training in decision-making, including...

  11. 20 CFR 664.420 - What are leadership development opportunities?

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 20 Employees' Benefits 4 2014-04-01 2014-04-01 false What are leadership development opportunities..., Elements, and Parameters § 664.420 What are leadership development opportunities? Leadership development... and team work training, including team leadership training; (e) Training in decision-making, including...

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

    PubMed

    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

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

    PubMed Central

    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

  14. Wisdom and Bus Schedules: Developing School Leadership

    ERIC Educational Resources Information Center

    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,…

  15. South Carolina Elementary Teachers' Perceptions of Principals' Transformational Leadership in Academically Recognized and Other, High Poverty Schools

    ERIC Educational Resources Information Center

    Lewis, Julian Carlton

    2012-01-01

    This study investigated selected elementary school teachers' perceptions of principals' leadership. Ten South Carolina schools were selected based on the criterion of 50% or higher poverty index. Five schools included the feature of recognition by the state for academic success for one year or more over the 2003-2006 timeframe. One hundred three…

  16. Sustaining supply of senior academic leadership skills in a shortage environment: a short review of a decade of dental experience.

    PubMed

    Kruger, Estie; Heitz-Mayfield, Lisa; Tennant, Marc

    2014-06-01

    For the past decade, and expected for the next decade, Australia faces a significant health workforce shortage and an acute maldistribution of health workforce. Against this background the governments at both national and state level have been increasing the training places for all health practitioners and trying to redress the imbalance through a strong regional focus on these developments. Dentistry has been an active participant in these workforce initiatives. This study examines the increasing demand for academics and discusses the existing pathways for increase, and also examines in detail the advantages of a sustainable, shared-model approach, using dentistry as a model for other disciplines. Three non-exclusive pathways for reform are considered: importation of academics, delayed retirement and the shared resource approach. Of the various solutions outlined in this review a detailed explanation of a cost-effective shared model of senior academic leadership is highlighted as a viable, sustainable model for ameliorating the shortage.

  17. Program for developing leadership in pharmacy residents.

    PubMed

    Fuller, Patrick D

    2012-07-15

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

  18. Clinical staff nurse leadership: Identifying gaps in competency development.

    PubMed

    Franks-Meeks, Sherron

    2018-01-01

    To date, there has been no development of a complete, applicable inventory of clinical staff nurse (CSN) leadership role competencies through a valid and reliable methodology. Further, the CSN has not been invited to engage in the identification, definition, or development of their own leadership competencies. Compare existing leadership competencies to identify and highlight gaps in clinical staff nurse leadership role competency development and validation. Literature review. The CSN has not participated in the development of CSN leadership role competencies, nor have the currently identified CSN leadership role competencies been scientifically validated through research. Finally, CSN leadership role competencies are incomplete and do not reflect the CSN perspective. © 2017 Wiley Periodicals, Inc.

  19. Mentors and College Student Leadership Outcomes: The Importance of Position and Process

    ERIC Educational Resources Information Center

    Campbell, Corbin M.; Smith, Meredith; Dugan, John P.; Komives, Susan R.

    2012-01-01

    Mentorship is empirically related to several desired outcomes in college students including academic success and career development. Yet little is known about how mentorship aids leadership development in college students. This study uses data from the Multi-Institutional Study of Leadership, a national study with more than 110,000 participants…

  20. Developing Leadership Traits.

    ERIC Educational Resources Information Center

    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)

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

    PubMed

    Elder, Andrew

    2017-01-01

    This article is based on a talk given at the International Balint Federation leadership congress in Warsaw (September 2016). It explores the conceptual foundations of Balint group leadership and starts by emphasizing the mutuality between psychoanalysts and medical practitioners working together. The parallel process between consulting room and group, and subsequently from group back to the consulting room, is delineated as the central construct in understanding the role of the leader. Having proposed a conceptual model for thinking about leadership interventions, the article discusses developments in some contemporary approaches to leadership: coleadership, the use of role play, psychodrama, pushback, and morale. It concludes by introducing Keats' notion of negative capability as a way of thinking about creativity in Balint group leadership.

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

    PubMed

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

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

  3. Staff Development/Leadership Institute for Principals.

    ERIC Educational Resources Information Center

    North Carolina State Dept. of Public Instruction, Raleigh.

    This report describes the origin, purposes, and operation of the North Carolina Leadership Institute for Principals. Initiated in July 1979 by the State Superintendent for Public Instruction and supported by state funds, the institute develops programs that blend theory into practice, concentrating mainly on the development of leadership,…

  4. Developing Your 360-Degree Leadership Potential.

    PubMed

    Verma, Nupur; Mohammed, Tan-Lucien; Bhargava, Puneet

    2017-09-01

    Radiologists serve in leadership roles throughout their career, making leadership education an integral part of their development. A maxim of leadership style is summarized by 360-Degree Leadership, which highlights the ability of a leader to lead from any position within the organization while relying on core characteristics to build confidence from within their team. The qualities of leadership discussed can be learned and applied by radiologists at any level. These traits can form a foundation for the leader when faced with unfavorable events, which themselves allow the leader an opportunity to build trust. Copyright © 2017 American College of Radiology. Published by Elsevier Inc. All rights reserved.

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

    ERIC Educational Resources Information Center

    Ricketts, John C.; Rudd, Rick D.

    2002-01-01

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

  6. Perceptions of Skill Development of Participants in Three National Career Development Programs For Women Faculty in Academic Medicine

    PubMed Central

    Helitzer, Deborah L.; Newbill, Sharon L.; Morahan, Page S.; Magrane, Diane; Cardinali, Gina; Wu, Chih-Chieh; Chang, Shine

    2014-01-01

    Purpose The Association of American Medical Colleges (AAMC) and Drexel University College of Medicine have designed and implemented national career development programs (CDPs) to help women faculty acquire and strengthen skills needed for success in academic medicine. The authors hypothesized that skills women acquired in CDPs would vary by career stage and program attended. Method In 2011, the authors surveyed a national cohort of 2,779 women listed in the AAMC Faculty Roster who also attended one of three CDPs (Early- and Mid-Career Women in Medicine Seminars, and/or Executive Leadership in Academic Medicine) between 1988 and 2010 to examine their characteristics and CDP experiences. Participants indicated from a list of 16 skills whether each skill was newly acquired, improved, or not improved as a result of their program participation. Results Of 2537 eligible CDP women, 942 clicked on the link in an invitation e-mail and 879 (35%) completed the survey. Respondents were representative of women faculty in academic medicine. Participants rated the CDPs highly. Almost all reported gaining and/or improving skills from the CDP. Four skills predominated across all three programs: interpersonal skills, leadership, negotiation, and networking. The skills that attendees endorsed differed by respondents’ career stages, more so than by program attended. Conclusions Women participants perceived varying skills gained or improved from their attendance at the CDPs. Determining ways in which CDPs can support women’s advancement in academic medicine requires a deeper understanding of what participants seek from CDPs and how they use program content to advance their careers. PMID:24871241

  7. Perceptions of skill development of participants in three national career development programs for women faculty in academic medicine.

    PubMed

    Helitzer, Deborah L; Newbill, Sharon L; Morahan, Page S; Magrane, Diane; Cardinali, Gina; Wu, Chih-Chieh; Chang, Shine

    2014-06-01

    The Association of American Medical Colleges (AAMC) and Drexel University College of Medicine have designed and implemented national career development programs (CDPs) to help women faculty acquire and strengthen skills needed for success in academic medicine. The authors hypothesized that skills women acquired in CDPs would vary by career stage and program attended. In 2011, the authors surveyed a national cohort of 2,779 women listed in the AAMC Faculty Roster who also attended one of three CDPs (Early- and Mid-Career Women in Medicine Seminars, and/or Executive Leadership in Academic Medicine) between 1988 and 2010 to examine their characteristics and CDP experiences. Participants indicated from a list of 16 skills whether each skill was newly acquired, improved, or not improved as a result of their program participation. Of 2,537 eligible CDP women, 942 clicked on the link in an invitation e-mail, and 879 (93%) completed the survey. Respondents were representative of women faculty in academic medicine. Participants rated the CDPs highly. Almost all reported gaining and/or improving skills from the CDP. Four skills predominated across all three programs: interpersonal skills, leadership, negotiation, and networking. The skills that attendees endorsed differed by respondents' career stages, more so than by program attended. Women participants perceived varying skills gained or improved from their attendance at the CDPs. Determining ways in which CDPs can support women's advancement in academic medicine requires a deeper understanding of what participants seek from CDPs and how they use program content to advance their careers.

  8. The Common Core Learning Standards and Elementary Teachers' Math Instructional Practices, Receptivity to Change, Instructional Leadership and Academic Optimism

    ERIC Educational Resources Information Center

    Sullivan, Dennis D.

    2016-01-01

    This study sought to identify the relationships among elementary teachers instructional practices in mathematics pre- and post-CCLS implementation in relation to technological and pedagogical content knowledge (TPACK), formative assessment, reflective practice, receptivity to change, academic optimism, and instructional leadership across age,…

  9. A Study of the Relationships between Distributed Leadership, Teacher Academic Optimism and Student Achievement in Taiwanese Elementary Schools

    ERIC Educational Resources Information Center

    Chang, I-Hua

    2011-01-01

    The purpose of this study was to explore the relationships between distributed leadership, teachers' academic optimism and student achievement in learning. The study targeted public elementary schools in Taiwan and adopted stratified random sampling to investigate 1500 teachers. Teachers' perceptions were collected by a self-report scale. In…

  10. Leadership development practices and hospital financial outcomes.

    PubMed

    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.

  11. Academic Governance Provided by Academic Boards within the Australian Higher Education Sector

    ERIC Educational Resources Information Center

    Vilkinas, Tricia; Peters, Margaret

    2014-01-01

    Academic boards play a key role in the maintenance of quality standards and the provision of strategic leadership on academic issues. The current research investigated the role provided at present to Australian universities through their academic boards. All universities described their academic boards as their principal academic body. The…

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

    PubMed

    Gifford, Wendy; Graham, Ian D; Ehrhart, Mark G; Davies, Barbara L; Aarons, Gregory A

    2017-01-01

    Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe), a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS), an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions. Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5) appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached. All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs. The O-MILe provides a theoretical basis for developing implementation leadership, and the ILS is a compatible tool for measuring leadership based on the O-MILe. Used together, the O-MILe and ILS provide an evidence- and theory-based approach for developing and measuring leadership for implementing evidence-based practices in health care. Template analysis offers a convenient approach for determining the compatibility of independently developed evaluation tools to test theoretical models.

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

    PubMed Central

    Gifford, Wendy; Graham, Ian D; Ehrhart, Mark G; Davies, Barbara L; Aarons, Gregory A

    2017-01-01

    Purpose Leadership in health care is instrumental to creating a supportive organizational environment and positive staff attitudes for implementing evidence-based practices to improve patient care and outcomes. The purpose of this study is to demonstrate the alignment of the Ottawa Model of Implementation Leadership (O-MILe), a theoretical model for developing implementation leadership, with the Implementation Leadership Scale (ILS), an empirically validated tool for measuring implementation leadership. A secondary objective is to describe the methodological process for aligning concepts of a theoretical model with an independently established measurement tool for evaluating theory-based interventions. Methods Modified template analysis was conducted to deductively map items of the ILS onto concepts of the O-MILe. An iterative process was used in which the model and scale developers (n=5) appraised the relevance, conceptual clarity, and fit of each ILS items with the O-MILe concepts through individual feedback and group discussions until consensus was reached. Results All 12 items of the ILS correspond to at least one O-MILe concept, demonstrating compatibility of the ILS as a measurement tool for the O-MILe theoretical constructs. Conclusion The O-MILe provides a theoretical basis for developing implementation leadership, and the ILS is a compatible tool for measuring leadership based on the O-MILe. Used together, the O-MILe and ILS provide an evidence- and theory-based approach for developing and measuring leadership for implementing evidence-based practices in health care. Template analysis offers a convenient approach for determining the compatibility of independently developed evaluation tools to test theoretical models. PMID:29355212

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

    PubMed Central

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

    2012-01-01

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

  15. Program design considerations for leadership training for dental and dental hygiene students.

    PubMed

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

    2012-02-01

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

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

    PubMed Central

    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

  17. What kind of leadership does integrated care need?

    PubMed

    Kelley-Patterson, Deirdre

    2012-01-01

    Primary care clinicians and clinical commissioners are the current focus for much leadership investment and development. In this article I propose that we need to look beyond traditional thinking about effective leader behaviour and conventional approaches to leader development based on this thinking. The paper identifies some of the lessons that can be learnt from both the current academic discussion of collaborative leadership, and from an analysis of successes and failures of leadership within the NHS. Two leadership strategies are considered: the development of communities of practice and the use of connected mini-transformations to generate wider system transformation. In a period of systems change, with potential for conflict between providers and commissioners, these strategies are helpful in encouraging the 'mindfulness' that is needed to ensure integration across the complex landscape of healthcare in London.

  18. Leadership Development and School Improvement

    ERIC Educational Resources Information Center

    Rhodes, Christopher; Brundrett, Mark

    2009-01-01

    The chosen focus of this special issue is timely given the burgeoning international interest and investment in leadership development and school improvement. In many countries leadership and improvement have been closely linked and there is no doubt that this linkage has an international reach. Together, these articles review and extend some of…

  19. Measuring faculty retention and success in academic medicine.

    PubMed

    Ries, Andrew; Wingard, Deborah; Gamst, Anthony; Larsen, Catherine; Farrell, Elizabeth; Reznik, Vivian

    2012-08-01

    To develop and demonstrate the usefulness of quantitative methods for assessing retention and academic success of junior faculty in academic medicine. The authors created matched sets of participants and nonparticipants in a junior faculty development program based on hire date and academic series for newly hired assistant professors at the University of California, San Diego (UCSD), School of Medicine between 1988 and 2005. They used Kaplan-Meier and Cox proportional hazards survival analyses to characterize the influence of covariates, including gender, ethnicity, and program participation, on retention. They also developed a new method for quantifying academic success based on several measures including (1) leadership and professional activities, (2) honors and awards, (3) research grants, (4) teaching and mentoring/advising activities, and (5) publications. The authors then used these measures to compare matched pairs of participating and nonparticipating faculty who were subsequently promoted and remained at UCSD. Compared with matched nonparticipants, the retention of junior faculty who participated in the faculty development program was significantly higher. Among those who were promoted and remained at UCSD, the academic success of faculty development participants was consistently greater than that of matched nonparticipants. This difference reached statistical significance for leadership and professional activities. Using better quantitative methods for evaluating retention and academic success will improve understanding and research in these areas. In this study, use of such methods indicated that organized junior faculty development programs have positive effects on faculty retention and may facilitate success in academic medicine.

  20. Developing Multi-Agency Leadership in Education

    ERIC Educational Resources Information Center

    Close, Paul

    2012-01-01

    This article contributes to the growing debate around how we understand and develop multi-agency leadership in children and young people's services. Bringing together a range of inter-disciplinary research, it presents a framework for multi-agency leadership development, which, it argues, is well theorised, multi-level and versed in key field…

  1. Student Leadership Development: How Do Liberal Arts Colleges Enhance Socially Responsible Leadership?

    ERIC Educational Resources Information Center

    Wright, David W.

    2013-01-01

    Student leadership development is a key initiative at many colleges and universities in the United States today. Many of the liberal arts institutions in America have leadership development of their student population as one of the fundamental elements of their educational objectives (Astin, 1997; Durden, 2001; Rothblatt, 2003). This study…

  2. Fostering the Intellectual and Tribal Spirit: The Role of the Chief Academic Officer

    ERIC Educational Resources Information Center

    His Horse Is Thunder, Deborah

    2015-01-01

    This article introduces and describes the academic leadership role of the chief academic officer (CAO), also referred to as the academic vice-president, academic dean, or the provost. The CAO is responsible for the development and implementation of all academic programs, including the curriculum content, assessment, instruction quality,…

  3. Perspectives on Leadership. Current Issues in Higher Education No. 1, 1979.

    ERIC Educational Resources Information Center

    American Association for Higher Education, Washington, DC.

    Perspectives on leadership, the workplace, and changing values are presented in three papers. In "Changing the Shape of Work: Reform in Academe," Rosabeth Moss Kanter discusses the structure of academic career paths and ways to improve the quality of worklife for individuals employed in academe, applying theories she developed in her study on work…

  4. Developing Sustainable Leadership

    ERIC Educational Resources Information Center

    Davies, Brent, Ed.

    2007-01-01

    Developing and sustaining leaders is a major challenge for all those involved in education today. This book contains a collection of essays from recognized authors to provide insights, frameworks and ideas on how to sustain school leaders and develop values-based leadership. It also offers guidance on countering short-term management solutions,…

  5. Underpinning Excellence in Higher Education--An Investigation into the Leadership, Governance and Management Behaviours of High-Performing Academic Departments

    ERIC Educational Resources Information Center

    Kok, Seng Kiat; McDonald, Claire

    2017-01-01

    The changes in government funding alongside external pressures of increased international and national competition have meant that higher education institutions need to excel in a turbulent environment. The leadership, governance and management (LGM) of academic departments are key concerns. This study investigates the correlation between…

  6. Undergraduate Sport Management Students' Perceptions of Leadership Skills through Service Learning

    ERIC Educational Resources Information Center

    Romsa, Bryan; Romsa, Katelyn; Lim, Jon; Wurdinger, Scott

    2017-01-01

    Researchers have discovered that service learning affects students' academic, personal, and social development. However, currently there is a gap in literature analyzing ways in which service learning affects students' perceived leadership skills. This study examined the effectiveness of service learning on the perceived leadership skills of 74…

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

    ERIC Educational Resources Information Center

    Davis, Teela Anitrette Sanchez

    2013-01-01

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

  8. The Role of Coaching in Leadership Development.

    PubMed

    Yarborough, J Preston

    2018-06-01

    Leadership coaching can be productive in maximizing a leader's development. But to make leadership coaching work effectively for students, as opposed to executives, this chapter offers guidance on key concepts and practices from the Center for Creative Leadership's Coaching Framework. © 2018 Wiley Periodicals, Inc.

  9. Leadership and leadership development in healthcare settings – a simplistic solution to complex problems?

    PubMed Central

    McDonald, Ruth

    2014-01-01

    There is a trend in health systems around the world to place great emphasis on and faith in improving ‘leadership’. Leadership has been defined in many ways and the elitist implications of traditional notions of leadership sit uncomfortably with modern healthcare organisations. The concept of distributed leadership incorporates inclusivity, collectiveness and collaboration, with the result that, to some extent, all staff, not just those in senior management roles, are viewed as leaders. Leadership development programmes are intended to equip individuals to improve leadership skills, but we know little about their effectiveness. Furthermore, the content of these programmes varies widely and the fact that many lack a sense of how they fit with individual or organisational goals raises questions about how they are intended to achieve their aims. It is important to avoid simplistic assumptions about the ability of improved leadership to solve complex problems. It is also important to evaluate leadership development programmes in ways that go beyond descriptive accounts. PMID:25337595

  10. Leadership development and succession planning in case management.

    PubMed

    Miodonski, Kathleen; Hines, Patricia

    2013-01-01

    The director of case management is one of health care's leadership positions most frequently in demand. The lack of qualified and effective case management leaders will continue to be an issue for organizations for years to come, influenced by increasing pressures on health care reimbursement and the aging case management workforce. Organizations have an opportunity to create a program to develop future case management leaders from their internal talent. The proposed strategies are designed for the acute care hospital but also have applicability in other health care settings where there are case managers and a need for case management leadership. The business community offers leadership research and leadership development models with relevance to case management. Identifying and developing internal talent for leadership roles has been proven to be effective in preparation for advanced responsibilities, has a positive effect on staff morale, and minimizes the impact of vacant leadership positions during recruitment and onboarding activities. Creating a case management leadership development program for an organization can be an alternative to the process of external recruitment for case management department leaders. Such a program can be undertaken even in today's budget conscious environment by accessing existing resources in an organization in a creative and organized manner. The authors outline an approach for case management leaders to accept responsibility for succession planning and for case managers to accept responsibility for promoting their own career development through creation of a leadership development program.

  11. Leadership development for rural health.

    PubMed

    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.

  12. Leadership Development Through Peer-Facilitated Simulation in Nursing Education.

    PubMed

    Brown, Karen M; Rode, Jennifer L

    2018-01-01

    Baccalaureate nursing graduates must possess leadership skills, yet few opportunities exist to cultivate leadership abilities in a clinical environment. Peer-facilitated learning may increase the leadership skills of competence, self-confidence, self-reflection, and role modeling. Facilitating human patient simulation provides opportunities to develop leadership skills. With faculty supervision, senior baccalaureate students led small-group simulation experiences with sophomore and junior peers and then conducted subsequent debriefings. Quantitative and qualitative descriptive data allowed evaluation of students' satisfaction with this teaching innovation and whether the experience affected students' desire to take on leadership roles. Students expressed satisfaction with the peer-facilitated simulation experience and confidence in mastering the content while developing necessary skills for practice. Peer-facilitated simulation provides an opportunity for leadership development and learning. Study results can inform the development of nursing curricula to best develop the leadership skills of nursing students. [J Nurs Educ. 2018;57(1):53-57.]. Copyright 2018, SLACK Incorporated.

  13. The development, implementation, and assessment of an innovative faculty mentoring leadership program.

    PubMed

    Tsen, Lawrence C; Borus, Jonathan F; Nadelson, Carol C; Seely, Ellen W; Haas, Audrey; Fuhlbrigge, Anne L

    2012-12-01

    Effective mentoring is an important component of academic success. Few programs exist to both improve the effectiveness of established mentors and cultivate a multispecialty mentoring community. In 2008, in response to a faculty survey on mentoring, leaders at Brigham and Women's Hospital developed the Faculty Mentoring Leadership Program as a peer learning experience for midcareer and senior faculty physician and scientist mentors to enhance their skills and leadership in mentoring and create a supportive community of mentors. A planning group representing key administrative, educational, clinical, and research mentorship constituencies designed the nine-month course.Participants met monthly for an hour and a half during lunchtime. Two cofacilitators engaged the diverse group of 16 participants in interactive discussions about cases based on the participants' experiences. While the cofacilitators discussed with the participants the dyadic mentor-mentee relationship, they specifically emphasized the value of engaging multiple mentors and establishing mentoring networks. In response to postsession and postcourse (both immediately and after six months) self-assessments, participants reported substantive gains in their mentoring confidence and effectiveness, experienced a renewed sense of enthusiasm for mentoring, and took initial steps to build a diverse network of mentoring relationships.In this article, the authors describe the rationale, design, implementation, assessment, and ongoing impact of this innovative faculty mentoring leadership program. They also share lessons learned for other institutions that are contemplating developing a similar faculty mentoring program.

  14. Developing Program Management Leadership for Acquisition Reform

    DTIC Science & Technology

    2011-04-30

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

  15. Developing a leadership laboratory for nurse managers based on lived experiences: a participatory action research model for leadership development.

    PubMed

    Mackoff, Barbara L; Glassman, Kimberly; Budin, Wendy

    2013-09-01

    The aim of the pilot study was to design an innovative model of leadership development, Leadership Laboratory (LL), grounded in the lived experiences and peer best practices of 43 cross-disciplinary nurse managers. The Institute of Medicine/Robert Wood Johnson Foundation study, The Future of Nursing, reinforces the need to prepare nurses for leadership positions. A 1-year participatory action research study was designed to develop 3 LLs involving nurse managers as participants, co-creators, and evaluators of the unique learning format. Analysis of qualitative and quantitative data revealed consistent and significantly positive results in leadership skill areas in all 3 LLs. Participants identified elements that distinguished LLs from traditional seminars and trainings sessions, including opportunities to gain from peer-to peer consultation, strategies, and support. Participants in the 1-year pilot demonstrated significant learning based on postsession and postproject assessments of the LLs. Data also described the unique attributes of a peer-driven approach to leadership development.

  16. 20 CFR 664.420 - What are leadership development opportunities?

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 20 Employees' Benefits 3 2011-04-01 2011-04-01 false What are leadership development opportunities... Parameters § 664.420 What are leadership development opportunities? Leadership development opportunities are opportunities that encourage responsibility, employability, and other positive social behaviors such as: (a...

  17. A Competency-Based Model for Youth Leadership Development

    ERIC Educational Resources Information Center

    Seemiller, Corey

    2018-01-01

    Whether they are in a leadership program, participate in an organization, or engage in school-based extra-curricular activities, there does not appear to be a shortage of leadership development opportunities for youth. Despite the prominence of these experiences, the lack of youth leadership development models available for educators can pose a…

  18. The Relevance of Emotional Intelligence for Leadership in a Higher Education Context

    ERIC Educational Resources Information Center

    Parrish, Dominique Rene

    2015-01-01

    This paper reports on a case-study research investigation that sought to identify the relevance of emotional intelligence for effective higher education academic leadership. Semi-structured interviews were conducted, pre and post a leadership capacity development intervention, to gather broad data on participants' experiences, insights, and…

  19. Gender Differences among Contributing Leadership Development Resources

    ERIC Educational Resources Information Center

    Thompson, Michael D.

    2012-01-01

    Gender differences among contributing student leadership development resources were examined within the context of theory-based perspectives of leadership-related attributes. The findings suggest that students' increased engagement with institutional constituencies cultivates an environment conducive to students' cognitive development toward…

  20. A Guide to Effective School Leadership Theories

    ERIC Educational Resources Information Center

    Lynch, Matthew

    2012-01-01

    Educational administrators know that leadership requires hundreds of judgments each day that require a sensitivity and understanding of various leadership strategies. Bridging the gap between the academic and practical world, "A Guide to Effective School Leadership Theories" provides an exploration of ten dominant leadership strategies to give…

  1. Workshop IV: Professional Development and Leadership

    NASA Astrophysics Data System (ADS)

    Sui, Man-Ling; Yoon, Jin-Hee

    2015-12-01

    The Professional Development and Leadership workshop of the 5th IUPAP International Conference on Women in Physics was aimed at identifying and overcoming the personal and professional roadblocks that female physicists experience while pursuing their careers and obtaining leadership positions. Participants shared their thoughts and experiences related to the workshop's three sessions—Leadership, Education, and Inspiration—and concluded by formulating resolutions and recommendations to present to the International Union of Pure and Applied Physics (IUPAP).

  2. Developing leadership in nurse managers: the British Columbia Nursing Leadership Institute.

    PubMed

    MacPhee, Maura; Bouthillette, France

    2008-01-01

    The British Columbia Nursing Administrative Leadership Institute for First Line Nurse Leaders (BC NLI) is a collaborative partnership among British Columbia's Chief Nursing Officers, the Ministry of Health Nursing Directorate and the University of British Columbia School of Nursing. This initiative consists of a four-day residential program and a year-long leadership project between BC NLI participants and their organizational mentors. The evidence-based curriculum covers universal leadership and management concepts, but it also addresses leadership issues of relevance to nurse leaders in today's complex healthcare environments. The BC NLI is part of a provincial health human resources endeavour to ensure sufficient nursing leaders - for now and in the future. This paper will discuss the development, implementation and evaluation of the BC NLI. Unique aspects of the program, such as its online networking component, will be described, and its role in nursing leadership research will be briefly examined.

  3. Personal Reflections of Comfort and Upset Moments in Leadership Journey

    ERIC Educational Resources Information Center

    Loisulie, Paul

    2017-01-01

    Leadership is one of the key factors for development of all organizations be they small or large. This study describes the feelings and thinking of the author on leadership aspects basing on his own practical experiences from being a University of Dodoma Academic Staff Association's Leader. The author was elected as a chairperson of the University…

  4. What kind of leadership does integrated care need?

    PubMed Central

    2012-01-01

    Primary care clinicians and clinical commissioners are the current focus for much leadership investment and development. In this article I propose that we need to look beyond traditional thinking about effective leader behaviour and conventional approaches to leader development based on this thinking. The paper identifies some of the lessons that can be learnt from both the current academic discussion of collaborative leadership, and from an analysis of successes and failures of leadership within the NHS. Two leadership strategies are considered: the development of communities of practice and the use of connected mini-transformations to generate wider system transformation. In a period of systems change, with potential for conflict between providers and commissioners, these strategies are helpful in encouraging the ‘mindfulness’ that is needed to ensure integration across the complex landscape of healthcare in London. PMID:25949659

  5. Thinking Globally: The National College of School Leadership--A Case Study in Distributed Leadership Development

    ERIC Educational Resources Information Center

    Dean, Diane R.

    2007-01-01

    This article presents findings from a case study on the National College of School Leadership (NCSL) in Nottingham, England, an exemplary program that bridges the theory-to-practice gap using distributed leadership philosophies to develop leadership among school administrators and has manifested a positive impact on school leadership in England.…

  6. Beyond Superheroes and Advocacy: The Pathway of Teacher Leadership Development

    ERIC Educational Resources Information Center

    Smylie, Mark A.; Eckert, Jonathan

    2018-01-01

    This article introduces new perspectives, principles and recommendations for the successful development of teacher leadership. It draws from literature on teacher leadership, work redesign, and on-the-job leadership development to explore key insights and questions for teacher leadership development, and it presents a conceptual-theoretical model…

  7. Return on investment in healthcare leadership development programs.

    PubMed

    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.

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

    PubMed

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

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

  9. A Short Supplement to "A Future of Leadership Development"

    ERIC Educational Resources Information Center

    Williams, Ken

    2010-01-01

    This paper is a short supplement to "A Future of Leadership Development." In this supplement, the author discusses the traits of a good leader. He also describes the factors of a good leadership development program. [For the full report, "A Future of Leadership Development," see ED520171.

  10. Taking charge: front-line nurse leadership development.

    PubMed

    Schwarzkopf, Ruth; Sherman, Rose O; Kiger, Anna J

    2012-04-01

    The recent Institute of Medicine (2010) report, The Future of Nursing: Leading Change, Advancing Health, included a recommendation that nurses at all levels should be prepared and enabled to lead change to advance health care in the United States. Historically, in most organizations, nursing leadership development programs have focused on nurses in management or executive roles rather than those working in front-line leadership roles. This article describes a front-line leadership development initiative developed by Tenet Healthcare Corporation and attended by 400 charge nurses. Program development, evaluation, and lessons learned that can be applied in other organizations are discussed. Copyright 2012, SLACK Incorporated.

  11. Academic Leaders as Thermostats

    ERIC Educational Resources Information Center

    Kekale, Jouni

    2003-01-01

    University of Jones launched a two-year development and training project on academic management and leadership in the beginning of 2002. Open seminars were arranged for heads for departments, deans and administrative managers. In addition, personnel administration started pilot projects with two departments in co-operation with the Finnish…

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

    PubMed

    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

  13. Value of Coaching in Building Leadership Capacity of Principals in Urban Schools

    ERIC Educational Resources Information Center

    Farver, Anita R.; Holt, Carleton R.

    2015-01-01

    The purpose of this qualitative case study was to understand how coaching support structures enabled and sustained leadership practices of urban principals. The study investigated how the intervention of coaching for academic leaders can serve as evidence-based professional development for building leadership capacity. The central focus was on…

  14. Leadership Strategies for Department Chairs and Program Directors: A Case Study Approach.

    ERIC Educational Resources Information Center

    Comer, Robert W.; Haden, N. Karl; Taylor, Robert L.; Thomas, D. Denee

    2002-01-01

    Reviews leadership challenges and management concepts in academic dentistry as they were applied in a case-based faculty development workshop, in order to provide a foundation for three cases that follow in subsequent articles. The workshop was structured to address leadership challenges relating to managing people, mission management, conflict…

  15. Research Project Leadership Stipulation System

    ERIC Educational Resources Information Center

    Taghavi, Mona; Taghavi, Hamed; Taghavi, Milad

    2013-01-01

    Purpose: Due to the increased research funding which academic institutions receive to perform advanced R&D, there is an indispensable need to have a systematic approach for selecting competent academicians capable of leading such projects. This paper aims to propose an approach to develop a system for Research Project Leadership Stipulation in…

  16. Multicultural Leadership Development through Experiential Learning.

    ERIC Educational Resources Information Center

    Overstreet, Michelle; Okiror, Linda; Weber, Margaret J.; McCray, Jacquelyn

    1998-01-01

    The Multicultural Leadership Development Program provided for the exploration into the culture of the individual and others for undergraduates from two different universities. Students reported changes in their perspectives on diversity, leadership, and citizenship and felt these changes could potentially influence awareness and sensitivity in…

  17. Leadership Identity Development Through Reflection and Feedback in Team-Based Learning Medical Student Teams.

    PubMed

    Alizadeh, Maryam; Mirzazadeh, Azim; Parmelee, Dean X; Peyton, Elizabeth; Mehrdad, Neda; Janani, Leila; Shahsavari, Hooman

    2018-01-01

    Studies on leadership identity development through reflection with Team-Based Learning (TBL) in medical student education are rare. We assumed that reflection and feedback on the team leadership process would advance the progression through leadership identity development stages in medical students within the context of classes using TBL. This study is a quasi-experimental design with pretest-posttest control group. The pretest and posttest were reflection papers of medical students about their experience of leadership during their TBL sessions. In the intervention group, TBL and a team-based, guided reflection and feedback on the team leadership process were performed at the end of all TBL sessions. In the other group, only TBL was used. The Stata 12 software was used. Leadership Identity was treated both as a categorical and quantitative variable to control for differences in baseline and gender variables. Chi-square, t tests, and linear regression analysis were performed. The population was a cohort of 2015-2016 medical students in a TBL setting at Tehran University of Medical Sciences, School of Medicine. Teams of four to seven students were formed by random sorting at the beginning of the academic year (intervention group n = 20 teams, control group n = 19 teams). At baseline, most students in both groups were categorized in the Awareness and Exploration stage of leadership identity: 51 (52%) in the intervention group and 59 (55%) in the control group: uncorrected χ 2 (3) = 15.6, design-based F(2.83, 108) = 4.87, p = .003. In the posttest intervention group, 36 (36%) were in exploration, 33 (33%) were in L-identified, 20 (20%) were in Leadership Differentiated, and 10 (10%) were in the Generativity. None were in the Awareness or Integration stages. In the control group, 3 (20%) were in Awareness, 56 (53%) were in Exploration, 35 (33%) were in Leader Identified, 13 (12%) were in Leadership Differentiated. None were in the Generativity and Integration stages

  18. #Me_Who: Anatomy of Scholastic, Leadership, and Social Isolation of Underrepresented Minority Women in Academic Medicine.

    PubMed

    Albert, Michelle A

    2018-05-22

    In academic medicine, under-represented minority women physician-scientists (URMWP)* are uncommon, particularly in leadership positions. Data from the American Association of Medical Colleges (AAMC) show that among internal medicine chairs, there are 12 Asian males, 10 African/American (blacks; 9 men), 7 Hispanics (2 females) and 137 whites (21 females). In the top 40 ranked cardiology programs, there are no female cardiology chiefs, whereas there are at least 10, 2, 1 and 24 Asian, black, Hispanic and white males respectively. There are more URMWP than URM males, yet URMWP are less likely to be professors and occupy leadership positions in academia. Specifically, among United States medical school faculty, relative proportions at assistant, associate and full professor levels according to race/ethnicity and gender have remained essentially unchanged over the past 20 years. AAMC information demonstrates that only 11%, 9%, 11% and 24% of Asian, black, Hispanic and white women are full professors compared with 21%, 18%, 19% and 36% of Asian, black, Hispanic and white men. Additionally, while there are representative proportions of women and Asians at the lowest faculty levels, they have not equitably progressed in academic medicine, likely reflecting discrimination and structural/organizational barriers that are also applicable to black and Hispanic females 1 .

  19. Vietnamese Women in Academic Leadership: Experiences of Mid-Level Women Leaders in Universities and Colleges in the Mekong Delta

    ERIC Educational Resources Information Center

    Dang, Ngoc Lan Thi

    2012-01-01

    Academic women in the Mekong Delta (MD) in southern Viet Nam remain underrepresented in key leadership positions and other positions of power and influence in their institutions. This situation exists regardless of various local, national, and international policies on gender equality and the implementation of numerous action plans, strategies,…

  20. Assessing the State of Servant Leadership, Teacher Morale, and Student Academic Performance Outcomes in a Florida Elementary School District

    ERIC Educational Resources Information Center

    EL-Amin, Abdul

    2013-01-01

    This descriptive research study was conducted to determine the state of perceived teacher morale and student academic performance as measured by fourth-grade reading and math scores among four elementary schools defined by the servant leadership score of each principal in this Florida elementary school district. While related research from other…

  1. Clinical program leadership: skill requirements for contemporary leaders.

    PubMed

    Spallina, Joseph M

    2002-01-01

    With knowledge of these leadership requirements and a shrinking base of experienced managers, healthcare organizations and professional societies have little choice in their approach to prepare for the leadership development challenges of the future. Organizations will focus leadership development, training, and continuing management education on integrating business tools and skills into clinical program management. The management requirements for clinical programs will continue to grow in complexity and the number of qualified managers will continue to diminish, New approaches to solving this shortage will evolve. Professional, forprofit companies, healthcare provider organizations, and academic programs will develop clinical program management training tracks. Organizations that create solutions to this management imperative will maintain their competitive edge in the challenging times that will greet the industry in the future.

  2. Sustainable School Leadership: The Teachers' Perspective

    ERIC Educational Resources Information Center

    Cook, John W.

    2014-01-01

    Sustainable school leadership is essential to the academic growth of students and professional growth of faculty and staff. Shedding light on what constitutes sustainable leadership from the perspective of teachers will increase our understanding of how specific leadership practices and processes impact those in the learning community who are…

  3. Leadership in Higher Education: Examining the Narratives of Research Managers from Multiple Lenses

    ERIC Educational Resources Information Center

    Calma, Angelito

    2015-01-01

    This study explores the narratives behind how academics in formal leadership positions perceive their roles as leaders and their leadership development. Fifteen leaders in their varying capacities as managers of research in their universities participated to illustrate the complexities and challenges associated with their roles. Using narrative…

  4. Elementary Teacher Perceptions of Principal Leadership, Teacher Self-Efficacy in Math and Science, and Their Relationships to Student Academic Achievement

    ERIC Educational Resources Information Center

    Richard, Bertha Cookie

    2013-01-01

    The purpose of this study was to investigate elementary teacher perceptions of elementary principal instructional leadership and elementary teacher evaluation of self-efficacy at low and high performing low socio-economic elementary schools. These variables were examined to determine whether relationships with math and science academic achievement…

  5. Local Government Leadership Education: Measuring the Impact of Leadership Skill Development on Public Officials

    ERIC Educational Resources Information Center

    Davis, Gregory A.; Lucente, Joe

    2012-01-01

    Many Extension leadership development programs have been evaluated for effectiveness. Little literature exists focusing on the evaluation of leadership development programs involving elected and appointed local officials. This article describes an annual program involving elected and appointed local officials and shares quantitative and…

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

    ERIC Educational Resources Information Center

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

    2015-01-01

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

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

    PubMed

    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 < 0

  8. Responsibilising managers and clinicians, neglecting system health? What kind of healthcare leadership development do we want?: Comment on "Leadership and leadership development in healthcare settings - a simplistic solution to complex problems?".

    PubMed

    Martin, Graham P

    2015-01-01

    Responding to Ruth McDonald's editorial on the rise of leadership and leadership development programmes in healthcare, this paper offers three arguments. Firstly, care is needed in evaluating impact of leadership development, since achievement of organisational goals is not necessarily an appropriate measure of good leadership. Secondly, the proliferation of styles of leadership might be understood in part as a means of retaining control over public services while distributing responsibility for their success and failure. Thirdly, it makes a plea for the continued utility of good administrative skills for clinicians and managers, which are likely to become all-the-more important given recent developments in healthcare policy and governance.

  9. The Handbook for Student Leadership Development. 2nd Edition

    ERIC Educational Resources Information Center

    Komives, Susan R.; Dugan, John P.; Owen, Julie E.; Slack, Craig; Wagner, Wendy

    2011-01-01

    This is a must-have book for leadership educators and all student affairs professionals who want to develop impactful leadership programs and the leadership capacity of students. This book contains: (1) Advancing Leadership Education (Susan R. Komives); (2) Leadership Theories (John P. Dugan and Susan R. Komives); (3) Research on College Student…

  10. A Comparative Case Study of Developing Leaders through a Doctoral Program: A Study of One Academic Institution

    ERIC Educational Resources Information Center

    Scanlon, Sheryl Lynne

    2012-01-01

    The purpose of this comparative case study was to determine how one academic institution could address the leadership gap facing organizations today, through a traditional, classroom doctoral program in Organizational Leadership. Data was gathered utilizing mixed methods methodology that included a survey questionnaire, focus group information,…

  11. Best Practices in Academic Mentoring: A Model for Excellence

    PubMed Central

    Nick, Jan M.; Delahoyde, Theresa M.; Del Prato, Darlene; Mitchell, Claudia; Ortiz, Jennifer; Ottley, Clarise; Young, Patricia; Cannon, Sharon B.; Lasater, Kathie; Reising, Deanna; Siktberg, Linda

    2012-01-01

    Mentoring is important for the recruitment and retention of qualified nurse faculty, their ongoing career development, and leadership development. However, what are current best practices of mentoring? The purpose of this paper is to provide an overview of a model for excellence in establishing a formal mentoring program for academic nurse educators. Six themes for establishing a formal mentoring program are presented, highlighting best practices in mentoring as culled from experience and the literature. Themes reflect aims to achieve appropriately matched dyads, establish clear mentorship purpose and goals, solidify the dyad relationship, advocate for and guide the protégé, integrate the protégé into the academic culture, and mobilize institutional resources for mentoring support. Attending to the six themes will help mentors achieve important protégé outcomes, such as orientation to the educator role, integration into the academic community, development of teaching, scholarship, and service skills, as well as leadership development. The model is intended to be generalizable for faculty teaching in a variety of academic nursing institution types and sizes. Mentoring that integrates the six themes assists faculty members to better navigate the academic environment and more easily transition to new roles and responsibilities. PMID:22685645

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

    ERIC Educational Resources Information Center

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

    2017-01-01

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

  13. The Effects of an Introductory Leadership Course on Socially Responsible Leadership, Examined by Age and Gender

    ERIC Educational Resources Information Center

    Buschlen, Erin; Johnson, Matthew

    2014-01-01

    The purpose of this paper is to examine the impact of age and gender on student leadership capacity during a 16-week, for-credit academic leadership course at a regional mid-western university. The course promoted the tenets of the Social Change Model of Leadership (SCM) through theoretical and application-based projects. Participants completed…

  14. Expert leadership of eating disorder services in South Australia.

    PubMed

    Long, Randall; Allison, Stephen

    2016-06-01

    The objective of this study was to describe the history of South Australian Government eating disorder service from the perspective of changing leadership, health policies and politics. The history reveals a foundation of early expert academic clinical leadership changing into a centralised managerial bureaucracy correlating with a diminution of services. A threat to the survival of the service led to a solution involving reinvigoration of expert clinical and academic leadership. Expert leadership was shown to be an important part of an eating disorder service. © The Royal Australian and New Zealand College of Psychiatrists 2016.

  15. Community Leadership Development: Implications for Extension.

    ERIC Educational Resources Information Center

    Northeast Regional Center for Rural Development, University Park, PA.

    Designed for extension personnel who are involved in community leadership (CL) programs, this publication summarizes recent national efforts that could be useful in developing and conducting CL programs, and current leadership theory and literature. Part 1 reports the results of the national survey, initiated in April 1985, of extension staff…

  16. The Development, Implementation, and Assessment of an Innovative Faculty Mentoring Leadership Program

    PubMed Central

    Tsen, Lawrence C.; Borus, Jonathan F.; Nadelson, Carol C.; Seely, Ellen W.; Haas, Audrey; Fuhlbrigge, Anne L.

    2014-01-01

    Effective mentoring is an important component of academic success. Few programs exist to both improve the effectiveness of established mentors and cultivate a multi-specialty mentoring community. In 2008, in response to a faculty survey on mentoring, leaders at Brigham and Women’s Hospital developed the Faculty Mentoring Leadership Program (FMLP) as a peer-learning experience for mid-career and senior faculty physician and scientist mentors to enhance their skills and leadership in mentoring and create a supportive community of mentors. A planning group representing key administrative, educational, clinical, and research mentorship constituencies designed the nine-month course. Participants met monthly for an hour and a half during lunchtime. Two co-facilitators engaged the diverse group of 16 participants in interactive discussions about cases based on the participants’ experiences. While the co-facilitators discussed with the participants the dyadic mentor-mentee relationship, they specifically emphasized the value of engaging multiple mentors and establishing mentoring networks. In response to post-session and post-course (both immediately and after six months) self-assessments, participants reported substantive gains in their mentoring confidence and effectiveness, experienced a renewed sense of enthusiasm for mentoring, and took initial steps to build a diverse network of mentoring relationships. In this article, the authors describe the rationale, design, implementation, assessment, and ongoing impact of this innovative faculty mentoring leadership program. They also share lessons learned for other institutions that are contemplating developing a similar faculty mentoring program. PMID:23095917

  17. The Effective Academic: A Handbook for Enhanced Academic Practice. The Times Higher Education Supplement.

    ERIC Educational Resources Information Center

    Ketteridge, Steve, Ed.; Marshall, Stephanie, Ed.; Fry, Heather, Ed.

    This handbook provides guidance about controlling and directing an academic career by suggesting systematic approaches to key areas of responsibility and activity. It explores management and leadership in higher education, developing and promoting research and teaching, and coping with the changing university environment. The chapters of part 1,…

  18. Leadership Development Model for Shelby County Schools

    ERIC Educational Resources Information Center

    Cobia, F. Jane; Smith, Elizabeth F.; Wood, Leah Anne

    2016-01-01

    The purpose of this study was to examine factors impacting program quality in leadership development programs as a means to inform the Shelby County School System of effective practices in leadership development. The qualitative research design method was used to explore two school systems identified through a comprehensive review of research as…

  19. Evaluation of and Feedback for Academic Medicine Leaders: Developing and Implementing the Memorial Method.

    PubMed

    Rourke, James; Bornstein, Stephen; Vardy, Cathy; Speed, David; White, Tyrone; Corbett, Paula

    2017-11-01

    Giving and receiving honest and helpful feedback for leadership development is a common challenge in all types of organizations but particularly in academic medicine. At Memorial University of Newfoundland, in 2014, a consensus emerged to develop a new method for evaluating the leadership performance of the discipline chairs, dean, and vice dean, and to provide these leaders with the evaluation results to help them improve their performance. The leaders responsible for developing and implementing this method (called the Memorial Method) decided to use a survey to obtain faculty members' perceptions about their leader's performance. Beginning in October 2014, a portion of several regular meetings of the discipline chairs with the dean and vice dean was used to develop the survey, by first discussing the broad dimensions of leadership performance, then discussing these dimensions in more detail and drafting specific questions. The resulting survey included 44 quantitative questions addressing eight leadership dimensions. In March-April 2015, the survey was administered electronically to full-time faculty members on a confidential basis. The results were compiled and reported to each discipline chair and to the dean and vice dean. In total, 144/249 faculty responded to the survey (response rate: 58%). For the various dimensions, individual chairs' mean scores ranged from 2.82 to 4.70, and overall mean scores ranged from 3.57 to 4.24. Psychometric properties of the survey suggested it was both reliable and valid. The survey will be repeated, this time with part-time as well as full-time faculty included.

  20. Revamping Civilian Leadership Development in the Marine Corps

    DTIC Science & Technology

    2012-04-09

    Leadership Development in the Marine NIA Corps Sb. GRANT NUMBER NIA Sc. PROGRAM ELEMENT NUMBER N/A 6. AUTHOR(S) Sd. PROJECf NUMBER Major Jose E. Almazan...DISTRIBUTION I AVAILABILITY STATEMENT Unlimited 13. SUPPLEMENTARY NOTES N/A 14. ABSTRACT: The Marine Corps should be investing more in civilian leadership ...development and must make its use involuntary for career progression. This study endeavors to resolve whether revamping civilian leadership

  1. Leaders and Leadership in Academe.

    ERIC Educational Resources Information Center

    Vroom, Victor H.

    1983-01-01

    Four contingency theories of leadership are explored and contrasted. Predictions of leader types and leader behaviors that would follow from each are counterposed. External functions of the leader and interactions with organizational members who are not subordinates are discussed. (Author/MLW)

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

    PubMed

    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

  3. Clinical leadership development requires system-wide interventions, not just courses.

    PubMed

    Swanwick, Tim; McKimm, Judy

    2012-04-01

    This is the third article in a series on clinical leadership and medical education. In the first two articles in this series we looked at the nature of leadership and examined professional outcomes, standards and competency frameworks from around the world that describe what it is we are trying to instil in medical students and doctors in postgraduate training. In this article we explore current trends in leadership development and describe broad approaches to clinical leadership development, highlighting those strategies that are likely to be more (or less) successful. Narrative review and discussion. Key trends and principles for best practice in leadership development are identified. Recommendations for the design of leadership development programmes are made alongside suggestions for system-wide interventions. Leadership development should be both drawn from and embedded in work-based activities, and as far as possible linked to the development of the organisation as a whole. Intervening at the level of the individual may not be enough. System-wide interventions are required that actively engage students and trainees in the practices of management and leadership, and involve them early. © Blackwell Publishing Ltd 2012.

  4. Longitudinal charge nurse leadership development and evaluation.

    PubMed

    Krugman, Mary; Heggem, Laura; Kinney, Lisa Judd; Frueh, Margaret

    2013-09-01

    The study's aim was to examine longitudinal outcomes of a leadership program for permanent and relief charge nurse from 1996 to 2012 using action research and Kouzes and Posner's The Leadership Challenge conceptual frameworks. Charge nurses hold significant oversight of patient safety, quality, and team functioning. This study contributes knowledge regarding charge nurse leadership and organization outcomes associated with these essential roles over time. Data were collected over 6 time periods using Kouzes and Posner's The Leadership Practices Inventory (LPI) and internally developed action research tools. Surveys were aligned with leadership and work environment changes to examine outcomes. Charge nurse leadership LPI mean ratings improved. Relief charge nurses reached similar LPI outcomes by 2012, with no statistical differences in mean or domain scores. Action research methods facilitated executive decision making during change processes. Demographics shifted with younger charge nurses with less practice experience serving as charge nurses in the most recent years. Charge nurse leadership reported significant gains despite institutional changes and uneven delivery of educational interventions.

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

    ERIC Educational Resources Information Center

    Ogurlu, Üzeyir; Serap, Emir

    2014-01-01

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

  6. Developing Leadership Skills in Students with Mild Disabilities.

    ERIC Educational Resources Information Center

    Imada, Dawn; Doyle, Beverly A.; Brock, Barbara; Goddard, Amber

    2002-01-01

    This article discusses designing leadership lessons for students with mild disabilities and results of a study evaluating the effectiveness of leadership training of 12 adolescents with mild disabilities. After attending bimonthly leadership workshops, students developed their ability to manage interpersonal relationships and work cooperatively,…

  7. Developing a Shared Leadership Vision in a College Setting

    ERIC Educational Resources Information Center

    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,…

  8. Gender Diversity in Academic Radiology Departments: Barriers and Best Practices to Optimizing Inclusion and Developing Women Leaders.

    PubMed

    Sepulveda, Karla A; Paladin, Angelisa M; Rawson, James V

    2018-05-01

    Gender diversity remains a challenge for radiology. As we aspire to embrace Diversity 3.0 and the goal of making diversity core to our organizations' mission, there must be increasing awareness of the barriers to achieving inclusion and to best practices for making diversity integral to achieving excellence. This article reviews the literature on gender diversity in radiology and in academic radiology leadership and discusses lessons learned from non-health-care industry and from academic radiology departments that have been successful in developing and supporting female employees. Copyright © 2018 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.

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

    PubMed Central

    Taichman, Russell S.; Parkinson, Joseph W.

    2013-01-01

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

  10. Leadership, Capacity Building and School Improvement: Concepts, Themes and Impact. Leadership for Learning Series

    ERIC Educational Resources Information Center

    Dimmock, Clive

    2011-01-01

    "Leadership, Capacity Building and School Improvement" provides a fresh and original perspective on the most important issues confronting today's practitioners and academics in the field of educational leadership. New and exciting concepts are introduced such as the research-engaged school of the future. While its theoretical and…

  11. Women Academic and Career Administrators' Role Perceptions and Occupational Satisfaction: Implications for Appointment and Professional Development.

    ERIC Educational Resources Information Center

    Schonwetter, Dieter J.; And Others

    This study was the first stage in an analysis of academic and career administrators' perceptions of their functioning in management and leadership capacities and focused in particular on the perceptions of female faculty and administrators. Volunteer participants included 179 male and female university academic and career administrators. Of…

  12. An Evidence-Based Practitioner's Model for Adolescent Leadership Development

    ERIC Educational Resources Information Center

    Rehm, Christopher J.

    2014-01-01

    This paper proposes a model for youth leadership education based on adolescent development and leadership research in an effort to provide practitioners with a practical blueprint to aid their creation and implementation of high school leadership programs. By focusing on student leader development areas which school level educators can affect,…

  13. Leadership Development: An Examination of Individual and Programmatic Growth

    ERIC Educational Resources Information Center

    Conner, Jerusha Osberg; Strobel, Karen

    2007-01-01

    This study focuses on two girls' experiences in one youth leadership organization during a period of 3 years. Relying on an embedded case study design, the authors examine the links between leadership development and programmatic structures and supports. Specifically, the development of leadership capacities are analyzed along three dimensions:…

  14. Air Force Leadership Development: Transformation’s Constant

    DTIC Science & Technology

    2003-05-01

    AU/SCHOOL/NNN/2001-04 DEPARTMENT OF STATE SENIOR SEMINAR NATIONAL FOREIGN AFFAIRS TRAINING CENTER AIR FORCE LEADERSHIP DEVELOPMENT...valid OMB control number. 1. REPORT DATE MAY 2003 2. REPORT TYPE N/A 3. DATES COVERED - 4. TITLE AND SUBTITLE Air Force Leadership ...6 THE LEADERSHIP ESSENTIALS

  15. Faculty development initiatives designed to promote leadership in medical education. A BEME systematic review: BEME Guide No. 19.

    PubMed

    Steinert, Yvonne; Naismith, Laura; Mann, Karen

    2012-01-01

    Due to the increasing complexity of medical education and practice, the preparation of healthcare professionals for leadership roles and responsibilities has become increasingly important. To date, the literature on faculty development designed to promote leadership in medical education has not been reviewed in a systematic fashion. The objective of this review is to synthesize the existing evidence that addresses the following question: 'What are the effects of faculty development interventions designed to improve leadership abilities on the knowledge, attitudes, and skills of faculty members in medicine and on the institutions in which they work?' The search, which covered the period 1980-2009, included six databases (Medline, EMBASE, CINAHL, Web of Science, ERIC, and ABI/Inform) and used the following keywords: faculty development; in-service training; doctor; medic; physician; faculty; leadership; management; administration; executive; and change agent. Hand searches were also conducted, and expert recommendations were solicited. Articles with a focus on faculty development to improve leadership, targeting basic science and clinical faculty members, were reviewed. All study designs that included outcome data beyond participant satisfaction were examined. From an initial 687 unique records, 48 articles met the review criteria in three broad categories: (1) reports in which leadership was the primary focus of the intervention; (2) reports in which leadership was a component of a broader focus on educational development; and (3) reports in which leadership was a component of a broader focus on academic career development. Data were extracted by three coders using the standardized Best Evidence Medical Education coding sheet adapted for our use. One reviewer coded all of the articles, and two reviewers each coded half of the dataset. Coding differences were resolved through discussion. Data were synthesized using Kirkpatrick's four levels of educational outcomes

  16. Campus Involvement as a Predictor for Durable Leadership Development in Conjunction with Leadership Program Participation

    ERIC Educational Resources Information Center

    Rosch, David M.; Stephens, Clinton M.

    2017-01-01

    Postsecondary educators have long been faced with the challenge of developing the leadership capacity of their students. This research investigated the following research question: To what degree do formal opportunities for involvement predict durable growth in leadership capacity in students who participate in a formal leadership development…

  17. Administering an Academic Department.

    ERIC Educational Resources Information Center

    Hicks, Donald W.; Sperry, John B.

    1986-01-01

    Clarifies the possible forms of leadership taken by the administrator of an academic department. Discusses such elements as authoritarian leadership, faculty consensus, power and responsibility, input factors, types of decision making, faculty recruiting, and authoritarian versus democratic approach. (CT)

  18. Medical leadership and management in the United Kingdom.

    PubMed

    Kyratsis, Yiannis; Armit, Kirsten; Zyada, Azra; Lees, Peter

    2016-06-01

    This article aims to outline the historical development of medical leadership in the United Kingdom (UK), present recent advances, and discuss professional development and future prospects. With increasing involvement of medical professionals in top managerial roles in the UK over the last 30 years, leadership development initiatives have been growing steadily and there is increasing recognition of the need for leadership and management skills for doctors. Such skills can help to greatly improve patient care as well as enhance organisational effectiveness and productivity. The central involvement of professional bodies such as the UK Faculty of Medical Leadership and Management, and the establishment of medical fellowship schemes, have provided a solid foundation for a new generation of aspiring medical leaders but there is still a long way to go to achieve a higher degree of professionalism for clinical leadership in the UK. The evidence base is weak such that integrated efforts by clinicians and management academics have much to offer in achieving the vision of socially responsible, clinically relevant and research informed medical leadership training. © The Royal Australian and New Zealand College of Psychiatrists 2016.

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

    PubMed

    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.

  20. Managing Leadership in the UK University: A Case for Researching the Missing Professoriate?

    ERIC Educational Resources Information Center

    Rayner, Steve; Fuller, Mary; McEwen, Lindsey; Roberts, Hazel

    2010-01-01

    This article offers a critical review of literature dealing with the topic of educational management and academic leadership as applied to the role of the professor or professoriate in the UK. The review identified a range of leadership issues and associated contemporary developments in the "management" of higher education. The subject…

  1. Pilot evaluation of a continuing professional development tool for developing leadership skills.

    PubMed

    Patterson, Brandon J; Chang, Elizabeth H; Witry, Matthew J; Garza, Oscar W; Trewet, CoraLynn B

    2013-01-01

    Strategies are needed to assure essential nonclinical competencies, such as leadership, can be gained using a continuing professional development (CPD) framework. The objective of this study was to explore student pharmacists' utilization and perceived effectiveness of a CPD tool for leadership development in an elective course. Students completed 2 CPD cycles during a semester-long leadership elective using a CPD tool. A questionnaire was used to measure students' perceptions of utility, self-efficacy, and satisfaction in completing CPD cycles when using a tool to aid in this process. The CPD tool was completed twice by 7 students. On average, students spent nearly 5 hours per CPD cycle. More than half (57.1%) scored themselves as successful or very successful in achieving their learning plans, and most (71.4%) found the tool somewhat useful in developing their leadership skills. Some perceived that the tool provided a systematic way to engage in leadership development, whereas others found it difficult to use. In this pilot study, most student pharmacists successfully achieved a leadership development plan and found the CPD tool useful. Providing students with more guidance may help facilitate use and effectiveness of CPD tools. There is a need to continue to develop and refine tools that assist in the CPD of pharmacy practitioners at all levels. Copyright © 2013 Elsevier Inc. All rights reserved.

  2. Exploring Signature Pedagogies in Undergraduate Leadership Education

    ERIC Educational Resources Information Center

    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…

  3. Accepting the challenge: what academic health sciences library directors do to become effective leaders.

    PubMed

    Fought, Rick L; Misawa, Mitsunori

    2018-04-01

    This study sought to better understand effective leadership through the lived experiences of academic health sciences library directors. Phenomenological interviews were conducted with eight academic health sciences library directors to capture the essence of their shared leadership experiences. The research question that guided the study was: How do academic health sciences library directors understand their leadership effectiveness? The interviews were transcribed and coded, and the data were analyzed thematically. Three main themes emerged from data after analysis: assessment of the environment, strategies and decisions, and critical skills. Assessment of the environment includes awareness not only of trends in libraries and technology, but also the trends in health information, higher education, and current events and politics of their institutions and states. The strategies and decisions theme is about the ability to think both in the long-term and short-term when leading the library. Finally, critical skills are those leadership skills that the research participants identified as most important to their leadership effectiveness. The study identified three main themes capturing the essence of the research participants' leadership experiences. The three themes constitute a wide array of leadership skills that are important to learn, understand, and develop to increase leadership effectiveness. Effective leadership is fundamental to obtaining long-term strategic goals and is critical to the long-term future of the libraries.

  4. Accepting the challenge: what academic health sciences library directors do to become effective leaders

    PubMed Central

    Fought, Rick L.; Misawa, Mitsunori

    2018-01-01

    Objective This study sought to better understand effective leadership through the lived experiences of academic health sciences library directors. Methods Phenomenological interviews were conducted with eight academic health sciences library directors to capture the essence of their shared leadership experiences. The research question that guided the study was: How do academic health sciences library directors understand their leadership effectiveness? The interviews were transcribed and coded, and the data were analyzed thematically. Results Three main themes emerged from data after analysis: assessment of the environment, strategies and decisions, and critical skills. Assessment of the environment includes awareness not only of trends in libraries and technology, but also the trends in health information, higher education, and current events and politics of their institutions and states. The strategies and decisions theme is about the ability to think both in the long-term and short-term when leading the library. Finally, critical skills are those leadership skills that the research participants identified as most important to their leadership effectiveness. Conclusions The study identified three main themes capturing the essence of the research participants’ leadership experiences. The three themes constitute a wide array of leadership skills that are important to learn, understand, and develop to increase leadership effectiveness. Effective leadership is fundamental to obtaining long-term strategic goals and is critical to the long-term future of the libraries. PMID:29632444

  5. The Scholarship of Academic Development.

    ERIC Educational Resources Information Center

    Eggins, Heather, Ed.; Macdonald, Ranald, Ed.

    The selections in this book address the concept and nature of academic development and examine research into and within the field. Following an introduction, "Developing a Scholarship of Academic Development: Setting the Context," by Ranald Macdonald, the chapters of part 1, "Conceptualizing Academic Development," are: (2)…

  6. Setting an Agenda for Social Justice through Leadership Development

    ERIC Educational Resources Information Center

    Brundrett, Mark; de Cuevas, Rachel Anderson

    2007-01-01

    The profile, status and funding of leadership development has risen dramatically both in the UK and internationally over the last decade. In England this has been denoted by the rise of national programmes of leadership development and the creation of the National College for School Leadership (NCSL). Although the original inception of such…

  7. Leadership Competency Development: A Higher Education Responsibility

    ERIC Educational Resources Information Center

    Seemiller, Corey

    2016-01-01

    Moving from why, how, and what, this chapter closes with a focus on how we know the outcomes of leadership education. This final chapter provides an overview of leadership competency development as a critical component of higher education.

  8. Activism and Leadership Development: Examining the Relationship between College Student Activism Involvement and Socially Responsible Leadership Capacity

    ERIC Educational Resources Information Center

    Page, Jeremy Dale

    2010-01-01

    The purpose of this study was to examine the relationship between participation in student activism and leadership development among college students. This study applied the social change model of leadership development (SCM) as the theoretical model used to measure socially responsible leadership capacity in students. The study utilized data…

  9. Developing a leadership pipeline: the Cleveland Clinic experience.

    PubMed

    Hess, Caryl A; Barss, Christina; Stoller, James K

    2014-11-01

    The complexity of health care requires excellent leadership to address the challenges of access, quality, and cost of care. Because competencies to lead differ from clinical or research skills, there is a compelling need to develop leaders and create a talent pipeline, perhaps especially in physician-led organizations like Cleveland Clinic. In this context, we previously reported on a cohort-based physician leadership development course called Leading in Health Care and, in the current report, detail an expanded health care leadership development programme called the Cleveland Clinic Academy (CCA). CCA consists of a broad suite of offerings, including cohort-based learning and 'a la carte' half- or full-day courses addressing specific competencies to manage and to lead. Academy attendance is optional and is available to all physicians, nurses, and administrators with the requisite experience. Course selection is guided by competency matrices which map leadership competencies to specific courses. As of December 2012, a total of 285 course sessions have been offered to 6,050 attendees with uniformly high ratings of course quality and impact. During the past 10 years, Cleveland Clinic's leadership and management curriculum has successfully created a pipeline of health care leaders to fill executive positions, search committees, board openings, and various other organizational leadership positions. Health care leadership can be taught and learned.

  10. Clinical leadership in pre-registration nursing programmes--an international literature review.

    PubMed

    Brown, Angela; Crookes, Patrick; Dewing, Jan

    2015-01-01

    Clinical leadership and the safety, quality and efficiency of patient/client care are inextricably linked in government reports, major inquiries and the professional literature. This review explores the literature on clinical leadership development within pre-registration nursing programmes. The literature retrieved from a scoping review was evaluated to identify what is already published on the development of clinical leadership within pre-registration nursing programmes. Twenty-seven publications matched the inclusion criteria and were included in this review, 14 journal articles, one thesis and 11 chapters within one book were analysed and three themes were identified: clinical leadership; curriculum content and pedagogy. RESULTS AND MAIN OUTCOMES: This review identified a paucity of literature specifically relating to clinical leadership and pre-registration nursing programmes and what is available is inconclusive and unconvincing. Academics, curriculum development leaders and accreditation bodies have a responsibility to influence how nurses are prepared for the profession as such clinical leadership and the new graduate should be considered an area of greater importance.

  11. Conceptualizations of clinical leadership: a review of the literature

    PubMed Central

    Mianda, Solange; Voce, Anna S

    2017-01-01

    Introduction Poor patient outcomes in South African maternal health settings have been associated with inadequately performing health care providers and poor clinical leadership at the point of care. While skill deficiencies among health care providers have been largely addressed, the provision of clinical leadership has been neglected. In order to develop and implement initiatives to ensure clinical leadership among frontline health care providers, a need was identified to understand the ways in which clinical leadership is conceptualized in the literature. Design Using the systematic quantitative literature review, papers published between 2004 and 2016 were obtained from search engines (Google Scholar and EBSCOhost). Electronic databases (CINHAL, PubMed, Medline, Academic Search Complete, Health Source: Consumer, Health Source: Nursing/Academic, ScienceDirect and Ovid®) and electronic journals (Contemporary Nurse, Journal of Research in Nursing, Australian Journal of Nursing and Midwifery, International Journal of Clinical Leadership) were also searched. Results Using preselected inclusion criteria, 7256 citations were identified. After screening 230 potentially relevant full-text papers for eligibility, 222 papers were excluded because they explored health care leadership or clinical leadership among health care providers other than frontline health care providers. Eight papers met the inclusion criteria for the review. Most studies were conducted in high-income settings. Conceptualizations of clinical leadership share similarities with the conceptualizations of service leadership but differ in focus, with the intent of improving direct patient care. Clinical leadership can be a shared responsibility, performed by every competent frontline health care provider, regardless of the position in the health care system. Conclusion Conceptualizations of clinical leadership among frontline health care providers arise mainly from high-income settings. Understanding the

  12. Conceptualizations of clinical leadership: a review of the literature.

    PubMed

    Mianda, Solange; Voce, Anna S

    2017-01-01

    Poor patient outcomes in South African maternal health settings have been associated with inadequately performing health care providers and poor clinical leadership at the point of care. While skill deficiencies among health care providers have been largely addressed, the provision of clinical leadership has been neglected. In order to develop and implement initiatives to ensure clinical leadership among frontline health care providers, a need was identified to understand the ways in which clinical leadership is conceptualized in the literature. Using the systematic quantitative literature review, papers published between 2004 and 2016 were obtained from search engines (Google Scholar and EBSCOhost). Electronic databases (CINHAL, PubMed, Medline, Academic Search Complete, Health Source: Consumer, Health Source: Nursing/Academic, ScienceDirect and Ovid ® ) and electronic journals ( Contemporary Nurse , Journal of Research in Nursing , Australian Journal of Nursing and Midwifery , International Journal of Clinical Leadership ) were also searched. Using preselected inclusion criteria, 7256 citations were identified. After screening 230 potentially relevant full-text papers for eligibility, 222 papers were excluded because they explored health care leadership or clinical leadership among health care providers other than frontline health care providers. Eight papers met the inclusion criteria for the review. Most studies were conducted in high-income settings. Conceptualizations of clinical leadership share similarities with the conceptualizations of service leadership but differ in focus, with the intent of improving direct patient care. Clinical leadership can be a shared responsibility, performed by every competent frontline health care provider, regardless of the position in the health care system. Conceptualizations of clinical leadership among frontline health care providers arise mainly from high-income settings. Understanding the influence of context on

  13. Challenges in developing physician leadership and management.

    PubMed

    Guthrie, M B

    1999-01-01

    Many of the issues confronting healthcare organizations require physician involvement and understanding, and the physician executive is a tool to achieving physician participation. Physician leaders can become the mediators between physicians and organizational management, minimizing miscommunication and maximizing agreement and understanding. Yet few doctors seem willing to stand up and speak positively for the plans and proposals that will move the institution forward, and healthcare executives are often frustrated by physician leadership that fails to articulate and implement the vision and objectives of the organization. Understanding physician leadership and exploring the challenges in managing and leading physicians require an understanding of the physician mindset--a completely different mindset than that of the typical healthcare executive. Beginning with a discussion of the unique situation faced by physicians in leadership positions, this article attempts to define the obstacles faced by both the physician and the executive in developing the role of physician executive. After reviewing the opportunities open to physician executives for improving leadership ability, the author presents the essential characteristics and core skills for effective leadership. The second half of the article suggests ways in which an organization can reemphasize physician leadership development within an organization from selection of potential candidates to creating training and networking opportunities and offering appropriate incentives.

  14. Leadership Development and Organizational Culture: Which Comes First?

    ERIC Educational Resources Information Center

    Hasler, Michael G.

    2005-01-01

    Much has been written about the definitional role organizational leadership plays in the culture of an organization. Likewise, when leadership development is considered, it is often referred to as one of the tools used by leadership to help create and reinforce the desired organizational culture. This literature review explores the current…

  15. Analysis of Employment Outcomes and Leadership Practices for Middle Managers Completing a Leadership Development Program

    ERIC Educational Resources Information Center

    Cole, Tammy Denise

    2017-01-01

    The purpose of this study was to analyze employment outcomes and leadership practices of graduates from a Leadership Excellence for Middle Managers program conducted at a state-operated university from 2007 to 2014. The target population of the leadership development program graduates included representatives from the public and private sector,…

  16. Principled, Transformational Leadership: Analyzing the Discourse of Leadership in the Development of Librarianship's Core Competences

    ERIC Educational Resources Information Center

    Hicks, Deborah; Given, Lisa M.

    2013-01-01

    Using discourse analysis, this article explores three questions: (a) Why was "principled, transformational leadership" the leadership style added to Core Competences? (b) What was the discourse of leadership in the profession surrounding the development of the Core Competences? (c) How might this competence affect LIS education? And what measures,…

  17. A Journey through Meaningful Use at a Large Academic Medical Center: Lessons of Leadership, Administration, and Technical Implementation

    PubMed Central

    Unger, Melissa D.; Aldrich, Alison M.; Hefner, Jennifer L.; Rizer, Milisa K.

    2014-01-01

    Successfully reporting meaningful use of electronic health records to the Centers for Medicare and Medicaid Services can be a challenging process, particularly for healthcare organizations with large numbers of eligible professionals. This case report describes a successful meaningful use attestation process undertaken at a major academic medical center. It identifies best practices in the areas of leadership, administration, communication, ongoing support, and technological implementation. PMID:25593572

  18. A journey through meaningful use at a large academic medical center: lessons of leadership, administration, and technical implementation.

    PubMed

    Unger, Melissa D; Aldrich, Alison M; Hefner, Jennifer L; Rizer, Milisa K

    2014-01-01

    Successfully reporting meaningful use of electronic health records to the Centers for Medicare and Medicaid Services can be a challenging process, particularly for healthcare organizations with large numbers of eligible professionals. This case report describes a successful meaningful use attestation process undertaken at a major academic medical center. It identifies best practices in the areas of leadership, administration, communication, ongoing support, and technological implementation.

  19. The Relationship between Student Leaders' Constructive Development, Their Leadership Identity, and Their Understanding of Leadership

    ERIC Educational Resources Information Center

    Sessa, Valerie I.; Ploskonka, Jillian; Alvarez, Elphys L.; Dourdis, Steven; Dixon, Christopher; Bragger, Jennifer D.

    2016-01-01

    The purpose of our research was to use Day, Harrison, and Halpin's, (2009) theory of leadership development as a premise to investigate how students' constructive development is related to their leader identity development and understanding of leadership. Baxter Magolda's Model of Epistemological Reflection (MER, 1988, 2001) was used to understand…

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

    PubMed

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

    2016-11-01

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

  1. Impact of Intercollegiate Athletic Participation on Leadership Development

    ERIC Educational Resources Information Center

    Huntrods, Clint S.; An, Brian P.; Pascarella, Ernest T.

    2017-01-01

    This study examined the effects of participation in intercollegiate athletics on leadership development using a multi-institutional, longitudinal sample of students at four-year institutions. Using Astin's (1993) Input-Environment-Outcome model, we examined whether athletic participation influenced leadership development using the Socially…

  2. Integrating Leadership Development throughout the Undergraduate Science Curriculum

    ERIC Educational Resources Information Center

    Reed, Kelynne E.; Aiello, David P.; Barton, Lance F.; Gould, Stephanie L.; McCain, Karla S.; Richardson, John M.

    2016-01-01

    This article discusses the STEM (science, technology, engineering, and mathematics) Teaching and Research (STAR) Leadership Program, developed at Austin College, which engages students in activities integrated into undergraduate STEM courses that promote the development of leadership behaviors. Students focus on interpersonal communication,…

  3. Systems of career influences: a conceptual model for evaluating the professional development of women in academic medicine.

    PubMed

    Magrane, Diane; Helitzer, Deborah; Morahan, Page; Chang, Shine; Gleason, Katharine; Cardinali, Gina; Wu, Chih-Chieh

    2012-12-01

    Surprisingly little research is available to explain the well-documented organizational and societal influences on persistent inequities in advancement of women faculty. The Systems of Career Influences Model is a framework for exploring factors influencing women's progression to advanced academic rank, executive positions, and informal leadership roles in academic medicine. The model situates faculty as agents within a complex adaptive system consisting of a trajectory of career advancement with opportunities for formal professional development programming; a dynamic system of influences of organizational policies, practices, and culture; and a dynamic system of individual choices and decisions. These systems of influence may promote or inhibit career advancement. Within this system, women weigh competing influences to make career advancement decisions, and leaders of academic health centers prioritize limited resources to support the school's mission. The Systems of Career Influences Model proved useful to identify key research questions. We used the model to probe how research in academic career development might be applied to content and methods of formal professional development programs. We generated a series of questions and hypotheses about how professional development programs might influence professional development of health science faculty members. Using the model as a guide, we developed a study using a quantitative and qualitative design. These analyses should provide insight into what works in recruiting and supporting productive men and women faculty in academic medical centers.

  4. Leading nurses: emotional intelligence and leadership development effectiveness.

    PubMed

    Crowne, Kerri Anne; Young, Thomas M; Goldman, Beryl; Patterson, Barbara; Krouse, Anne M; Proenca, Jose

    2017-07-03

    Purpose The purpose of this paper is to examine the effectiveness of an emotional intelligence (EI) and leadership development education program involving 20 nurse leaders at nursing homes. Also, it investigates the relationship between EI and transformational leadership. Design/methodology/approach Three research questions are posed. Correlation analysis and t-tests were conducted to answer the questions posed. Findings The findings of this paper indicate that the EI educational development was effective, while the personal leadership development was not. The data also showed a positive significant relationship between EI and transformational leadership. Research limitations/implications This paper is limited by the small sample size; thus, a causal relationship between EI and leadership could not be investigated. Additionally, the sample was not randomly selected because of the commitment needed from the participants. Furthermore, the paper was focused on nurse leaders in nursing homes, so it may not be generalizable to other populations. Practical implications With the increasing need for nursing home facilities and the limited training generally provided to nurses who move into managerial roles in these facilities, it is critical for organizations to understand the effectiveness of educational programs that exist. Moreover, the findings of this paper may provide information that would be useful to others who wish to develop EI and/or leadership education for nurses. Originality/value While much research exists on EI and transformational leadership, little of this research focuses on nurses in nursing home facilities. Thus, this paper fills a gap in the literature.

  5. Physician leadership development at Cleveland Clinic: a brief review.

    PubMed

    Christensen, Terri; Stoller, James K

    2016-06-01

    We aim to describe the rationale for and spectrum of leadership development programs, highlighting experience at a large healthcare institution (Cleveland Clinic, Cleveland, Ohio, USA). Developing leaders is a universal priority to sustain organizational success. In health care, significant challenges of ensuring quality and access and making care affordable are widely shared internationally and demand effective physician leadership. Yet, leadership competencies differ from clinical and scientific competencies and features of selecting and training physicians-who have been called "heroic lone healers" -often conspire against physicians being effective leaders or followers. Thus, developing leadership competencies in physicians is critical.Leadership development programs have been signature features of successful organizations and various Australian organizations offer such training (e.g. The Australian Leadership Foundation and the University of South Australia), but relatively few health care organizations have adopted the practice of offering such training, both in Australia and elsewhere. As a United States example of one such integrated program, the Cleveland Clinic, a large, closed-staff physician-led group practice in Cleveland, Ohio has offered physician leadership training for over 15 years. This paper describes the rationale, structure, and some of the observed impacts associated with this program. © The Royal Australian and New Zealand College of Psychiatrists 2016.

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

    PubMed

    Bekas, Stavros

    2015-01-01

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

  7. Training of leadership skills in medical education.

    PubMed

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

    2013-01-01

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

  8. Perspectives of female medical faculty in Ethiopia on a leadership fellowship program.

    PubMed

    Kvach, Elizabeth; Yesehak, Bethlehem; Abebaw, Hiwot; Conniff, James; Busse, Heidi; Haq, Cynthia

    2017-09-01

    This study aims to evaluate a leadership fellowship program through perspectives of Ethiopian women medical faculty participants. An intensive two-week leadership development fellowship was designed for women faculty from Ethiopian medical schools and conducted from 2011-2015 at the University of Wisconsin-School of Medicine and Public Health in Madison, Wisconsin. Nine Ethiopian women working in early- or mid-level academic positions were selected. Semi-structured interviews were conducted with the fellows. Transcripts were reviewed through qualitative analysis to assess the perceived impact of the training on their careers. Three male academic leaders were interviewed to solicit feedback on the program. Eight of 9 fellows were interviewed. Themes describing the benefits of the fellowship included: increased awareness of gender inequities; enhanced motivation for career advancement; increased personal confidence; and improved leadership skills. Fellows provided suggestions for future training and scaling up efforts to promote gender equity. Male leaders described the benefits of men promoting gender equity within academic health centers. This paper provides evidence that targeted brief training programs can enhance women's motivation and skills to become effective leaders in academic medicine in Ethiopia. Promoting gender equity in academic medicine is an important strategy to address health workforce shortages and to provide professional role models for female students in the health professions.

  9. Escaping the healthcare leadership cul-de-sac.

    PubMed

    Edmonstone, John Duncan

    2017-02-06

    Purpose This paper aims to propose that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers. Design/methodology/approach Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based. Findings The way forward for higher education institutions is to include work- or practice-based approaches alongside academic approaches. Practical implications The paper suggests that there is a challenge for higher education institutions to adopt and integrate practice-based development methods into their programme designs. Originality/value The paper provides a challenge to the future role of higher education institutions in developing leadership in healthcare.

  10. Building for the Future: Community College Leadership Development Program Evaluation

    ERIC Educational Resources Information Center

    Bresso, Michele

    2012-01-01

    This qualitative descriptive study examines and evaluates an internal, grow-your-own, community college leadership development program. Participants in a community college leadership development program self-reported their leadership knowledge, attitudes, and practices (KAP) before, during, and after participation in the program. Study…

  11. Saudi Continuous Professional Development and Leadership Skills Awareness

    ERIC Educational Resources Information Center

    Alsughayyer, Arwa

    2016-01-01

    Higher education in Saudi Arabia has undergone major reforms over the past decade. Investment in leadership development has received particular focus by policymakers. Little is known about leaders and their participations in professional development (PD) programs and effective leadership skills. Therefore, this study examined, using a quantitative…

  12. Blinkered Conceptions of Academic Development

    ERIC Educational Resources Information Center

    Golding, Clinton

    2014-01-01

    In this article the author describes a discussion he had with a group of colleagues on designing alternative forms of academic development. In this discussion their creativity was curtailed and the range of alternatives restricted, because they thought academic development was restricted to offering opportunities for development to academics. As a…

  13. The Development of a Tactical-Level Full Range Leadership Measurement Instrument

    DTIC Science & Technology

    2010-03-01

    full range leadership theory has become established as the predominant and most widely researched theory on leadership . The most commonly used survey...instrument to assess full range leadership theory is the Multifactor Leadership Questionnaire, originally developed by Bass in 1985. Although much...existing literature to develop a new full range leadership theory measurement instrument that effectively targets low- to mid-level supervisors, or

  14. Developing leadership as a trainee- opportunities, barriers and potential improvements.

    PubMed

    Doherty, Rachel; Lawson, Sara; Mc Laughlin, Laura; Donaghy, Grainne; Courtney, Julia; Gardiner, Keith

    2018-05-01

    The General Medical Council explicitly state that doctors completing training should demonstrate capabilities in leadership and teamwork. 1 However, most trainees receive little formal training in leadership. In March 2017, at the Faculty of Medical Leadership and Management (FMLM) Northern Ireland Regional Conference, a workshop on developing leadership skills as a trainee was hosted and the views of doctors in training regarding current opportunities, potential barriers and improvements were sought. In Northern Ireland presently there are a number of opportunities available for trainees to gain experience in leadership - both by learning through observation and learning through experience. These range from informal activities which do not require significant time commitment to focused, immersive leadership experiences such as ADEPT (Achieve Develop Explore Programme for Trainees) 2 , and the Royal College of Physicians' Chief Registrar scheme. 3 Several barriers to developing leadership have been identified, including limited understanding of what constitutes leadership, a lack of senior support and little formal recognition for trainees leading teams. Time pressures, frequently rotating jobs, limited resources and difficulty upscaling can also undermine the sustainability of improvement and other leadership projects. Incorporating awareness of and training in leadership skills, as well as greater engagement with senior leaders and managers, at an early stage in training could promote understanding and encourage trainees. Formalising leadership roles within training posts may improve experience. Deaneries and Trusts can also enable leadership opportunities by facilitating study leave, raising awareness amongst supervisors, and providing career enhancing incentives for interested trainees.

  15. Teaching Leadership: Most Any Psychologist Can Do It

    ERIC Educational Resources Information Center

    Riggio, Ronald E.

    2015-01-01

    The past two decades have seen a growing interest in college courses on leadership in a variety of academic disciplines. The study of leadership has a long history, much of it based on psychology. As a result, psychologists are well informed and quite capable of teaching leadership courses. In this article, I discuss core theories of leadership,…

  16. Perceptions of Leadership Styles of Department Chairs

    ERIC Educational Resources Information Center

    Whitsett, Glee

    2007-01-01

    Much has been written about leadership in business management, but very little research has been done on leadership in academic departments. Department chairs have the authority to make most departmental decisions, but rarely does formal training exist for this position. Therefore, there is a need to study how the leadership styles among…

  17. A culture conducive to women's academic success: development of a measure.

    PubMed

    Westring, Alyssa Friede; Speck, Rebecca M; Sammel, Mary Dupuis; Scott, Patricia; Tuton, Lucy Wolf; Grisso, Jeane Ann; Abbuhl, Stephanie

    2012-11-01

    The work environment culture inhibits women's career success in academic medicine. The lack of clarity and consistency in the definition, measurement, and analysis of culture constrains current research on the topic. The authors addressed this gap by defining the construct of a culture conducive to women's academic success (CCWAS) and creating a measure (i.e., tool) to evaluate it. First, the authors conducted a review of published literature, held focus groups, and consulted with subject matter experts to develop a measure of academic workplace culture for women. Then they developed and pilot-tested the measure with a convenience sample of women assistant professors. After refining the measure, they administered it, along with additional scales for validation, to 133 women assistant professors at the University of Pennsylvania. Finally, they conducted statistical analyses to explore the measure's nature and validity. A CCWAS consists of four distinct, but related, dimensions: equal access, work-life balance, freedom from gender biases, and supportive leadership. The authors found evidence that women within departments/divisions agree on the supportiveness of their units but that substantial differences among units exist. The analyses provided strong evidence for the reliability and validity of their measure. This report contributes to a growing understanding of women's academic medicine careers and provides a measure that researchers can use to assess the supportiveness of the culture for women assistant professors and that leaders can use to evaluate the effectiveness of interventions designed to increase the supportiveness of the environment for women faculty.

  18. Building Regional Networking Capacity through Leadership Development: The Case of Leadership Northwest Missouri

    ERIC Educational Resources Information Center

    Maltsberger, Beverly; Majee, Wilson

    2012-01-01

    Through a case study analysis of a regional leadership development program, this article describes the impact on individual and group leadership skills and how the skills are employed to benefit individual communities and the region as a whole. Data were obtained through surveys. Through cooperation and collaboration between and among leadership…

  19. Development of a Behaviorally Anchored Rating Scale for Leadership

    DTIC Science & Technology

    2018-01-01

    Research Product 2018-06 Development of a Behaviorally Anchored Rating Scale for Leadership Tatiana H. Toumbeva Krista L...anchored Rating Scale for Leadership 5a. CONTRACT NUMBER W5J9CQ-11-D-0004 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 62278 6...observer- based behavioral measure to help instructors more reliably and accurately evaluate the development of leadership attributes and competencies

  20. Leading People: Leadership in Mathematics Education

    ERIC Educational Resources Information Center

    Kilpatrick, Jeremy

    2013-01-01

    The issue of leadership in mathematics education--always a matter of some contention--has been complicated by developments in the field over the past half century or so. When mathematics education began to emerge as an academic field at the beginning of the twentieth century, so few people were seriously concerned with either its practice or its…

  1. Value of Coaching in Building Leadership Capacity of Principals in Urban Schools: A Case Study

    ERIC Educational Resources Information Center

    Farver, Anita

    2014-01-01

    The purpose of this qualitative case study was to understand how coaching support structures enabled and sustained leadership practices of urban principals. The study investigated how the intervention of coaching for academic leaders can serve as evidence based professional development for building leadership capacity. The central focus was on…

  2. Using Student Development Theories as Conceptual Frameworks in Leadership Education

    ERIC Educational Resources Information Center

    Owen, Julie E.

    2012-01-01

    Theories of student learning and development are particularly important in leadership education because they make prescriptions about how people can adopt increasingly complex ways of being, knowing, and doing--essential forms of development for leadership learning. Increasingly, there is a call for leadership educators to adopt interdisciplinary…

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

    PubMed

    Stanley, David; Sherratt, Amanda

    2010-03-01

    The purpose of the present study was to use the example of Florence Nightingales' nursing experience to highlight the differences between nursing leadership and clinical leadership with a focus on Miss Nightingales' clinical leadership attributes. 2010 marks the centenary of the death of Florence Nightingale. As this significant date approaches this paper reflects on her contribution to nursing in relation to more recent insights into clinical leadership. Literature has been used to explore issues related to nursing leadership, clinical leadership and the life and characteristics of Florence Nightingale. There are a few parts of Florence's character which fit the profile of a clinical leader. However, Miss Nightingale was not a clinical leader she was a powerful and successful role model for the academic, political and managerial domains of nursing. There are other ways to lead and other types of leaders and leadership that nursing and the health service needs to foster, discover and recognize. Clinical leaders should be celebrated and recognized in their own right. Both clinical leaders and nursing leaders are important and need to work collaboratively to enhance patient care and to positively enhance the profession of nursing.

  4. Developing compassionate leadership in health care: an integrative review

    PubMed Central

    de Zulueta, Paquita C

    2016-01-01

    Compassionate health care is universally valued as a social and moral good to be upheld and sustained. Leadership is considered pivotal for enabling the development and preservation of compassionate health care organizations. Strategies for developing compassionate health care leadership in the complex, fast-moving world of today will require a paradigm shift from the prevalent dehumanizing model of the organization as machine to one of the organizations as a living complex adaptive system. It will also require the abandonment of individualistic, heroic models of leadership to one of shared, distributive, and adaptive leadership. “Command and control” leadership, accompanied by stifling regulation, rigid prescriptions, coercive punishments, and/or extrinsic rewards, infuses fear into the system with consequent disempowerment and disunity within the workforce, and the attrition of innovation and compassion. It must be eschewed. Instead, leadership should be developed throughout the organization with collective holistic learning strategies combined with high levels of staff support and engagement. Culture and leadership are interdependent and synergistic; their codevelopment needs to be grounded in a sophisticated, scientifically based account of human nature held within a coherent philosophical framework reflected by modern organizational and leadership theories. Developing leadership for compassionate care requires acknowledging and making provision for the difficulties and challenges of working in an anxiety-laden context. This means providing appropriate training and well-being programs, sustaining high levels of trust and mutually supportive interpersonal connections, and fostering the sharing of knowledge, skills, and workload across silos. It requires enabling people to experiment without fear of reprisal, to reflect on their work, and to view errors as opportunities for learning and improvement. Tasks and relational care need to be integrated into a

  5. Developing compassionate leadership in health care: an integrative review.

    PubMed

    de Zulueta, Paquita C

    2016-01-01

    Compassionate health care is universally valued as a social and moral good to be upheld and sustained. Leadership is considered pivotal for enabling the development and preservation of compassionate health care organizations. Strategies for developing compassionate health care leadership in the complex, fast-moving world of today will require a paradigm shift from the prevalent dehumanizing model of the organization as machine to one of the organizations as a living complex adaptive system. It will also require the abandonment of individualistic, heroic models of leadership to one of shared, distributive, and adaptive leadership. "Command and control" leadership, accompanied by stifling regulation, rigid prescriptions, coercive punishments, and/or extrinsic rewards, infuses fear into the system with consequent disempowerment and disunity within the workforce, and the attrition of innovation and compassion. It must be eschewed. Instead, leadership should be developed throughout the organization with collective holistic learning strategies combined with high levels of staff support and engagement. Culture and leadership are interdependent and synergistic; their codevelopment needs to be grounded in a sophisticated, scientifically based account of human nature held within a coherent philosophical framework reflected by modern organizational and leadership theories. Developing leadership for compassionate care requires acknowledging and making provision for the difficulties and challenges of working in an anxiety-laden context. This means providing appropriate training and well-being programs, sustaining high levels of trust and mutually supportive interpersonal connections, and fostering the sharing of knowledge, skills, and workload across silos. It requires enabling people to experiment without fear of reprisal, to reflect on their work, and to view errors as opportunities for learning and improvement. Tasks and relational care need to be integrated into a coherent

  6. Perceptions about Authentic Leadership Development: South African Occupational Therapy Students' Camp Experience

    PubMed Central

    2018-01-01

    Background Twenty-three years into democracy, concern is deepening regarding the slow progress of Occupational Therapy (OT) in South Africa, especially with regard to diversity and inclusion within OT. Methods This study explores authentic leadership development primarily among Black OT students attending a pilot Occupational Therapy Association of South Africa (OTASA) National Student Leadership Camp. It seeks to ascertain their perceptions on leadership and leadership development. This descriptive pilot study employs in-depth interviews and subsequent content analysis, with 12 OT students from six university OT programs in South Africa. Findings Four categories of participant perceptions on authentic leadership development emerged from the analysis: (1) perceptions about oneself as a leader based on personal narrative, self-awareness, self-control, and psychological capital; (2) perceptions about others, specifically current leaders, with regard to their moral crisis, including continuing inequality, insincerity, greed, and selfishness; (3) goals and aspirations for leadership development via student camps; and (4) effects of leadership on the system. Conclusions Recommendations for future practice include promotion of storytelling as a means of personal reflection for authentic leadership development and focused investment in camps for developing student leadership skills and building authentic leadership knowledge. PMID:29770106

  7. Perceptions about Authentic Leadership Development: South African Occupational Therapy Students' Camp Experience.

    PubMed

    Hendricks, Fatima; Toth-Cohen, Susan

    2018-01-01

    Twenty-three years into democracy, concern is deepening regarding the slow progress of Occupational Therapy (OT) in South Africa, especially with regard to diversity and inclusion within OT. This study explores authentic leadership development primarily among Black OT students attending a pilot Occupational Therapy Association of South Africa (OTASA) National Student Leadership Camp. It seeks to ascertain their perceptions on leadership and leadership development. This descriptive pilot study employs in-depth interviews and subsequent content analysis, with 12 OT students from six university OT programs in South Africa. Four categories of participant perceptions on authentic leadership development emerged from the analysis: (1) perceptions about oneself as a leader based on personal narrative, self-awareness, self-control, and psychological capital; (2) perceptions about others, specifically current leaders, with regard to their moral crisis, including continuing inequality, insincerity, greed, and selfishness; (3) goals and aspirations for leadership development via student camps; and (4) effects of leadership on the system. Recommendations for future practice include promotion of storytelling as a means of personal reflection for authentic leadership development and focused investment in camps for developing student leadership skills and building authentic leadership knowledge.

  8. Demographic and Personal Characteristics of Male and Female Chairs in Academic Psychiatry.

    PubMed

    Doyle, Marley; Pederson, Aderonke; Meltzer-Brody, Samantha

    2016-06-01

    Despite the strong representation of female psychiatrists in residency and early-career positions, the number of female faculty sharply decreases in tenured or executive leadership positions. Why there exists a marked change in representation at the level of senior leadership within academic psychiatry is unclear. The authors investigated the causative factors contributing to this observation and gathered information about the personal characteristics of women in executive leadership roles. The authors surveyed psychiatry chairs at academic institutions. They identified all female chairs and randomly selected a group of male chairs to serve as a control group. The survey assessed perceived barriers, strengths, and weaknesses and differences in demographics and leadership styles between female and male chairs. Ten percent of psychiatry chairs were female. Male chairs were more likely than female chairs to head large departments (p = 0.02, confidence interval (CI) -17.1-69.1) and had a higher H-index (p = 0.001, CI 6.6-37.2). Female chairs were more likely than male chairs to perceive barriers in their career development (p = 0.01, CI 0.7-2.2), citing little or no mentorship (p = 0.04), gender discrimination (p = 0.0001), and family obligations (p = 0.001) more often. Academic institutions must incorporate programs to decrease barriers and work to achieve equitable representation of women in upper-level leadership positions. Moreover, academic medicine must evolve to cultivate a family-friendly environment that successfully supports both genders.

  9. Developing Leadership Literacy: A University-School District Partnership

    ERIC Educational Resources Information Center

    Neufeld, Patricia J.; Purvey, Diane; Churchley, John; Handford, Victoria

    2015-01-01

    This project analyzes a long-standing school district-based leadership development program in British Columbia, Canada, and its transition to a partnership with the local university in which the students receive credit toward a graduate degree. The intent of this study was to explore the change process in leadership development from a school…

  10. Training of Leadership Skills in Medical Education

    PubMed Central

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

    2013-01-01

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

  11. Development of a leadership competency model.

    PubMed

    Sherman, Rose O; Bishop, Mary; Eggenberger, Terry; Karden, Ruth

    2007-02-01

    Although research findings support that the nurse manager has a pivotal role in influencing all aspects of the nursing environment, recruiting talented staff into these nursing leadership positions has become increasingly more difficult. There is a need to better understand the competencies needed by contemporary nurse managers and the challenges in the role. The purpose of this research was to explore the viewpoints of 120 nurse manager study participants on the contemporary nurse manager role and to gain perspective on the critical leadership skills and competencies to build a nursing leadership competency model. A grounded theory methodology was used in this study to capture the perspectives of the nurse managers interviewed about their role. Six competency categories emerged from the research findings to form a nursing leadership competency model. Two major themes identified from the data included the nurse manager role as a career choice and the stressors and challenges in the role. The results of this study led to the design of a nursing leadership competency model and confirmed that there is a need to formally develop and mentor our next generation of nurse leaders.

  12. A Leadership Identity Development Model: Applications from a Grounded Theory

    ERIC Educational Resources Information Center

    Komives, Susan R.; Mainella, Felicia C.; Longerbeam, Susan D.; Osteen, Laura; Owen, Julie E.

    2006-01-01

    This article describes a stage-based model of leadership identity development (LID) that resulted from a grounded theory study on developing a leadership identity (Komives, Owen, Longerbeam, Mainella, & Osteen, 2005). The LID model expands on the leadership identity stages, integrates the categories of the grounded theory into the LID model, and…

  13. Evaluating Leadership Training and Development: A Levels-of-Analysis Perspective

    ERIC Educational Resources Information Center

    Clarke, Nicholas

    2012-01-01

    The changing context of work and organizations is making new demands of leadership. Differing expectations on the goals of leadership training, and development are also emerging. To date, few comprehensive models to guide evaluation research and practice in the field of leadership training and development have appeared in the literature. This…

  14. Superintendent Leadership in Small, Rural Minnesota Public Schools

    ERIC Educational Resources Information Center

    Plath, Timothy M.

    2017-01-01

    The purpose of the research was to investigate the leadership skills of rural Minnesota superintendents alongside the academic achievement of the school district. Through the correlates of school leadership espoused by Waters and Marzano, this research analyzed the leadership characteristics of the superintendents in those districts and the level…

  15. Classroom Teacher Leadership: Service-Learning for Teacher Sense of Efficacy and Servant Leadership Development

    ERIC Educational Resources Information Center

    Stewart, Trae

    2012-01-01

    Improved student achievement requires the distribution of leadership beyond one individual. Given their daily connection to students, leadership opportunities distributed to classroom teachers are key to school improvement. Complicating the development of classroom teacher leaders are attrition rates and low teacher efficacy among novice…

  16. Transfer of Learning in Leadership Development: Lived Experiences of HPI Practitioners

    ERIC Educational Resources Information Center

    Johnstal, Susan P.

    2010-01-01

    Recent research showed developing leadership matters a great deal for organizations seeking a competitive advantage. Unfortunately, despite numerous resources devoted to leadership development, confidence in leaders was plummeting and development programs were failing to meet the goal of more effective leadership. Research suggested these failures…

  17. Impact of Personal Growth Projects on Leadership Identity Development

    ERIC Educational Resources Information Center

    Odom, Summer F.; Boyd, Barry L.; Williams, Jennifer

    2012-01-01

    Within personal leadership education courses, leadership educators should include experiences which help students develop themselves as leaders. In this article, the authors discuss results from a qualitative research study involving the analysis of Personal Growth Project (PGP) assignments in a personal leadership education collegiate course. The…

  18. Leadership Development in Social Housing: A Research Agenda

    ERIC Educational Resources Information Center

    Ward, Carolyn; Blenkinsopp, John; McCauley-Smith, Catherine

    2010-01-01

    Purpose: The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces. Design/methodology/approach: A literature review is conducted by searching a…

  19. Evidence-Based Leadership Development: The 4L Framework

    ERIC Educational Resources Information Center

    Scott, Shelleyann; Webber, Charles F.

    2008-01-01

    Purpose: This paper aims to use the results of three research initiatives to present the life-long learning leader 4L framework, a model for leadership development intended for use by designers and providers of leadership development programming. Design/methodology/approach: The 4L model is a conceptual framework that emerged from the analysis of…

  20. Systems of Career Influences: A Conceptual Model for Evaluating the Professional Development of Women in Academic Medicine

    PubMed Central

    Helitzer, Deborah; Morahan, Page; Chang, Shine; Gleason, Katharine; Cardinali, Gina; Wu, Chih-Chieh

    2012-01-01

    Abstract Background Surprisingly little research is available to explain the well-documented organizational and societal influences on persistent inequities in advancement of women faculty. Methods The Systems of Career Influences Model is a framework for exploring factors influencing women's progression to advanced academic rank, executive positions, and informal leadership roles in academic medicine. The model situates faculty as agents within a complex adaptive system consisting of a trajectory of career advancement with opportunities for formal professional development programming; a dynamic system of influences of organizational policies, practices, and culture; and a dynamic system of individual choices and decisions. These systems of influence may promote or inhibit career advancement. Within this system, women weigh competing influences to make career advancement decisions, and leaders of academic health centers prioritize limited resources to support the school's mission. Results and Conclusions The Systems of Career Influences Model proved useful to identify key research questions. We used the model to probe how research in academic career development might be applied to content and methods of formal professional development programs. We generated a series of questions and hypotheses about how professional development programs might influence professional development of health science faculty members. Using the model as a guide, we developed a study using a quantitative and qualitative design. These analyses should provide insight into what works in recruiting and supporting productive men and women faculty in academic medical centers. PMID:23101486

  1. Building Better Leaders: Developing Air Force Squadron Leadership for the Next Century

    DTIC Science & Technology

    2003-01-01

    the need for additional leadership preparation , have developed flight commander courses to prepare officers for their first major leadership role...commissioning sources through squadron command. It then looks at the new construct for leadership development; namely, the Force Development construct... new vision for developing character and leadership in the Air Force. Chapter two begins by identifying the need for

  2. Early Careerist Interest and Participation in Health Care Leadership Development Programs.

    PubMed

    Thompson, Jon M; Temple, April

    2015-01-01

    Health care organizations are increasingly embracing leadership development programs. These programs include a variety of specific activities, such as formally structured leadership development, as well as mentoring, personal development and coaching, 360-degree feedback, and job enlargement, in order to increase the leadership skills of managers and high-potential staff. However, there is a lack of information on how early careerists in health care management view these programs and the degree to which they participate. This article reports on a study undertaken to determine how early careerists working in health care organizations view leadership development programs and their participation in such programs offered by their employers. Study findings are based on a survey of 126 early careerists who are graduates of an undergraduate health services administration program. We found varying levels of interest and participation in specific leadership development activities. In addition, we found that respondents with graduate degrees and those with higher compensation were more likely to participate in selected leadership development program activities. Implications of study findings for health care organizations and early careerists in the offering of, and participation in, leadership development programs are discussed.

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

    PubMed

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

    2015-01-01

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

  4. Distinguishing Mentoring, Coaching, and Advising for Leadership Development.

    PubMed

    Hastings, Lindsay J; Kane, Cindy

    2018-06-01

    Mentoring, coaching, and advising are often confused as similar interactions with developmental intent, yet their scope, purpose, and utility in leadership development are distinct. The purpose of this chapter is to provide clarity as to what constitutes mentoring, coaching, and advising for leadership development and to compare and contrast each relationship type. © 2018 Wiley Periodicals, Inc.

  5. Antecedent and Consequence of School Academic Optimism and Teachers' Academic Optimism Model

    ERIC Educational Resources Information Center

    Hong, Fu-Yuan

    2017-01-01

    The main purpose of this research was to examine the relationships among school principals' transformational leadership, school academic optimism, teachers' academic optimism and teachers' professional commitment. This study conducted a questionnaire survey on 367 teachers from 20 high schools in Taiwan by random sampling, using principals'…

  6. The Impact of a State Takeover on Academic Achievement, School Performance, and School Leadership in a Rural South Carolina School District

    ERIC Educational Resources Information Center

    Bishop, Janice Zissette

    2009-01-01

    This case study on the impact of a state takeover in one of South Carolina's most rural school districts ("referred to as the County School District") was completed using a quasi-experimental mixed methods design to examine the impact on academic achievement, school performance, and school leadership as a result of the South Carolina…

  7. Perspectives of female medical faculty in Ethiopia on a leadership fellowship program

    PubMed Central

    Yesehak, Bethlehem; Abebaw, Hiwot; Conniff, James; Busse, Heidi; Haq, Cynthia

    2017-01-01

    Objectives This study aims to evaluate a leadership fellowship program through perspectives of Ethiopian women medical faculty participants. Methods An intensive two-week leadership development fellowship was designed for women faculty from Ethiopian medical schools and conducted from 2011-2015 at the University of Wisconsin-School of Medicine and Public Health in Madison, Wisconsin. Nine Ethiopian women working in early- or mid-level academic positions were selected. Semi-structured interviews were conducted with the fellows. Transcripts were reviewed through qualitative analysis to assess the perceived impact of the training on their careers. Three male academic leaders were interviewed to solicit feedback on the program. Results Eight of 9 fellows were interviewed. Themes describing the benefits of the fellowship included: increased awareness of gender inequities; enhanced motivation for career advancement; increased personal confidence; and improved leadership skills. Fellows provided suggestions for future training and scaling up efforts to promote gender equity. Male leaders described the benefits of men promoting gender equity within academic health centers. Conclusions This paper provides evidence that targeted brief training programs can enhance women’s motivation and skills to become effective leaders in academic medicine in Ethiopia. Promoting gender equity in academic medicine is an important strategy to address health workforce shortages and to provide professional role models for female students in the health professions. PMID:28869749

  8. Secondary Math Instructional Practices, Academic Optimism, Instructional Leadership, and Receptivity to Curricular Change in Schools with High and Low Mathematics Mastery and Poverty

    ERIC Educational Resources Information Center

    Kennedy, Scott J.

    2014-01-01

    The purpose of this study was to investigate how high school mathematics teachers' descriptions of academic optimism, responsive teaching, technological pedagogical content knowledge, formative assessment, reflective practice, supervisor instructional leadership, and receptivity to change are related to student mastery on a NYS Regents exam in…

  9. A Comparative Case Study of Veteran Superintendent's Leadership and Organizational Processes in Addressing the Academic Achievement of Students in Low Performing School Districts

    ERIC Educational Resources Information Center

    Reimer, Catherine Nicole

    2010-01-01

    This research study investigated the leadership behaviors and organizational frames utilized by two veteran superintendents of medium sized school districts in California to address issues of academic performance in their respective districts as perceived by the superintendents and their respective board members and principals. Current…

  10. Impact factor of medical education journals and recently developed indices: Can any of them support academic promotion criteria?

    PubMed

    Azer, S A; Holen, A; Wilson, I; Skokauskas, N

    2016-01-01

    Journal Impact Factor (JIF) has been used in assessing scientific journals. Other indices, h- and g-indices and Article Influence Score (AIS), have been developed to overcome some limitations of JIF. The aims of this study were, first, to critically assess the use of JIF and other parameters related to medical education research, and second, to discuss the capacity of these indices in assessing research productivity as well as their utility in academic promotion. The JIF of 16 medical education journals from 2000 to 2011 was examined together with the research evidence about JIF in assessing research outcomes of medical educators. The findings were discussed in light of the nonnumerical criteria often used in academic promotion. In conclusion, JIF was not designed for assessing individual or group research performance, and it seems unsuitable for such purposes. Although the g- and h-indices have demonstrated promising outcomes, further developments are needed for their use as academic promotion criteria. For top academic positions, additional criteria could include leadership, evidence of international impact, and contributions to the advancement of knowledge with regard to medical education.

  11. The Relationship between Transformational Leadership Style and Employees' Perception of Leadership Success in Higher Education

    ERIC Educational Resources Information Center

    Jackson, Tatrabian D.

    2016-01-01

    The problem addressed examined whether two merged academic institutions was successful in implementing a transformational leadership style within the united organization. Successful leadership cannot be limited to the perception of only the leader, but must include the perceptions of the follower as well. The focus of this study was to investigate…

  12. Redefining Leadership: Lessons from an Early Education Leadership Development Initiative

    ERIC Educational Resources Information Center

    Douglass, Anne

    2018-01-01

    This study examined how experienced early educators developed as change agents in the context of a leadership development program. Unlike in many other professions, experienced early educators lack opportunities to grow throughout their careers and access the supports they need to lead change in their classrooms, organizations, the profession, and…

  13. Authentic leadership in a health sciences university.

    PubMed

    Al-Moamary, Mohamed S; Al-Kadri, Hanan M; Tamim, Hani M

    2016-01-01

    To study authentic leadership characteristics between academic leaders in a health sciences university. Cross-sectional study at a health sciences university in Saudi Arabia. The Authentic Leadership Questionnaire (ALQ) was utilized to assess authentic leadership. Out of 84 ALQs that were distributed, 75 (89.3%) were eligible. The ALQ scores showed consistency in the dimensions of self-awareness (3.45 ± 0.43), internalized moral prospective (3.46 ± 0.33) and balanced processing (3.42 ± 0.36). The relational transparency dimension had a mean of 3.24 ± 0.31 which was significantly lower than other domains. Academic leaders with medical background represented 57.3%, compared to 42.7% from other professions. Academic leaders from other professions had better ALQ scores that reached statistical significance in the internalized moral perspective and relational transparency dimensions with p values of 0.006 and 0.049, respectively. In reference to the impact of hierarchy, there were no significant differences in relation to ALQ scores. Almost one-third of academic leaders (34.7%) had Qualifications in medical education that did not show significant impact on ALQ scores. There was less-relational transparency among academic leaders that was not consistent with other ALQ domains. Being of medical background may enhance leaders' opportunity to be at a higher hierarchy status but it did not enhance their ALQ scores when compared to those from other professions. Moreover, holding a master in medical education did not impact leadership authenticity.

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

    ERIC Educational Resources Information Center

    Levy, Dayna Dunsmoor

    2013-01-01

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

  15. Leadership in Mathematics Curriculum Development

    ERIC Educational Resources Information Center

    Alford, Kenneth Ray

    2010-01-01

    This paper discusses mathematics curriculum development throughout the past century and incorporates a discussion of appropriate leadership style needed to bring about effective change. School leaders must be cognizant of the commitment and competence of the faculty within their school for successful curriculum development to take place.…

  16. An Examination of the Relationship between SkillsUSA Student Contest Preparation and Academics

    ERIC Educational Resources Information Center

    Threeton, Mark D.; Pellock, Cynthia

    2010-01-01

    Career and Technical Student Organizations (CTSOs) assert they are assisting students in developing leadership, teamwork, citizenship, problem solving, communication, and academic skills for workplace success, but with limited research on their outcomes, are these empty claims? With integration of academics being a major Career and Technical…

  17. Leadership Development. IDRA Focus.

    ERIC Educational Resources Information Center

    IDRA Newsletter, 1997

    1997-01-01

    This newsletter includes three articles on the theme of leadership development, particularly in relation to high-risk students or Mexican American communities. "Coca-Cola Valued Youth Program: 'Because All Children Are Valuable'" (Linda Cantu) shares some success stories from the program, which recruits high-risk students to be tutors of…

  18. A Model for Physician Leadership Development and Succession Planning.

    PubMed

    Dubinsky, Isser; Feerasta, Nadia; Lash, Rick

    2015-01-01

    Although the presence of physicians in formal leadership positions has often been limited to roles of department chiefs, MAC chairs, etc., a growing number of organizations are recruiting physicians to other leadership positions (e.g., VP, CEO) where their involvement is being genuinely sought and valued. While physicians have traditionally risen to leadership positions based on clinical excellence or on a rotational basis, truly effective physician leadership that includes competencies such as strategic planning, budgeting, mentoring, network development, etc., is essential to support organizational goals, improve performance and overall efficiency as well as ensuring the quality of care. In this context, the authors have developed a physician leader development and succession planning matrix and supporting toolkit to assist hospitals in identifying and nurturing the next generation of physician leaders.

  19. Faculty and Technology: Implications for Faculty Training and Technology Leadership

    NASA Astrophysics Data System (ADS)

    Keengwe, Jared; Kidd, Terry; Kyei-Blankson, Lydia

    2009-02-01

    The purpose of this study was to explore the factors affecting ICT adoption process and the implications for faculty training and technology leadership. Respondents represented a wide range of academic and professional positions. They identified themselves as Assistant, Associate, and Professor as well as Instructional Designer, Director of Technology, Information Manager, eLearning Manager, Assistant Department Chair, Associate Vice President of Academic Affairs and Consultant. The respondents identified Organizational Support, Leadership, Training and Development, and Resources as the predominate themes affecting Information and Communication Technology (ICT) adoption process in higher education. Evidence from this study offers insights on how higher education administrators and technology leaders could help their faculty and staff to implement appropriate ICT tools and practices to improve student learning.

  20. Hiring Practices of African American Males in Academic Leadership Positions at American Colleges and Universities: An Employment Trends and Disparate Impact Analysis

    ERIC Educational Resources Information Center

    Jackson, Jerlando F. L.

    2006-01-01

    This study examined the status of African American males in academic leadership positions at American colleges and universities in comparison with other males (e.g., Asian). Guided by disparate impact theory, descriptive trend analyses and impact ratios were computed using the 1993 and 1999 National Study of Postsecondary Faculty (NSOPF). These…

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

    PubMed

    Dickey, Chandlee; Dismukes, Rodney; Topor, David

    2014-06-01

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

  2. Leadership Misplacement: How Can This Affect Institutions of Higher Education?

    ERIC Educational Resources Information Center

    Wang, Victor C. X.; Sedivy-Benton, Amy Lynn

    2016-01-01

    Well-reasoned leadership theories are described in many academic books, yet they may not apply specifically to practices in higher education. In higher education, the absence of tailored leadership theories is compounded by the lack of technical skills or leadership ethics, resulting in leadership issues that impact the organization. To illustrate…

  3. Leader or Manager: Academic Library Leader's Leadership Orientation Considered Ideal by Faculty, Administrators and Librarians at Private, Nonprofit, Doctoral Universities in Southern California

    ERIC Educational Resources Information Center

    Tripuraneni, Vinaya L.

    2010-01-01

    Purpose: The purpose of this study is to identify the leadership orientation of the academic library leader considered ideal by faculty, administrators and librarians in private, non-profit, doctoral universities in Southern California. Theoretical Framework: The theoretical framework used for this study was Bolman and Deal's Leadership…

  4. Developing New Academic Developers: Doing before Being?

    ERIC Educational Resources Information Center

    Kensington-Miller, Barbara; Brailsford, Ian; Gossman, Peter

    2012-01-01

    A small group of new academic developers reflected on their induction into the profession and wondered if things could have been done differently. The researchers decided to question the directors of three tertiary academic development units about how they recruited new developers, what skills and competences they looked for and how they inducted…

  5. Nurses' and midwives' clinical leadership development needs: a mixed methods study.

    PubMed

    Casey, Mary; McNamara, Martin; Fealy, Gerard; Geraghty, Ruth

    2011-07-01

    This paper is a report of a descriptive study of nurses' and midwives' clinical leadership development needs. Nurses and midwives are expected to fulfil a leadership role at all levels, yet efforts to strategically support them are often unfocused. An analysis of clinical leadership development needs can provide the foundation for leadership initiatives to support staff. A mixed methods design was used. A questionnaire was sent to 911 nurses and midwives and 22 focus groups comprising 184 participants were conducted. Data were collected between March and June 2009 across all promotional grades of nurses and midwives in Ireland. Repeated measures anova with Greenhouse-Geisser adjustment was used for post hoc pair wise comparisons of the subscale dimensions of clinical leadership. anova with Tukey's post hoc method was used for comparison between grades on each individual subscale. Thematic analysis was undertaken on the focus group data. Results reveal that needs related to development of the profession were the highest for all grades. The staff grade expressed a higher need in relation to 'managing clinical area', 'managing the patient care' and 'skills for clinical leadership' than managers. Qualitative analysis yielded five themes; (1) clinical leadership and leaders from a nursing and midwifery perspective; (2) quality service from a nursing and midwifery perspective; (3) clinical leaders' roles and functions; (4) capital and (5) competences for clinical leaders and leadership and the context of clinical leadership. Clinical leadership concerns quality, safety and effectiveness. Nurses and midwives are ideally placed to offer the clinical leadership that is required to ensure these patient care outcomes. Development initiatives must address the leader and leadership competencies to support staff. © 2011 Blackwell Publishing Ltd.

  6. A Culture Conducive to Women’s Academic Success: Development of a Measure

    PubMed Central

    Westring, Alyssa Friede; Speck, Rebecca M.; Sammel, Mary Dupuis; Scott, Patricia; Tuton, Lucy Wolf; Grisso, Jeane Ann; Abbuhl, Stephanie

    2012-01-01

    Purpose The culture of the work environment inhibits women’s career success in academic medicine. The lack of clarity and consistency in the definition, measurement, and analysis of culture constrains current research on the topic. The authors addressed this gap by defining the construct of a culture conducive to women’s academic success (CCWAS) and creating a measure (i.e., tool) to evaluate it. Method First, the authors conducted a review of published literature, held focus groups, and consulted with subject matter experts to develop a measure of academic workplace culture for women. Then they developed and pilot-tested the measure with a convenience sample of women assistant professors. After refining the measure, they administered it, along with additional scales for validation, to 133 women assistant professors at the University of Pennsylvania. Finally, they conducted statistical analyses to explore the measure’s nature and validity. Results A CCWAS consists of four distinct, but related dimensions: equal access, work-life balance, freedom from gender biases, and supportive leadership. The authors found evidence that women within departments/divisions agree on the supportiveness of their units but that substantial differences among units exist. The analyses provided strong evidence for the reliability and validity of their measure. Conclusions This report contributes to a growing understanding of women’s academic medicine careers and provides a measure that researchers can utilize to assess the supportiveness of the culture for women assistant professors and that leaders can use to evaluate the effectiveness of interventions designed to increase the supportiveness of the environment for women faculty. PMID:23018337

  7. Medical leadership: An important and required competency for medical students

    PubMed Central

    Chen, Tsung-Ying

    2018-01-01

    Good medical leadership is the key to building high-quality healthcare. However, in the development of medical careers, the teaching of leadership has traditionally not equaled that of technical and academic competencies. As a result of changes in personal standards, the quality of medical leadership has led to variations between different organizations, as well as occasional catastrophic failure in the standard of care provided for patients. Leaders in the medical profession have called for reform in healthcare in response to challenges in the system and improvements in public health. Furthermore, there has been an increased drive to see leadership education for doctors starting earlier, and continuing throughout their careers so that they can take on more important leadership roles throughout the healthcare system. Being a physician requires not only management and leadership but also the need to transfer competencies to communication and critical thinking. These attributes can be obtained through experience in teamwork under the supervision of teaching staff. Therefore, medical students are expected to develop skills to deal with and resolve conflicts, learn to share leadership, prepare others to help and replace them, take mutual responsibility and discuss their performance.

  8. Clinical leadership development and education for nurses: prospects and opportunities

    PubMed Central

    Joseph, M Lindell; Huber, Diane L

    2015-01-01

    With the implementation of the Affordable Care Act, elevated roles for nurses of care coordinator, clinical nurse leader, and advanced practice registered nurse have come to the forefront. Because change occurs so fast, matching development and education to job requirements is a challenging forecasting endeavor. The purpose of this article is to envision clinical leadership development and education opportunities for three emerging roles. The adoption of a common framework for intentional leadership development is proposed for clinical leadership development across the continuum of care. Solutions of innovation and interdependency are framed as core concepts that serve as an opportunity to better inform clinical leadership development and education. Additionally, strategies are proposed to advance knowledge, skills, and abilities for crucial implementation of improvements and new solutions at the point of care. PMID:29355179

  9. Leadership theory: implications for developing dental surgeons in primary care?

    PubMed

    Willcocks, S

    2011-02-12

    The development of leadership in healthcare has been seen as important in recent years, particularly at the clinical level. There have been various specific initiatives focusing on the development of leadership for doctors, nurses and other health care professions: for example, a leadership competency framework for doctors, the LEO programme and the RCN clinical leadership programme for nurses. The NHS has set up a Leadership Council to coordinate further developments. However, there has not been the same focus in dentistry, although the recent review of NHS dental services (Steele review) has proposed a need for leadership initiatives in NHS dentistry as a medium-term action. Central to this will be a need to focus on the leadership role for dental surgeons. Leadership is all the more important in dentistry, given the change of government and the policy of retrenchment, major public sector reform, the emergence of new organisations such as new commissioning consortia, possible changes to the dental contract, new ways of working, and changes to the profession such as the requirements for the revalidation of dental surgeons. The question is: which leadership theory or approach is best for dental surgeons working in primary care? This paper builds on earlier work exploring this question in relation to doctors generally, and GPs, in particular, and planned work on nurses. It will seek to address this question in relation to dental surgeons working in primary care.

  10. Reinventing the academic health center.

    PubMed

    Kirch, Darrell G; Grigsby, R Kevin; Zolko, Wayne W; Moskowitz, Jay; Hefner, David S; Souba, Wiley W; Carubia, Josephine M; Baron, Steven D

    2005-11-01

    Academic health centers have faced well-documented internal and external challenges over the last decade, putting pressure on organizational leaders to develop new strategies to improve performance while simultaneously addressing employee morale, patient satisfaction, educational outcomes, and research growth. In the aftermath of a failed merger, new leaders of The Pennsylvania State University College of Medicine and Milton S. Hershey Medical Center encountered a climate of readiness for a transformational change. In a case study of this process, nine critical success factors are described that contributed to significant performance improvement: performing a campus-wide cultural assessment and acting decisively on the results; making values explicit and active in everyday decisions; aligning corporate structure and governance to unify the academic enterprise and health system; aligning the next tier of administrative structure and function; fostering collaboration and accountability-the creation of unified campus teams; articulating a succinct, highly focused, and compelling vision and strategic plan; using the tools of mission-based management to realign resources; focusing leadership recruitment on organizational fit; and "growing your own" through broad-based leadership development. Outcomes assessment data for academic, research, and clinical performance showed significant gains between 2000 and 2004. Organizational transformation as a result of the nine factors is possible in other institutional settings and can facilitate a focus on crucial quality initiatives.

  11. An academic-health service partnership in nursing: lessons from the field.

    PubMed

    Granger, Bradi B; Prvu-Bettger, Janet; Aucoin, Julia; Fuchs, Mary Ann; Mitchell, Pamela H; Holditch-Davis, Diane; Roth, Deborah; Califf, Robert M; Gilliss, Catherine L

    2012-03-01

    To describe the development of an academic-health services partnership undertaken to improve use of evidence in clinical practice. Academic health science schools and health service settings share common elements of their missions: to educate, participate in research, and excel in healthcare delivery, but differences in the business models, incentives, and approaches to problem solving can lead to differences in priorities. Thus, academic and health service settings do not naturally align their leadership structures or work processes. We established a common commitment to accelerate the appropriate use of evidence in clinical practice and created an organizational structure to optimize opportunities for partnering that would leverage shared resources to achieve our goal. A jointly governed and funded institute integrated existing activities from the academic and service sectors. Additional resources included clinical staff and student training and mentoring, a pilot research grant-funding program, and support to access existing data. Emergent developments include an appreciation for a wider range of investigative methodologies and cross-disciplinary teams with skills to integrate research in daily practice and improve patient outcomes. By developing an integrated leadership structure and commitment to shared goals, we developed a framework for integrating academic and health service resources, leveraging additional resources, and forming a mutually beneficial partnership to improve clinical outcomes for patients. Structurally integrated academic-health service partnerships result in improved evidence-based patient care delivery and in a stronger foundation for generating new clinical knowledge, thus improving patient outcomes. © 2012 Sigma Theta Tau International.

  12. The Unique Context of Identity-Based Student Organizations in Developing Leadership.

    PubMed

    Kodama, Corinne M; Laylo, Rhonda

    2017-09-01

    This chapter addresses the important role of identity-based student organizations in developing leadership, particularly for students who may feel marginalized because of their racial/ethnic, religious, or gender identities. Understanding the influence of these groups can help leadership educators develop a more inclusive and diverse perspective on student leadership development. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  13. A greater voice for academic health sciences libraries: the Association of Academic Health Sciences Libraries' vision

    PubMed Central

    Bunting, Alison

    2003-01-01

    The founders of the Association of Academic Health Sciences Libraries (AAHSL) envisioned the development of a professional organization that would provide a greater voice for academic health sciences libraries, facilitate cooperation and communication with the Association of American Medical Colleges, and create a forum for identifying problems and solutions that are common to academic health sciences libraries. This article focuses on the fulfillment of the “greater voice” vision by describing action and leadership by AAHSL and its members on issues that directly influenced the role of academic health sciences libraries. These include AAHSL's participation in the work that led to the publication of the landmark report, Academic Information in the Academic Health Sciences Center: Roles for the Library in Information Management; its contributions to the recommendations of the Physicians for the Twenty-first Century: The GPEP Report; and the joint publication with the Medical Library Association of Challenge to Action: Planning and Evaluation Guidelines for Academic Health Sciences Libraries. PMID:12883583

  14. Leadership from the inside Out: Student Leadership Development within Authentic Leadership and Servant Leadership Frameworks

    ERIC Educational Resources Information Center

    Kiersch, Christa; Peters, Janet

    2017-01-01

    Developing undergraduate student leaders who are authentic in their leadership and who have a drive to serve and support those around them is not only good for the students and their host schools, but arguably good for students' future employers and even the future of our society. Our goal is to determine how such student leaders could be…

  15. Physicians' perceptions of institutional and leadership factors influencing their job satisfaction at one academic medical center.

    PubMed

    Demmy, Todd L; Kivlahan, Coleen; Stone, Tamara T; Teague, Lynn; Sapienza, Pam

    2002-12-01

    Academic physicians' perceptions about their institution's function and leadership should provide insights toward improving faculty recruitment and retention. The authors surveyed 105 non-management and non-emeritus physicians who had been hired by (57%) or left (43%) the University of Missouri-Columbia School of Medicine (MUHC) in 1991-1998. The questionnaire measured both the importance and the availability of 14 institutional and leadership factors and the physicians' perceptions of satisfaction with their careers. Open-ended questions assessed additional concerns. In all, 56% of the overall satisfaction scores were unfavorable and, when grouped by faculty department, correlated inversely with departure rates (p =.04). Scores were surprisingly similar between those who left and those who remained at the institution. "Protected time for research or personal use" was the highest faculty priority regardless of level of overall satisfaction. "Equitable distribution of salary/resources" (p =.007) and "trust-communication with chair/division head" (p =.003) predicted good satisfaction independently. Openended responses for remaining at the university related to the pleasant local community (49%), intellectual issues (46%), and humanitarian issues (5%). Responses for considering opportunities elsewhere were administrative frustration (59%), income enhancement (18%), career advancement (9%), academic frustration (9%), and other (5%). Recommendations for enhancing recruitment and retention were fix administrative concerns (45%); improve research (20%), income (9%), physician support (9%), clinical programs (8%), and autonomy (5%); and other (4%). Surveying physicians who were recently hired or who have left an institution provides useful information to promote organizational changes that could improve physician retention.

  16. The Development of Visionary Leadership Administrators in Thai Primary School

    ERIC Educational Resources Information Center

    Yordsala, Suwit; Tesaputa, Kowat; Sri-Ampai, Anan

    2014-01-01

    This research aimed: 1) to investigate the current situations and needs in developing visionary leadership of Thai primary school administrators; 2) to develop visionary leadership development program of Thai primary school administrators, and; 3) to evaluate the implementation of the developed program of administrators visionary leadership…

  17. Improving Instructional Leadership through the Development of Leadership Content Knowledge: The Case of Principal Learning in Algebra

    ERIC Educational Resources Information Center

    Steele, Michael D.; Johnson, Kate R.; Otten, Samuel; Herbel-Eisenmann, Beth A.; Carver, Cynthia L.

    2015-01-01

    Instructional leadership is integral to improving mathematics teaching in secondary schools. However, administrators often lack sufficient content knowledge in mathematics to be effective in this role. This study examined the impact of professional development focused on developing leadership content knowledge in algebra. Data included written…

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

    PubMed

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

    2015-05-01

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

  19. Leadership characteristics and business management in modern academic surgery.

    PubMed

    Büchler, Peter; Martin, David; Knaebel, Hanns-Peter; Büchler, Markus W

    2006-04-01

    Management skills are necessary to successfully lead a surgical department in future. This article focuses on practical aspects of surgical management, leadership and training. It demonstrates how the implementation of business management concepts changes workflow management and surgical training. A systematic Medline search was performed and business management publications were analysed. Neither management nor leadership skills are inborn but acquired. Management is about planning, controlling and putting appropriate structures in place. Leadership is anticipating and coping with change and people, and adopting a visionary stance. More change requires more leadership. Changes in surgery occur with unprecedented speed because of a growing demand for surgical procedures with limited financial resources. Modern leadership and management theories have to be tailored to surgery. It is clear that not all of them are applicable but some of them are essential for surgeons. In business management, common traits of successful leaders include team orientation and communication skills. As the most important character, however, appears to be the emotional intelligence. Novel training concepts for surgeons include on-the-job training and introduction of improved workflow management systems, e.g. the central case management. The need for surgeons with advanced skills in business, finance and organisational management is evident and will require systematic and tailored training.

  20. Principal-Teacher Interactions and Teacher Leadership Development: Beginning Teachers' Perspectives

    ERIC Educational Resources Information Center

    Szeto, Elson; Cheng, Annie Yan-Ni

    2018-01-01

    Teacher leadership lies at the heart of school improvement. Leadership development among beginning teachers, however, is often neglected. This paper examines the role of principal-teacher interactions in the leadership development of a group of beginning teachers. Using a case study design, interviews were conducted and documentary evidence was…

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

    PubMed Central

    Blumenthal, Daniel M.; Bernard, Kenneth; Iyasere, Christiana

    2015-01-01

    Internal medicine (IM) physicians, including residents, assume both formal and informal leadership roles that significantly impact clinical and organizational outcomes. However, most internists lack formal leadership training. In 2013 and 2014, we surveyed all rising second-year IM residents at a large northeastern academic medical center about their need for, and preferences regarding, leadership training. Fifty-five of 113 residents (49%) completed the survey. Forty-four residents (80% of respondents) reported a need for additional formal leadership training. A self-reported need for leadership training was not associated with respondents' gender or previous leadership training and experience. Commonly cited leadership skill needs included “leading a team” (98% of residents), “confronting problem employees” (93%), “coaching and developing others” (93%), and “resolving interpersonal conflict” (84%). Respondents preferred to learn about leadership using multiple teaching modalities. Fifty residents (91%) preferred to have a physician teach them about leadership, while 19 (35%) wanted instruction from a hospital manager. IM residents may not receive adequate leadership development education during pregraduate and postgraduate training. IM residents may be more likely to benefit from leadership training interventions that are physician-led, multimodal, and occur during the second year of residency. These findings can help inform the design of effective leadership development programs for physician trainees. PMID:26130876

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

    PubMed

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

    2015-07-01

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

  3. Mid-career faculty development in academic medicine: How does it impact faculty and institutional vitality?

    PubMed Central

    Campion, MaryAnn W.; Bhasin, Robina M.; Beaudette, Donald J.; Shann, Mary H.; Benjamin, Emelia J.

    2016-01-01

    Purpose Faculty vitality is integral to the advancement of higher education. Strengthening vitality is particularly important for mid-career faculty, who represent the largest and most dissatisfied segment. The demands of academic medicine appear to be another factor that may put faculty at risk of attrition. To address these issues, we initiated a ten-month mid-career faculty development program. Methods A mixed-methods quasi-experimental design was used to evaluate the program's impact on faculty and institutional vitality. Pre/post surveys compared participants with a matched reference group. Quantitative data were augmented by interviews and focus groups with multiple stakeholders. Results At the program's conclusion, participants showed statistically significant gains in knowledge, skills, attitudes, and connectivity when compared to the referents. Conclusion Given that mid-career faculty development in academic medicine has not been extensively studied, our evaluation provides a useful perspective to guide future initiatives aimed at enhancing the vitality and leadership capacity of mid-career faculty. PMID:27942418

  4. Mid-career faculty development in academic medicine: How does it impact faculty and institutional vitality?

    PubMed

    Campion, MaryAnn W; Bhasin, Robina M; Beaudette, Donald J; Shann, Mary H; Benjamin, Emelia J

    2016-09-01

    Faculty vitality is integral to the advancement of higher education. Strengthening vitality is particularly important for mid-career faculty, who represent the largest and most dissatisfied segment. The demands of academic medicine appear to be another factor that may put faculty at risk of attrition. To address these issues, we initiated a ten-month mid-career faculty development program. A mixed-methods quasi-experimental design was used to evaluate the program's impact on faculty and institutional vitality. Pre/post surveys compared participants with a matched reference group. Quantitative data were augmented by interviews and focus groups with multiple stakeholders. At the program's conclusion, participants showed statistically significant gains in knowledge, skills, attitudes, and connectivity when compared to the referents. Given that mid-career faculty development in academic medicine has not been extensively studied, our evaluation provides a useful perspective to guide future initiatives aimed at enhancing the vitality and leadership capacity of mid-career faculty.

  5. Enabling Adaptive System Leadership: Teachers Leading Professional Development

    ERIC Educational Resources Information Center

    Boylan, Mark

    2018-01-01

    Internationally, there is increasing emphasis on teacher leadership of professional development. This provides opportunities for teachers to initiate and facilitate professional learning activities beyond their own schools. There is a need for theoretical tools to analyse their leadership activity and how to support it. Constructs from complexity…

  6. Evaluation of VA Women's Health Fellowships: developing leaders in academic women's health.

    PubMed

    Tilstra, Sarah A; Kraemer, Kevin L; Rubio, Doris M; McNeil, Melissa A

    2013-07-01

    The Department of Veterans Affairs (VA) instituted the VA Women's Health Fellowship (VAWHF) Program in 1994, to accommodate the health needs of increasing numbers of female veterans and to develop academic leaders in women's health. Despite the longevity of the program, it has never been formally evaluated. To describe the training environments of VAWHFs and career outcomes of female graduates. Cross-sectional web-based surveys of current program directors (2010-2011) and VAWHF graduates (1995-2011). Responses were received from six of seven program directors (86 %) and 42 of 74 graduates (57 %). The mean age of graduates was 41.2 years, and mean time since graduation was 8.5 years. Of the graduates, 97 % were female, 74 % trained in internal medicine, and 64 % obtained an advanced degree. Those with an advanced degree were more likely than those without an advanced degree to pursue an academic career (82 % vs. 60 %; P<0.01). Of the female graduates, 76 % practice clinical women's health and spend up to 66 % of their time devoted to women's health issues. Thirty percent have held a VA faculty position. Seventy-nine percent remain in academics, with 39 % in the tenure stream. Overall, 94 % had given national presentations, 88 % had received grant funding, 79 % had published in peer-reviewed journals, 64 % had developed or evaluated curricula, 51 % had received awards for teaching or research, and 49 % had held major leadership positions. At 11 or more years after graduation, 33 % of the female graduates in academics had been promoted to the rank of associate professor and 33 % to the rank of full professor. The VAWHF Program has been successful in training academic leaders in women's health. Finding ways to retain graduates in the VA system would ensure continued clinical, educational, and research success for the VA women veteran's healthcare program.

  7. Application of Leadership Strategies Secondary to a Book Review

    ERIC Educational Resources Information Center

    Brahm, Nancy C.; Kissack, Julie C.; Grace, Susan M.; Lundquist, Lisa M.

    2013-01-01

    Purpose: Two-fold: [1] To evaluate available literature describing leadership management techniques and how these techniques can be used for pharmacy faculty transitioning into new academic roles and [2] To evaluate a leadership program and how it can be applied to the individual to enhance leadership skills. Methods: Literature related to…

  8. Asilomar Leadership Skills Seminar: The Career Preparation, Advancement, and Enhancement of Women in California Community College Leadership

    ERIC Educational Resources Information Center

    Castillo-Garrison, Estella M.

    2012-01-01

    This mixed-methods research study examined the effects on the career preparation, advancement, and enhancement of women from California community college leadership who participated in the Asilomar Leadership Skills Seminar (Asilomar) from 2005-2011. Data were collected during the 2011-2012 academic year and were gathered from the results of 67…

  9. Student Leadership Development within Student Government at Snow College

    ERIC Educational Resources Information Center

    Wilson, Gordon Ned

    2010-01-01

    The purpose of this study was to describe the leadership development process of former student leaders at Snow College. More specifically, the study focused on understanding how, when, and where leadership development took place in their "lived experience" within the student government at Snow College (Van Manen, 1998). Examining the lived…

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

    PubMed

    Hoyt, Michael A; Kennedy, Cara L

    2008-12-01

    This research investigated youth leadership experiences of adolescent girls who participated in a comprehensive feminist-based leadership program. This qualitative study utilized a grounded theory approach to understand changes that occurred in 10 female adolescent participants. The words of the participants revealed that initially they viewed leadership in traditional terms and were hesitant to identify themselves as leaders or to see themselves included within their concepts of leadership. Following the program their view of leadership expanded and diversified in a manner that allowed for inclusion of themselves within it. They spoke with greater strength and confidence and felt better positioned and inspired to act as leaders. Participants identified having examples of women leaders, adopting multiple concepts of leadership, and participating in an environment of mutual respect and trust as factors that contributed to their expanded conceptualization.

  11. An Educational Intervention Designed to Increase Women's Leadership Self-Efficacy

    PubMed Central

    Isaac, Carol; Kaatz, Anna; Lee, Barbara; Carnes, Molly

    2012-01-01

    Women are sparsely represented in leadership in academic science, technology, engineering, mathematics, and medicine (STEMM). Cultural stereotypes about men, women, and leaders influence the attitudes, judgments, and decisions that others make about women and the choices women make for themselves. Multilevel interventions are needed to counteract the impact of these pervasive and easily activated stereotypes, which conspire in multiple ways to constrain women's entry, persistence, and advancement in academic STEMM. We describe an individual-level educational intervention. Using the transtheoretical model of behavioral change as a framework, we assessed the success of a semester course on increasing women's leadership self-efficacy for the first three cohorts of course participants (n = 30). Pre/post questionnaires showed gains in leadership self-efficacy, personal mastery, and self-esteem, and decreases in perceived constraints. Qualitative text analysis of weekly journals indicated increasing leadership self-efficacy as course participants applied course information and integrated strategies to mitigate the impact of societal stereotypes into their own leadership practices. Follow-up queries of the first two cohorts supported the enduring value of course participation. We conclude that providing strategies to recognize and mitigate the impact of gender stereotypes is effective in increasing leadership self-efficacy in women at early stages of academic STEMM careers. PMID:22949427

  12. An educational intervention designed to increase women's leadership self-efficacy.

    PubMed

    Isaac, Carol; Kaatz, Anna; Lee, Barbara; Carnes, Molly

    2012-01-01

    Women are sparsely represented in leadership in academic science, technology, engineering, mathematics, and medicine (STEMM). Cultural stereotypes about men, women, and leaders influence the attitudes, judgments, and decisions that others make about women and the choices women make for themselves. Multilevel interventions are needed to counteract the impact of these pervasive and easily activated stereotypes, which conspire in multiple ways to constrain women's entry, persistence, and advancement in academic STEMM. We describe an individual-level educational intervention. Using the transtheoretical model of behavioral change as a framework, we assessed the success of a semester course on increasing women's leadership self-efficacy for the first three cohorts of course participants (n = 30). Pre/post questionnaires showed gains in leadership self-efficacy, personal mastery, and self-esteem, and decreases in perceived constraints. Qualitative text analysis of weekly journals indicated increasing leadership self-efficacy as course participants applied course information and integrated strategies to mitigate the impact of societal stereotypes into their own leadership practices. Follow-up queries of the first two cohorts supported the enduring value of course participation. We conclude that providing strategies to recognize and mitigate the impact of gender stereotypes is effective in increasing leadership self-efficacy in women at early stages of academic STEMM careers.

  13. International Perspectives on Youth Leadership Development Through Community Organizing.

    PubMed

    Govan, Rashida H; Fernandez, Jesica Siham; Lewis, Deana G; Kirshner, Ben

    2015-01-01

    This chapter details the ways youth community organizing strategies can inform leadership educators' approaches to engaging marginalized youth in leadership development for social change. © 2015 Wiley Periodicals, Inc., A Wiley Company.

  14. Perspective: the potential of student organizations for developing leadership: one school's experience.

    PubMed

    Veronesi, Michael C; Gunderman, Richard B

    2012-02-01

    Leadership development is vital to the future of medicine. Some leadership development may take place through the formal curriculum of the medical school, yet extracurricular activities, such as student government and affiliated student organizations, can provide additional, highly valuable leadership development opportunities. These organizations and their missions can serve as catalysts for students to work with one another, with the faculty and administration of the medical school, with the community, and with local, regional, and national organizations. The authors have organized this discussion of the leadership development potential of student organizations around six important principles of leadership: ownership, experience, efficacy, sense of community, service learning, and peer-to-peer mentoring. They provide practical examples of these leadership principles from one institution. They do not presume that the school is unique, but they do believe their practical examples help to illuminate the potential of extracurricular programs for enhancing the leadership capabilities of future physicians. In addition, the authors use their examples to demonstrate how the medical school, its surrounding community, and the profession of medicine can benefit from promoting leadership through student organizations.

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

    ERIC Educational Resources Information Center

    Ho, Sarah P.; Odom, Summer F.

    2015-01-01

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

  16. Innovative Practice in Advancement of Academic Nurse Educator Careers: Developing Scholarship From Program Grants.

    PubMed

    Eddy, Linda L; Hoeksel, Renee; Fitzgerald, Cindy; Doutrich, Dawn

    We describe an innovative practice in advancing careers of academic nurse educators: demonstrating scholarly productivity from program grants. Scholarly productivity is often narrowly defined, especially in research-intensive institutions. The expectation may be a career trajectory based on the traditional scholarship of discovery. However, nurse educators, especially at the associate and full professor ranks, are often involved in leadership activities that include writing and managing program grants. We encourage the academy to value and support the development of program grants that include significant scholarly components, and we offer exemplars of associate and full professor scholarship derived from these projects.

  17. Transformational leadership, initiating structure, and substitutes for leadership: a longitudinal study of research and development project team performance.

    PubMed

    Keller, Robert T

    2006-01-01

    Transformational leadership, initiating structure, and selected substitutes for leadership were studied as longitudinal predictors of performance in 118 research and development (R&D) project teams from 5 firms. As hypothesized, transformational leadership predicted 1-year-later technical quality, schedule performance, and cost performance and 5-year-later profitability and speed to market. Initiating structure predicted all the performance measures. The substitutes of subordinate ability and an intrinsically satisfying task each predicted technical quality and profitability, and ability predicted speed to market. Moderator effects for type of R&D work were hypothesized and found whereby transformational leadership was a stronger predictor of technical quality in research projects, whereas initiating structure was a stronger predictor of technical quality in development projects. Implications for leadership theory and research are discussed. (c) 2006 APA, all rights reserved.

  18. Developing an Instrument to Assess Higher Education Leadership.

    ERIC Educational Resources Information Center

    Montez, Joni

    An instrument was developed to assess the construct of higher education leadership from discrete innate (possessed) and extrinsic (directed toward others) points of view. Dimensions of the latent construct of higher education leadership were identified, and their content and the relationships between their indicators were "mapped" according to the…

  19. Looking to the Future: Producing Transdisciplinary Professionals for Leadership in Early Childhood Settings

    ERIC Educational Resources Information Center

    Cartmel, Jennifer; Macfarlane, Kym; Nolan, Andrea

    2013-01-01

    This paper reports on an Australian initiative "Developing and Sustaining Pedagogical Leadership in Early Childhood Education and Care Professionals," where academics and professionals shared knowledge, experience and research about transdisciplinary practice. The project aimed to develop an understanding of the strategies and skills…

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

    ERIC Educational Resources Information Center

    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…