Power through Participation: A Sociolinguistic Approach to Identifying Leadership in Executive Education Classroom Discourse

ERIC Educational Resources Information Center

Price, Mackenzie

2017-01-01

Studies of power in professionals' relationships are generally situated in the workplace (e.g. Holmes & Chiles, 2010; Schnurr & Chan, 2011). Inspired by this work, I extend the study of power to interactions between professionals enrolled in a graduate business school's executive education leadership program (EELP). I employ interactional…

Identifying and Developing Leadership Competencies in Health Research Organizations: A Pilot Study

PubMed Central

Davidson, Pamela L.; Azziz, Ricardo; Morrison, James; Rocha, Janet; Braun, Jonathan

2018-01-01

We investigated leadership competencies for developing senior and emerging leaders and the perceived effectiveness of leadership development programs in Health Research Organizations (HROs). A pilot study was conducted to interview HRO executives in Southern California. Respondents represented different organizational contexts to ensure a diverse overview of strategic issues, competencies, and development needs. We analyzed qualitative and quantitative data using an innovative framework for analyzing HRO leadership development. The National Center for Healthcare Leadership ‘Health Leadership Competency Model’ was used as the foundation of our competency research. Top strategic issues included economic downturn and external funding, the influence of governmental policies and regulations, operating in global markets, and forming strategic alliances. High priority NCHL leadership competencies required to successfully lead an HRO include talent development, collaboration, strategic orientation, and team leadership. Senior executives need financial skills and scientific achievement; emerging leaders need technical/scientific competence, information seeking, and a strong work ethic. About half of the respondents reported having no leadership development program (LDP). Almost all reported their organization encourages mentoring, but less than one-third reported an active formalized mentoring program. We conclude that uncertainties and challenges related to healthcare reform and the continued budget deficits will require HRO restructuring to contain costs, remove barriers to innovation, and show value-add in accelerating discovery to improve clinical care, patient outcomes, and community health. Successful leaders will need to become more strategic, entrepreneurial, and resourceful in developing research alliances, executing research operations, and continually improving performance at all levels of the HRO. PMID:29749995

The Role of Leadership in Navy Program Offices. Executive Summary

DTIC Science & Technology

1973-05-01

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

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.

View from the top: CEO perspectives on executive development and succession planning practices in healthcare organizations.

PubMed

Groves, Kevin S

2006-01-01

Many healthcare professionals question whether the industry's hospitals and multi-site systems are implementing the necessary executive development and succession planning systems to ensure that high potential managers are prepared and aptly selected to assume key executive roles. Survey data, case studies, and cross-industry comparisons suggest that healthcare organizations may face a leadership crisis as the current generation of chief executive officers (CEOs) nears retirement while traditional means of developing the leadership pipeline, including middle-management positions and graduate programs requiring formal residencies, continue to dissipate. Given the daunting challenges that accompany the healthcare industry's quest to identify, develop, and retain leadership talent, this article provides best practice findings from a qualitative study of 13 healthcare organizations with a record of exemplary executive development and succession planning practices. CEOs from six single-site hospitals, six healthcare systems, and one medical group were interviewed to identify industry best practices so that healthcare practitioners and educators may utilize the findings to enhance the industry's leadership capacity.

Executive Coaching: Study of the Evolution of the Program at a Top European Business School

ERIC Educational Resources Information Center

Kim, Hyun Jung

2011-01-01

To understand how tensions caused by the multidisciplinary nature of executive coaching are perceived and overcome, this modified ethnographic study was conducted at an executive coaching program and leadership center at a prestigious European business school. This study is built on prolonged discussions on the role of psychology in executive…

78 FR 13372 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-02-27

... leadership, direction, and program oversight in support of the Wildland Fire Leadership Council. Questions... Governance; (3) Barriers and Critical Success Factors related to the Cohesive Strategy; (4) Regional Action...

Executive Leadership for Women: Examining the Rhetoric and the Reality

ERIC Educational Resources Information Center

Cocchio, Kathy L.

2009-01-01

This review was prompted by the significant under-representation of women in Canadian corporate executive positions and the University of Alberta's Executive Education and Lifelong Learning department's interest in determining whether a market exists for an executive education program designed specifically for women. I expected that I would find…

Healthcare leadership's diversity paradox.

PubMed

Silver, Reginald

2017-02-06

Purpose The purpose of this research study was to obtain healthcare executives' perspectives on diversity in executive healthcare leadership. The study focused on identifying perspectives about diversity and its potential impact on the access of healthcare services by people of color. The study also identified perspectives about factors that influence the attainment of executive healthcare roles by people of color. Design/methodology/approach A convenience sample of healthcare executives was obtained. The executives identified themselves as belonging to one of two subgroups, White healthcare executives or executives of color. Participants were interviewed telephonically in a semi-structured format. The interviews were transcribed and entered into a qualitative software application. The data were codified and important themes were identified. Findings The majority of the study participants perceive that diversity of the executive healthcare leadership team is important. There were differences in perspective among the subgroups as it relates to solutions to improve access to healthcare by people of color. There were also differences in perspective among the subgroups, as it relates to explaining the underrepresentation of people of color in executive healthcare leadership roles. Research limitations/implications This research effort benefited from the subject matter expertise of 24 healthcare executives from two states. Expansion of the number of survey participants and broadening the geographical spread of where participants were located may have yielded more convergence and/or more divergence in perspectives about key topics. Practical implications The findings from this research study serve to add to the existing body of literature on diversity in executive healthcare leadership. The findings expand on the importance of key elements in contemporary literature such as diversity, cultural competency and perspectives about the need for representation of people of color in leadership roles that guide healthcare policy and access. This study connects contemporary literature to perspectives of executives in the field and offers practical solutions to improving the representation of people of color in executive healthcare leadership roles. Social implications The recommendations offered as a result of this research effort serve to create awareness of the challenges that people of color face in career attainment. Although the process of increasing the representation of people of color in executive healthcare leadership will be a complex task that will involve a number of players over the course of several years, this study serves to provide a practical roadmap with actionable tactics that can be deployed. Originality/value This paper is an extension of the work that was done by the author during the course of completing the program requirements for the author's doctoral program. The findings were previously discussed in the author's dissertation. The value of these findings is significant because they validate some of the topics in contemporary literature with the perspectives of practicing healthcare executives. This study is also unique from other studies in that it offers a long-term plan to increase the representation of people of color in executive roles by creating an early disposition toward executive level roles and identifies a number of practical steps toward that end.

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.

Constructing a Feminist-Inclusive Theory of Leadership.

ERIC Educational Resources Information Center

Irby, Beverly J.; Brown, Genevieve

There are some who argue that the existing theoretical paradigm used in leadership training programs should be modified to include the feminist perspective. This paper presents findings of a study that investigated male and female perceptions of effective leadership skills. Indepth interviews were conducted with 120 executives--60 men and 60…

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

PubMed

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

2017-06-01

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

Traditional and Online Learning in Executive Education: How Both Will Survive and Thrive

ERIC Educational Resources Information Center

Stanton, Wilbur W.; Stanton, Angela D'Auria

2017-01-01

An important component of corporate training is executive education. A sample of 90 open enrollment executive education programs in the areas of management development and leadership was reviewed to better understand the structure of the offerings. In today's marketplace, the majority of executive education offerings are of the traditional…

76 FR 59418 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2011-09-26

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... wildland fire policy and to provide leadership, direction, and program oversight in support of the Wildland...

76 FR 28445 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2011-05-17

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below...-level wildland fire policy and to provide leadership, direction, and program oversight in support of the...

77 FR 63326 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-16

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below...-level wildland fire policy and to provide leadership, direction, and program oversight in support of the...

76 FR 15332 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-21

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below...-level wildland fire policy and to provide leadership, direction, and program oversight in support of the...

Preparing School Leaders for a Changing World: Lessons from Exemplary Leadership Development Programs. School Leadership Study. Executive Summary

ERIC Educational Resources Information Center

Darling-Hammond, Linda; LaPointe, Michelle; Meyerson, Debra; Orr, Margaret Terry

2007-01-01

Contemporary school administrators play a daunting array of roles. They must be educational visionaries and change agents, instructional leaders, curriculum and assessment experts, budget analysts, facility managers, special program administrators, and community builders. New expectations for schools--that they successfully teach a broad range of…

Developing Enlightened Leaders for Industry and Community: Executive Education and Service-Learning

ERIC Educational Resources Information Center

Rhee, Kenneth S.; Sigler, Tracey Honeycutt

2010-01-01

What does it take to develop enlightened leaders who can transform their organizations and communities? The quest to develop enlightened leaders who are self-aware, learning centered, adaptable, interpersonally competent, and team oriented is a challenge faced by many management programs. The Master of Science program in Executive Leadership and…

A Nursing Leadership Immersion Program: Succession Planning Using Social Capital.

PubMed

Pedersen, Anne; Sorensen, Joanne; Babcock, Tyler; Bradley, Marci; Donaldson, Nicole; Donnelly, James E; Edgar, William

2018-03-01

This article describes the inception and evolution of a 3-month immersion experience between hospital and nurse leaders where sociological principles were applied to support nurse leader succession. Unique to this program, the bedside nurse joins the nursing executive team full time to participate in all organizational leadership activities as part of the experience.

Management development: a needs analysis for nurse executives and managers.

PubMed

Kirk, R

1987-04-01

Clearly, both the nurse executive and nurse manager roles are becoming more complex. I feel an enthusiasm by the professionals in those positions to pursue development activities that will help them do their jobs better and with less discomfort. Nurse executives obviously know the power of combining knowledge with experience. How do the different leadership and management development needs identified by these NE fit with your organization's needs? What is the content in your leadership and management development programs? Are your programs meeting the real needs of your executive and management-level staff? One way to find out is to do a simple survey. Today, nurse executives are responsible and accountable for challenges we never considered possible, even a few years ago. But along with the new challenges came the flexibility and positive attitudes of NEs to respond to changes and acquire new skills such as cost accounting, computers, or marketing. It's this type of proactive thinking that helps nurse leaders turn problems into opportunities and their situations into success stories.

Building a leadership brand.

PubMed

Ulrich, Dave; Smallwood, Norm

2007-01-01

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

Nurses of African descent and career advancement.

PubMed

Wesley, Yvonne; Dobal, May T

2009-01-01

The purpose of this article is to evaluate a leadership institute designed to promote career advancement and leadership in administration, education, and research among nurses of African descent. Government reports indicate that Black Americans receive lower quality health care than other racial groups even when insurance and income are equal. Moreover, the literature suggests that less than 10% of practicing professional nurses in America are Black-and of these, less than 1% are in senior executive leadership positions. However, the literature lacks detailed discussion of the effectiveness of leadership programs. This article provides an in-depth look at a leadership institute for Black nurses and outlines the impact of the program.

7 CFR 1700.30 - Water and Environmental Programs.

Code of Federal Regulations, 2010 CFR

2010-01-01

... policies for the effective, efficient, and orderly management of Water and Environmental Programs responsibilities; provides leadership to ensure execution of policies and procedures by the Water and Waste...

Patient Safety Executive Walkarounds

PubMed Central

Feitelberg, Steven P

2006-01-01

The KP Patient Safety Executive Walkarounds Program in the KP San Diego Service Area was developed to provide routine opportunities for senior KP leaders, staff, and clinicians to discuss patient safety concerns proactively, working closely with our labor partners to foster a culture of safety that supports our staff and physicians. Throughout the KP San Diego Service Area, the Walkarounds program plays a major part in promoting responsible identification and reporting of patient safety issues. Because each staff member has an equal voice in discussing patient safety concerns, the program enables all employees—union and nonunion alike—to engage directly in discussions about improving patient safety. The KPSC leadership has recognized this program as a major demonstration that the leadership supports patient safety and promotes reporting of safety issues in a “just culture.” PMID:21519438

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.

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…

78 FR 43923 - Solicitation for a Cooperative Agreement-Executive Excellence a Training and Development Program...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-22

... demonstrated the potential to be the chief executive officer at the state, local or federal level. The... experience as a correctional or criminal justice chief executive officer, completed the current curriculum of... Correctional Leadership for the 21st Century, a portion of which specifically addresses the role of the...

Voices of chief nursing executives informing a doctor of nursing practice program.

PubMed

Embree, Jennifer L; Meek, Julie; Ebright, Patricia

The purpose of this article is to describe the business case framework used to guide doctor of nursing practice (DNP) program enhancements and to discuss methods used to gain chief nurse executives' (CNEs) perspectives for desired curricular and experiential content for doctor of nursing practice nurses in health care system executive roles. Principal results of CNE interview responses were closely aligned to the knowledge, skills and/or attitudes identified by the national leadership organizations. Major conclusions of this article are that curriculum change should include increased emphasis on leadership, implementation science, and translation of evidence into practice methods. Business, information and technology management, policy, and health care law content would also need to be re-balanced to facilitate DNP graduates' health care system level practice. Copyright © 2017 Elsevier Inc. All rights reserved.

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

PubMed

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

2008-01-01

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

Nurse executive transformational leadership and organizational commitment.

PubMed

Leach, Linda Searle

2005-05-01

To investigate the relationship between nurse executive leadership and organizational commitment among nurses in acute care hospitals. A key challenge for organizations is to maximize the contributions of all workers by cultivating their commitment. Nurse leaders are in a position to influence organizational commitment among nurses. The theoretical constructs underlying this study are the transformational leadership theory and the Etzioni's organizational theory. A cross-sectional, field survey of nurse executives, nurse managers, and staff nurses was conducted to assess nurse executive transformational and transactional leadership and their relationship to organizational commitment. Hypotheses were tested using correlational analysis, and univariate statistics were used to describe the sample. An inverse relationship between nurse executive transformational and transactional leadership and alienative (highly negative) organizational commitment was statistically significant. A positive association was demonstrated between nurse executive leadership and nurse manager leadership. This study supports the effect of nurse executive leadership on nurse manager leadership and on organizational commitment among nurses despite role distance. To the extent that transformational leadership is present, alienative organizational commitment is reduced. This relationship shows the importance of nurse executive leadership in organizational involvement among nurses in the dynamic context of contemporary hospital settings.

Computer Simulations Hone Leadership Skills

ERIC Educational Resources Information Center

Olson, Lynn

2007-01-01

An $11 million executive-training course for principals, modeled after best practices used in the corporate, medical, engineering, and military worlds, is starting to gain traction among states. Developed by the National Institute for School Leadership, or NISL, a for-profit company based in Washington, the program is now used widely in…

2013 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

DTIC Science & Technology

2014-04-01

enhances Esprit de Corps. The Center for Army Profession and Ethic (CAPE) has fielded education and training materials (including doctrine, pamphlets ...videos, brochures , and lesson plans available online) to assist Army leaders in executing this program (The FY14 America’s Army-Our Profession...contribution of warrant officer courses for improving leadership capabilities are not unexpected. However, Department of the Army Pamphlet (DA PAM) 600-3

Professional development and leadership training opportunities for healthcare professionals.

PubMed

Sonnino, Roberta E

2013-11-01

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

77 FR 23250 - Statement of Organization, Functions, and Delegations of Authority; Administration for Community...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-04-18

... Community Living (ACL) provides national leadership and direction to plan, manage, develop, and raise... Management and Budget (BE) B.20 Functions. ACL is the principal agency designated to lead aging and... executive direction, leadership, and guidance for ACL programs, and serves as the focal point for the...

Leadership Abstracts, Volume 2, Numbers 1-21, 1989.

ERIC Educational Resources Information Center

Doucette, Don, Ed.

This series of abstracts from the League for Innovation in the Community College and the Community College Leadership Program is published approximately bimonthly and distributed to the chief executive officer of every two-year college in the United States and Canada. Addressing a variety of topics of interest to community college administrators,…

Leadership Abstracts, Volume 3, Numbers 1-20, 1990.

ERIC Educational Resources Information Center

Doucette, Don, Ed.

This series of abstracts from the League for Innovation in the Community College and the Community College Leadership Program is published approximately bimonthly and distributed to the chief executive officer of every two-year college in the United States and Canada. Addressing a variety of topics of interest to community college administrators,…

A New Era of Leadership: Preparing Leaders for Urban Schools & the 21st Century

ERIC Educational Resources Information Center

Abbott, Sunday C.

2010-01-01

The purpose of this study was to investigate the impact of principal participation in the Davis Principal Coaching Initiative, an executive leadership capacity building development program, on leader practice and professional practice of teachers. This mixed-method comparative case study investigated the following five research questions: (1) How…

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

ERIC Educational Resources Information Center

Herndon, Keith; Krueger, Vicki

2016-01-01

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

Anesthesiology: About the Anesthesiology Profession

MedlinePlus

... Quality Meeting Executive Physician Leadership Program Certificate in Business Administration International Forum on Perioperative Safety and Quality PRACTICE MANAGEMENT LEGISLATIVE CONFERENCE Professional Development - The Practice of Anesthesiology ...

Business leadership as a spiritual discipline.

PubMed

Leigh-Taylor, C

2000-01-01

What motivates organizational leaders in their search for spirituality? They seek to integrate their inner journey with their day-to-day professional roles. This article describes how a course in spirituality for executives has provided tools to analyze and clarify intentions, avoid the traps of excessive greed and power, and make decisions that are both compassionate and effective. André L. Delbecq, DBA, the Thomas J. and Kathleen L. McCarthy Professor at the Leavey School of Business at Santa Clara University in California, offers seminars in spirituality for organizational leadership through the MBA program and the Center for Executive Development. Delbecq is the first to admit his surprise at the number of executives who have repeatedly asked for courses in spirituality. He talks about how his seminars have helped CEOs and other top executives achieve greater effectiveness in leading organizations.

Evaluating transformational leadership skills of hospice executives.

PubMed

Longenecker, Paul D

2006-01-01

Health care is a rapidly changing environment requiring a high level of leadership skills by executive level personnel. The hospice industry is experiencing the same rapid changes; however, the changes have been experienced over the brief span of 25 years. Highly skilled hospice executives are a necessity for the growth and long-term survival of hospice care. This descriptive study was conducted to evaluate the leadership skills of hospice executives. The study population consisted of hospice executives who were members of the state hospice organization in Ohio and/or licensed by the state (88 hospice providers). Three questionnaires were utilized for collecting data. These questionnaires collected data on transformational leadership skills of participants, participants' personal demographics, and their employer's organizational demographics. Forty-seven hospice executives responded (53%). Key findings reported were high levels of transformational leadership skills (mean, 3.39), increased use of laissez-faire skills with years of hospice experience (P = .57), and positive reward being a frequent leadership technique utilized (mean, 3.29). In addition, this was the first study of leadership skills of hospice executives and the first formal collection of personal demographic data about hospice executives.

Leadership roles, competencies, and education: how prepared are our nurse managers?

PubMed

Kleinman, Carol S

2003-09-01

Although they are responsible for the operation of business units, nurse managers are often less well prepared to manage the business activities than the clinical activities. Perceptions of nurse managers and nurse executives regarding competencies required for nursing management roles and the educational preparation required to attain them were examined. Results indicate the groups are in basic agreement about required competencies, though nurse managers appear less clear about nurse executive role responsibilities. Nurse executives value the acquisition of a master's degree as essential for nurse manager performance, while fewer nurse managers agree. Strategies nurse executives may employ to develop nurse manager business knowledge include traditional undergraduate and graduate degree programs, online programs, certificate programs, continuing education, inservice education offerings, seminars, and mentoring activities.

The Impact of Thought Self-Leadership Education on Graduate Students' Perceptions of Ethics and Cognitive Competencies

ERIC Educational Resources Information Center

Filipova, Anna A.

2015-01-01

This study examines the impact of thought self-leadership education on graduate students' perceptions of ethics and competencies in the execution of cognitive strategies (beliefs and assumptions, self-talk, and mental imagery) in a graduate public administration program's health care administration law course. The results obtained from Wilcoxon…

Current perspectives on chief residents in psychiatry.

PubMed

Warner, Christopher H; Rachal, James; Breitbach, Jill; Higgins, Michael; Warner, Carolynn; Bobo, William

2007-01-01

The authors examine qualitative data from outgoing chief residents in psychiatry from the 2004-2005 academic year to 1) determine common characteristics between programs, 2) examine the residents' perspectives on their experiences, and 3) determine their common leadership qualities. The authors sent out self-report surveys via e-mail to 89 outgoing chief residents who attended the APA/Lilly Chief Resident Executive Leadership Program. Fifty-three (60%) chief residents responded. Although most chief residents are senior residents, over 20% are in their third postgraduate year. Two-thirds of programs have more than one chief resident each year. Most chief residents believe that their "participating" leadership style, existing leadership skills, and interpersonal skills contributed to their overall positive experiences. Successfully performing duties as a chief resident entails functioning in a variety of roles and demands attention to leadership qualities of the individual. Developing existing leadership skills, clarifying expectations, and providing mentorship to chief residents will ensure successful transition into practice, and the advancement of the field of psychiatry.

Creating a context for excellence and innovation: comparing chief nurse executive leadership practices in magnet and non-magnet hospitals.

PubMed

Porter-O'grady, Tim

2009-01-01

Chief nurse executives create a context for leadership, innovation, and practice in hospitals. It is valuable to get a sense of nurse executives' perceptions regarding their leadership practices and how they value them. Furthermore, it is of interest to see if there is significant differentiation in these perceptions between chief nurse executives in Magnet hospitals and those in non-Magnet hospitals. This article discusses a study of the leadership practices of these 2 groups of nurse executive's leadership practices and reports the results. Concluding is a brief discussion regarding impact and importance of the nurse executive related to excellence and innovation.

American Society of Anesthesiologists

MedlinePlus

... Events ANESTHESIOLOGY 2018 Anesthesia Quality Meeting Executive Physician Leadership Program Certificate in Business Administration International Forum on Perioperative Safety and Quality PRACTICE MANAGEMENT LEGISLATIVE CONFERENCE Professional Development - The Practice of Anesthesiology ...

Leadership and Team Dynamics in Senior Executive Leadership Teams

ERIC Educational Resources Information Center

Barnett, Kerry; McCormick, John

2012-01-01

As secondary school environments become increasingly complex, shifts are occurring in the way leadership is being practised. New leadership practices emphasize shared or distributed leadership. A senior executive leadership team with responsibility for school leadership is likely to be one of the many, varied forms of new leadership practices…

The Chief Executive Officer's Leadership Role in Remedial and Developmental Programs.

ERIC Educational Resources Information Center

Lawler, Muriel; Bowes, S. Gregory

1988-01-01

Eighty percent of New Mexico's 17 community college and vocational school CEOs responded to a survey revealing that they have different views on what constitutes remedial and developmental programs; and although these programs are considered compatible with the CEOs' educational philosophy, programs are not viewed on equal basis with other college…

75 FR 11561 - Solicitation for a Cooperative Agreement-Training for Executive Excellence: Leadership Style and...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-11

...--Training for Executive Excellence: Leadership Style and Instrumentation Curriculum Development AGENCY...' ``Correctional Leadership Competencies for the 21st Century'' for the executive level. It is expected that the... leadership and management training to corrections professionals. In an effort to expand on the resources NIC...

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

PubMed

Ebadifard Azar, Farbod; Sarabi Asiabar, Ali

2015-01-01

Effective leadership is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective leadership. The aim of this study was to evaluate hospital managers' leadership style through selfassessment and to determine the correlation between leadership styles with healthcare executives' leadership readiness and leadership effectiveness. In this cross-sectional study a self-administered questionnaire completed by all internal healthcare executives of all teaching and non-teaching hospitals affiliated to Iran University of Medical Sciences. Questionnaire was composed to determine demographic information, leadership style questions, leadership effectiveness and leadership readiness. Descriptive statistics and Pearson correlation coefficient were used for data analysis. According to the findings, the dominant style of healthcare executives was transformational leadership style (with a score of 4.34). The leadership effectiveness was estimated at about 4.36 that shows the appropriate level of leadership effectiveness. There was a significant correlation (correlation coefficient of 0.244) between leadership readiness and transformational leadership style (p<0.05). Also, there was a significant correlation between leadership effectiveness with transformational (0.051) and transactional (0.216) styles. There was a correlation between leadership readiness and leadership effectiveness with leadership styles. Application of this research will be crucial to universities and healthcare executives. This study suggests that strengthening the scientific basis is essential for leadership readiness and leadership effectiveness in healthcare system.

The chief nurse executive role in large healthcare systems.

PubMed

Englebright, Jane; Perlin, Jonathan

2008-01-01

Community hospitals are most frequently led by nonclinicians. Although some may have employed physician leaders, most often clinical leadership is provided by a chief nurse executive (CNE) or chief nursing officer. Clinical leadership of community hospital and health systems may similarly be provided by a system-level nursing executive or, often, by a council of facility CNEs. The increasingly competitive healthcare environment in which value-based purchasing of healthcare and pay-for-performance programs demand improved clinical performance for financial success has led to reconsideration of whether a council model can provide either the leadership or adequate attention to clinical (and operational) improvement. In turn, community hospitals and health systems look to CNE or chief nursing officer roles at the highest level of the organization as resources that are able to segue between the clinical and operational domains, translating clinical performance demands into operating strategies and tactics. This article explores CNE characteristics required for success in these increasingly responsible and visible roles.

Nurse executive transformational leadership found in participative organizations.

PubMed

Dunham-Taylor, J

2000-05-01

The study examined a national sample of 396 randomly selected hospital nurse executives to explore transformational leadership, stage of power, and organizational climate. Results from a few nurse executive studies have found nurse executives were transformational leaders. As executives were more transformational, they achieved better staff satisfaction and higher work group effectiveness. This study integrates Bass' transformational leadership model with Hagberg's power stage theory and Likert's organizational climate theory. Nurse executives (396) and staff reporting to them (1,115) rated the nurse executives' leadership style, staff extra effort, staff satisfaction, and work group effectiveness using Bass and Avolio's Multifactor Leadership Questionnaire. Executives' bosses (360) rated executive work group effectiveness. Executives completed Hagberg's Personal Power Profile and ranked their organizational climate using Likert's Profile of Organizational Characteristics. Nurse executives used transformational leadership fairly often; achieved fairly satisfied staff levels; were very effective according to bosses; were most likely at stage 3 (power by achievement) or stage 4 (power by reflection); and rated their hospital as a Likert System 3 Consultative Organization. Staff satisfaction and work group effectiveness decreased as nurse executives were more transactional. Higher transformational scores tended to occur with higher educational degrees and within more participative organizations. Transformational qualities can be enhanced by further education, by achieving higher power stages, and by being within more participative organizations.

NOAA Workforce Management Office

Science.gov Websites

Home Careers at NOAA Search Criteria Click to Search WORKFORCE MANAGEMENT OFFICE NATIONAL OCEANIC Executive Service ST and SL Responsibilities Performance Management Performance Management Resources Portal Management Fellows (PMFs) Program Coordination Office - Leadership Development Program (PCO-LDP) Employee

48 CFR 223.7302 - Authorities.

Code of Federal Regulations, 2011 CFR

2011-10-01

... OF DEFENSE SOCIOECONOMIC PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY... Federal Environmental, Energy, and Transportation Management. (b) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic Performance. ...

48 CFR 223.7302 - Authorities.

Code of Federal Regulations, 2014 CFR

2014-10-01

... OF DEFENSE SOCIOECONOMIC PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY... Federal Environmental, Energy, and Transportation Management. (b) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic Performance. ...

3 CFR 13513 - Executive Order 13513 of October 1, 2009. Federal Leadership on Reducing Text Messaging While...

Code of Federal Regulations, 2010 CFR

2010-01-01

... Leadership on Reducing Text Messaging While Driving 13513 Order 13513 Presidential Documents Executive Orders Executive Order 13513 of October 1, 2009 EO 13513 Federal Leadership on Reducing Text Messaging While... leadership in improving safety on our roads and highways and to enhance the efficiency of Federal contracting...

Perceived Growth versus Actual Growth in Executive Leadership Competencies: An Application of the Stair-Step Behaviorally Anchored Evaluation Approach

ERIC Educational Resources Information Center

McCormick, Michael J.; Dooley, Kim E.; Lindner, James R.; Cummins, Richard L.

2007-01-01

The purpose of this study was to describe student learning in executive leadership core competencies after being engaged in a two-semester leadership education sequence. The researchers used evaluative research techniques to compare perceived and actual growth in learning of executive leadership competencies. Data collection consisted of a…

Administration of University Athletic Programs: Internal Control and Excellence. An Executive Summary.

ERIC Educational Resources Information Center

Gilley, J. Wade; Hickey, Anthony A.

The views of 65 university presidents about athletic programs, the administration of their athletic programs, and the impact of problems of athletic program on university leadership were studied in spring 1985. Ten of the presidents responding to the survey were from private institutions, while 55 were from public universities. On the average,…

76 FR 31395 - Federal Acquisition Regulation; Sustainable Acquisition

Federal Register 2010, 2011, 2012, 2013, 2014

2011-05-31

... Management. (h) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and... Management. (d) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and... Leadership in Environmental, Energy, and Economic Performance, and Executive Order 13423, Strengthening...

EXECUTIVE LEADERSHIP AND DEVELOPMENT (IN INDUSTRIAL PSYCHOLOGY BY B. VONHALLER GILMER AND OTHERS. NEW YORK, MCGRAW-HILL, 1966/ 228-253).

ERIC Educational Resources Information Center

HILTON, THOMAS L.

THIS CHAPTER FROM A LARGER WORK ON INDUSTRIAL PSYCHOLOGY DISCUSSES LEADERSHIP STEREOTYPES AND CONCEPTIONS, EMPIRICAL EVIDENCE OF ACTUAL LEADERSHIP FUNCTIONS, THE SELECTION OF POTENTIAL EXECUTIVES, AND METHODS OF EXECUTIVE DEVELOPMENT. THE MAJOR PROBLEM OF LEADERSHIP IS TO CREATE SITUATIONS IN WHICH FOLLOWERS WILLINGLY ACCEPT THE LEADER AS THEIR…

Pharmacy executive leadership issues and associated skills, knowledge, and abilities.

PubMed

Meadows, Andrew B; Maine, Lucinda L; Keyes, Elizabeth K; Pearson, Kathy; Finstuen, Kenn

2005-01-01

To identify challenges that current and future pharmacy executives are facing or will face in the future and to define what skills, knowledge, and abilities (SKAs) are required to successfully negotiate these challenges. Delphi method for executive decision making. Civilian pharmacy profession. 110 pharmacists who graduated from the GlaxoSmithKline Executive Management Program for Pharmacy Leaders. Two iterations of the Delphi method for executive decision making separated by an expert panel content analysis. Round 1--participants were asked to identify five major issues they believed to be of greatest importance to pharmacy leaders in the next 5-10 years and name specific SKAs that might be needed by future leaders to successfully deal with those issues. An expert panel reviewed the issues, classified issues into specific domains, and titled each domain. Round 2-participants rated the SKAs on a 7-point scale according to their individual assessment of importance in each domain. For Delphi rounds 1 and 2, response rates were 21.8% and 18.2%, respectively. More than 100 total issue statements were identified. The expert panel sorted the issues into five domains: management and development of the pharmacy workforce, pharmacy finance, total quality management of work-flow systems, influences on the practice of pharmacy, and professional pharmacy leadership. Five of the top 15 SKAs-and all four highest ranked items--came from the professional pharmacy leadership domain, including ability to see the big picture, ability to demonstrate the value of pharmacy services, ability to lead and manage in an ethical manner, and skills for influencing an organization's senior leadership. Through successful integration of communication skills, critical thinking, and problem solving techniques, future public-sector pharmacy executives will be better equipped to effectively position their organizations and the profession for the challenges that lie ahead.

NREL Seeks Participants for 2018 Executive Energy Leadership Program | News

Science.gov Websites

Energy Execs. Energy Execs provides non-technical business, governmental, and community leaders examine solar equipment. Leaders in the private sector, communities, non-profits, and government are

45 CFR 73.735-302 - Support of department programs.

Code of Federal Regulations, 2011 CFR

2011-10-01

... based on law, Executive Order or regulation, every employee has a positive obligation to make it... leadership. (c) All employees shall be familiar with regulations and published instructions that relate to...

45 CFR 73.735-302 - Support of department programs.

Code of Federal Regulations, 2010 CFR

2010-10-01

... based on law, Executive Order or regulation, every employee has a positive obligation to make it... leadership. (c) All employees shall be familiar with regulations and published instructions that relate to...

Implications of Preparing School Administrators for Knowledge Work Organizations: A Case Study.

ERIC Educational Resources Information Center

Mulkeen, Thomas A.; Cooper, Bruce S.

1992-01-01

The Executive Leadership Program at Fordham University presents a model for practicing school administrators' continuing education that reflects a changing society and schools' changing needs. The program is based on four innovations: an intellectual/change agent approach; a clinical, field-based research experience; an instructional agenda…

Duane Webster, Assessment Pioneer

ERIC Educational Resources Information Center

Franklin, Brinley

2009-01-01

Duane Webster oversaw the Association of Research Libraries' (ARL) Statistics and Measurement Program as it evolved into the Statistics and Assessment Program. During his 20-year tenure as ARL's executive director, Duane was instrumental in the creation of ARL's Web-based Interactive Statistics and played a leadership role in the development of a…

Collaboration in Action: Office of Research and Development (ORD) at the US Environmental Protection Agency (USEPA)-Current Wildfire Program

EPA Science Inventory

The "Collaboration in Action: US EPA's Office of Research and Develop - Current Wildfire Research Program" was invited by the USDA's US Forest Service's Scientific Executive Committee to provide USFS scientific leadership active and potential future opportunities for co...

Quality Assurance Program Description

DOE Office of Scientific and Technical Information (OSTI.GOV)

Halford, Vaughn Edward; Ryder, Ann Marie

Effective May 1, 2017, led by a new executive leadership team, Sandia began operating within a new organizational structure. National Technology and Engineering Solutions of Sandia (Sandia’s) Quality Assurance Program (QAP) was established to assign responsibilities and authorities, define workflow policies and requirements, and provide for the performance and assessment of work.

Developing high-level change and innovation agents: competencies and challenges for executive leadership.

PubMed

Malloch, Kathy; Melnyk, Bernadette Mazurek

2013-01-01

The work of health care reform and revolution requires leadership competencies that integrate the digital realities of time, space, and media. Leadership skills and behaviors of command, control, and directing from predigital times are no longer effective, given the impacts of the digital changes. Developing leadership competence in evidence-driven processes, facilitation, collaborative teamwork, and instilling a sense of urgency is the work of today's executive leaders. Ten competencies necessary for contemporary executive leadership are presented in this article.

48 CFR 23.102 - Authorities.

Code of Federal Regulations, 2013 CFR

2013-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... January 24, 2007, Strengthening Federal Environmental, Energy, and Transportation Management. (b) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic...

48 CFR 23.1001 - Authorities.

Code of Federal Regulations, 2012 CFR

2012-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... January 24, 2007, Strengthening Federal Environmental, Energy, and Transportation Management. (d) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic...

48 CFR 23.102 - Authorities.

Code of Federal Regulations, 2012 CFR

2012-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... January 24, 2007, Strengthening Federal Environmental, Energy, and Transportation Management. (b) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic...

48 CFR 23.1001 - Authorities.

Code of Federal Regulations, 2013 CFR

2013-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... January 24, 2007, Strengthening Federal Environmental, Energy, and Transportation Management. (d) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic...

48 CFR 23.801 - Authorities.

Code of Federal Regulations, 2012 CFR

2012-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... Environmental, Energy, and Transportation Management. (d) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and Economic Performance. (e) Environmental Protection Agency (EPA...

Leadership Styles and Effectiveness among C-Level Healthcare Executives

ERIC Educational Resources Information Center

Mhoon-Walker, Etta J.

2013-01-01

Effective leadership is essential to circumnavigating the numerous obstacles confronting the healthcare industry. In addition, the current health system is suffering from a proficient leadership gap. However, identifying and developing executives with the greatest potential to become strong, up-and-coming healthcare C-level executive leaders can…

76 FR 45270 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-28

... its structure, to align similar functions under common executive leadership, and to reduce and change... span of control for executive leadership and to organize like activities together, not to change the... Commissioner will provide executive oversight, strategic leadership, and policy direction to FDA's domestic and...

Executive Leadership in School Improvement Networks: A Conceptual Framework and Agenda for Research

ERIC Educational Resources Information Center

Peurach, Donald J.; Gumus, Emine

2011-01-01

The purpose of this analysis is to improve understanding of executive leadership in school improvement networks: for example, networks supported by comprehensive school reform providers, charter management organizations, and education management organizations. In this analysis, we review the literature on networks and executive leadership. We draw…

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

PubMed Central

Ebadifard Azar, Farbod; Sarabi Asiabar, Ali

2015-01-01

Background: Effective leadership is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective leadership. The aim of this study was to evaluate hospital managers’ leadership style through selfassessment and to determine the correlation between leadership styles with healthcare executives’ leadership readiness and leadership effectiveness. Methods: In this cross-sectional study a self-administered questionnaire completed by all internal healthcare executives of all teaching and non-teaching hospitals affiliated to Iran University of Medical Sciences. Questionnaire was composed to determine demographic information, leadership style questions, leadership effectiveness and leadership readiness. Descriptive statistics and Pearson correlation coefficient were used for data analysis. Results: According to the findings, the dominant style of healthcare executives was transformational leadership style (with a score of 4.34). The leadership effectiveness was estimated at about 4.36 that shows the appropriate level of leadership effectiveness. There was a significant correlation (correlation coefficient of 0.244) between leadership readiness and transformational leadership style (p<0.05). Also, there was a significant correlation between leadership effectiveness with transformational (0.051) and transactional (0.216) styles. Conclusion: There was a correlation between leadership readiness and leadership effectiveness with leadership styles. Application of this research will be crucial to universities and healthcare executives. This study suggests that strengthening the scientific basis is essential for leadership readiness and leadership effectiveness in healthcare system. PMID:26000260

Soft-leadership competencies for today's healthcare finance executives.

PubMed

Madden, Mark

2015-05-01

With the healthcare industry changing rapidly, organizations seek finance leaders who have skills that go beyond traditional expertise in revenue and expenses. These additional competencies fall under the heading of soft-leadership skills and include the ability to be strategy-oriented, agile, passionate, inspirational, influential, communicative, dependable, driven, integrative, and engaged. Networking, participation in a mentoring program, and continuing education provide avenues for finance leaders to develop these sorts of skills.

Nurse executives' values and leadership behaviors. Conflict or coexistence?

PubMed

Perkel, Linda K

2002-01-01

Nurse leaders struggle to provide for the delivery of humanistic and holistic healthcare that is consistent with nursing values in a changing economic environment. There is concern that nurse executives find it increasingly difficult to reconcile the differences between organizational economics and their personal and professional identities. The purpose of this study was to examine the relationship between nurse executives' perceived personal and organizational value congruence and their leadership behaviors (i.e., transformational, transactional, and laissez-faire). Four hundred and eleven nurse executives employed by American Hospital Association hospitals located east of the Mississippi participated in the study. Findings provide insight into the values held by nurse executives, personal and organizational value congruence and conflict perceived by nurse executives, and the leadership behaviors used by nurse executives. For example, the findings indicate there is a moderate degree of value congruence between nurse executives' personal and organizational values; however, the degree to which specific values are important is significantly different. Nurse executives report that they most often engage in transformational leadership behaviors, but there was no relationship between their leadership behavior and the degree of personal and organizational value congruence. Implications for nursing and nursing research are discussed.

University Executive Team's Collective Leadership and Its Impact on Student Retention on Catholic Campuses

ERIC Educational Resources Information Center

Perez, Michelle

2016-01-01

Although individual leadership behaviors, particularly those of a college president have been studied extensively, the possibility of leading at the group level, particularly the relationship of leadership behaviors of the college executive team and its effect on student retention, remains unclear. Based on 68 college executive leader responses,…

Defense Acquisitions: Assessments of Selected Weapon Programs

DTIC Science & Technology

2008-03-01

system configuration changes could enable department officials to make more informed decisions in the early stages of a program and better match...accountability in the execution of each program would alleviate untimely decision making when programs do get into trouble. The current DOD leadership has...require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions

48 CFR 23.402 - Authorities.

Code of Federal Regulations, 2013 CFR

2013-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... Federal Environmental, Energy, and Transportation Management. (d) The Energy Policy Act of 2005, Public Law 109-58. (e) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy...

The value of research : telling the R&T story

DOT National Transportation Integrated Search

2009-07-01

The Federal Highway Administration (FHWA) plays a leadership role in shaping and executing a National Research and Technology (R&T) program. The agency also acts as a convener; collaborations with State, industry, and academic partners provide the fo...

48 CFR 23.402 - Authorities.

Code of Federal Regulations, 2012 CFR

2012-10-01

... PROGRAMS ENVIRONMENT, ENERGY AND WATER EFFICIENCY, RENEWABLE ENERGY TECHNOLOGIES, OCCUPATIONAL SAFETY, AND... Federal Environmental, Energy, and Transportation Management. (d) The Energy Policy Act of 2005, Public Law 109-58. (e) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy...

It's Not Just a Job... It's a Career: The Arc of Northern Virginia's Co-Executive Director Program Serves as a National Model for "Creative Supported Employment"

ERIC Educational Resources Information Center

Braunstein, Leslie

2009-01-01

It started as an "experiment" three years ago, designed to answer the question: can a person with an intellectual disability (ID) or developmental disability (DD), with the right supports in place, take on a highly visible leadership position as Co-Executive Director of a major nonprofit organization? The "experiment" of…

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.

Addressing hospital-acquired pressure ulcers: patient care managers enhancing outcomes at the point of service.

PubMed

Frumenti, Jeanine M; Kurtz, Abby

2014-01-01

An innovative leadership training program for patient care managers (PCMs) aimed at improving the management of operational failures was conducted at a large metropolitan hospital center. The program focused on developing and enhancing the transformational leadership skills of PCMs by improving their ability to manage operational failures in general and, in this case, hospital-acquired pressure ulcers. The PCMs received 8 weeks of intense training using the Toyota Production System process improvement approach, along with executive coaching. Compared with the control group, the gains made by the intervention group were statistically significant.

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

PubMed

Remus, Sally; Kennedy, Margaret Ann

2012-12-01

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

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

PubMed

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

2006-02-01

To examine associations between management training of physician executives and their leadership styles, as well as effectiveness in achieving disease management goals. Cross-sectional national survey. Executive directors of community health centers (269 respondents; response rate = 40.9%) were surveyed regarding their perceptions of the medical director's leadership, and for quantitative information on the center's achievement of clinical (mostly disease management) goals. The dependent variables were the medical director's scores (as perceived by the executive director) on transformational, transactional, and laissez-faire leadership, effectiveness, satisfaction with the leader, and subordinate extra effort, using an adapted Multifactor Leadership Questionnaire (43 items; 5-point Likert scale). The independent variable was the medical director's management training status. Compared with medical directors with < 30 days of inservice training, medical directors with an MHA, MPH, or MBA, or > or =30 days of in-service training, had 0.32, 0.35, 0.30, 0.36, and 0.37 higher scores on transformational leadership, transactional leadership, rated effectiveness, satisfaction, and subordinate extra effort, respectively, and 0.31 lower score on laissez-faire leadership (all P < .001). Medical directors without management degrees but with > or =30 days of in-service training had 0.34, 0.36, 0.50, and 0.47 higher scores on transformational leadership, transactional leadership, rated effectiveness, and satisfaction with the leader (all P < .02). Our data previously had demonstrated that medical directors' transformational leadership significantly influences achievement of disease management goals. Training may enable physician executives to develop leadership styles that are effective in influencing clinical providers' adoption of disease management guidelines under managed care.

The notion of grace.

PubMed

McTernan, Bernita

2005-01-01

Catholic Healthcare West (CHW), San Francisco, which either sponsors or participates in three separate leadership development programs, sees the formation of new ministry leadership as a matter of the first importance. For the past four years, CHW has participated in CHA's Ecclesiology and Spiritual Renewal Program for System Leaders, the annual pilgrimage to the Vatican City in which ministry executives, board members, and sponsors get an opportunity to learn about the church's institutional structure and immerse themselves in its spiritual atmosphere. In 2002 the system established its CHW Learning Institute, which offers all employees training in leadership, clinical, governance, and employee development. Among other things, the institute has developed CHW's Competency Standards for Leadership. In 2004 CHW, with four other Catholic health care systems in the western United States, created the Ministry Leadership Center, Sacramento. This spring, 49 CHW managers were among the students enrolled in the center's inaugural classes. Among other subjects, they studied the distinctive competencies-intellectual, affective, and spiritual-required to lead a health care ministry in its operations and governance.

Using Appreciative Learning in Executive Education.

ERIC Educational Resources Information Center

Preziosi, Robert C.; Gooden, Doreen J.

2002-01-01

A leadership development program for managers used appreciative learning, based upon appreciative inquiry, an organizational development method focused on what organizations do well. Participants identified prior successful learning experiences for use in future work performance, creating a multiplier effect of positive experiences. (SK)

Sponsorship: a path to the academic medicine C-suite for women faculty?

PubMed

Travis, Elizabeth L; Doty, Leilani; Helitzer, Deborah L

2013-10-01

Despite increases in the percentages of women medical school graduates and faculty over the past decade, women physicians and scientists remain underrepresented in academic medicine's highest-level executive positions, known as the "C-suite." The challenges of today and the future require novel approaches and solutions that depend on having diverse leaders. Such diversity has been widely shown to be critical to creating initiatives and solving complex problems such as those facing academic medicine and science. However, neither formal mentoring programs focused on individual career development nor executive coaching programs focused on individual job performance have led to substantial increases in the proportion of women in academic medicine's top leadership positions.Faced with a similar dilemma, the corporate world has initiated sponsorship programs designed to accelerate the careers of women as leaders. Sponsors differ from mentors and coaches in one key area: They have the position and power to advocate publicly for the advancement of nascent talent, including women, in the organization. Although academic medicine differs from the corporate world, the strong sponsorship programs that have advanced women into corporations' upper levels of leadership can serve as models for sponsorship programs to launch new leaders in academic medicine.

Leadership Behaviors and Practices among Executive Women of Color in Higher Education

ERIC Educational Resources Information Center

Wardell, Mary J. Lomax

2010-01-01

Higher education is steadily including more women of color in the leadership of the academy. Daily leadership challenges require campus administrators to engage and move others toward exceptional workplace performance. As such, executive women of color must handle complex campus demands and leadership challenges, particularly as they relate to…

The Evolution of the Society of Trauma Nurses' Leadership Institute.

PubMed

Krichten, Amy; Kyle, Amber

2015-01-01

The Society of Trauma Nurses (STN) understands the increasing complexity of trauma care and the vital leadership role nurses play. In 2009, the STN took the initiative to form a Leadership Committee tasked with researching the possibility of developing a mechanism to offer trauma leaders opportunities in leadership development. Investigation and collaboration among the committee members, with input from the Board of Directors and the organization's executive director, resulted in the STN Leadership Institute. The Leadership Institute design is to equip trauma nurses with the tools needed to effectively lead from the bedside to the boardroom and beyond through web-based modules. Operationalization of the plan took intense focus and dedicated leadership. Following a pilot study, the initial cohort ran the first quarter of 2015. Because of the positive feedback and identified opportunities for improvement, the program will continue to be offered with further expansion planning underway.

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

PubMed

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

2011-05-01

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

Investigating Leadership in Charter Schools: An Examination of the Leadership Traits of Executive Directors in Successful Charter Schools

ERIC Educational Resources Information Center

Bloomfield, Brian D.

2013-01-01

This study was a qualitative exploration of educational leadership within charter schools in an attempt to identify traits demonstrated by executive directors of successful charter schools. Because much research has been conducted to identify trends in educational leadership, but comparable little within the unique context of charter schools, and…

75 FR 4259 - Revisions to the EDA Regulations

Federal Register 2010, 2011, 2012, 2013, 2014

2010-01-27

... Aggressive EDA Leadership and Oversight Needed To Correct Persistent Problems in the RLF Program (March 2007... talent to ensure a Project's successful execution. (c) Advances productivity, innovation and... withdraw any sequestered funds. (ii) Persistent non-compliance. An RLF Recipient will generally be allowed...

Growing talent as if your business depended on it.

PubMed

Cohn, Jeffrey M; Khurana, Rakesh; Reeves, Laura

2005-10-01

Traditionally, corporate boards have left leadership planning and development very much up to their CEOs and human resources departments-primarily because they don't perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. That's a shortsighted view, the authors argue. Companies whose boards and senior executives fail to prioritize succession planning and leadership development end up experiencing a steady attrition in talent and becoming extremely vulnerable when they have to cope with inevitable upheavals- integrating an acquired company with a different operating style and culture, for instance, or reexamining basic operating assumptions when a competitor with a leaner cost structure emerges. Firms that haven't focused on their systems for building their bench strength will probably make wrong decisions in these situations. In this article, the authors explain what makes a successful leadership development program, based on their research over the past few years with companies in a range of industries. They describe how several forward-thinking companies (Tyson Foods, Starbucks, and Mellon Financial, in particular) are implementing smart, integrated, talent development initiatives. A leadership development program should not comprise stand-alone, ad hoc activities coordinated by the human resources department, the authors say. A company's leadership development processes should align with strategic priorities. From the board of directors on down, senior executives should be deeply involved in finding and growing talent, and line managers should be evaluated and promoted expressly for their contributions to the organization-wide effort. HR should be allowed to create development tools and facilitate their use, but the business units should take responsibility for development activities, and the board should ultimately oversee the whole system.

A Thematic Analysis of Self-described Authentic Leadership Behaviors Among Experienced Nurse Executives.

PubMed

Alexander, Catherine; Lopez, Ruth Palan

2018-01-01

The aim of this study is to understand the behaviors experienced nurse executives use to create healthy work environments (HWEs). The constructs of authentic leadership formed the conceptual framework for the study. The American Association of Critical-Care Nurses recommends authentic leadership as the preferred style of leadership for creating and sustaining HWEs. Behaviors associated with authentic leadership in nursing are not well understood. A purposive sample of 17 experienced nurse executives were recruited from across the United States for this qualitative study. Thematic analysis was used to analyze the in-depth, semistructured interviews. Four constructs of authentic leaders were supported and suggest unique applications of each including self-awareness (a private and professional self), balanced processing (open hearted), transparency (limiting exposure), and moral leadership (nursing compass). Authentic leadership may provide a sound foundation to support nursing leadership practices; however, its application to the discipline requires additional investigation.

Collaboration in Action: Office of Research and Development ...

EPA Pesticide Factsheets

The "Collaboration in Action: US EPA's Office of Research and Develop - Current Wildfire Research Program" was invited by the USDA's US Forest Service's Scientific Executive Committee to provide USFS scientific leadership active and potential future opportunities for cooperation/collaboration. Health impacts of wildfire smoke merit the attention and action of the US EPA and current research is supported in the ACE and SHC Research Programs. Wildland fire smoke research has taken on greater importance because the 1) contribution of wildland fire PM emissions relative to total US PM emissions is increasing, 2) the population health impacts are measurable and costly, 3) vulnerable and sensitive populations at-risk are increasing attendant to our aging U.S. population and the increasing area of the wildland-urban interface, and 4) health impacts of smoke could be minimized by identifying at-risk individuals and reducing their exposures. Examples are provided. The "Collaboration in Action: US EPA's Office of Research and Develop - Current Wildfire Research Program" was invited by the USDA's US Forest Service's Scientific Executive Committee to provide USFS scientific leadership active and potential future opportunities for cooperation/collaboration.

Assessing the professional development needs of experienced nurse executive leaders.

PubMed

Leach, Linda Searle; McFarland, Patricia

2014-01-01

The objective of this study was to identify the professional development topics that senior nurse leaders believe are important to their advancement and success. Senior/experienced nurse leaders at the executive level are able to influence the work environment of nurses and institutional and health policy. Their development needs are likely to reflect this and other contemporary healthcare issues and may be different from middle and frontline managers. A systematic way of assessing professional development needs for these nurse leaders is needed. A descriptive study using an online survey was distributed to a convenience sample of nurse leaders who were members of the Association of California Nurse Leaders (ACNL) or have participated in an ACNL program. Visionary leadership, leading complexity, and effective teams were the highest ranked leadership topics. Leading change, advancing health: The future of nursing, healthy work environments, and healthcare reform were also highly ranked topics. Executive-level nurse leaders are important to nurse retention, effective work environments, and leading change. Regular assessment and attention to the distinct professional development needs of executive-level nurse leaders are a valuable human capital investment.

Leadership Strategies for Community College Executives.

ERIC Educational Resources Information Center

Myran, Gunder; Baker, George A., III; Simone, Beverly; Zeiss, Tony

This book on community college executive leadership strategies includes the following chapters: (1) "Leadership Strategies: An Overview" by Gunder Myran; (2) "Achieving Transformational Change" by George A. Baker, III; (3) "Strategic Elements of Organizational Design" by Gunder Myran; (4) "Strategic Dimensions of Policy Development" by Gunder…

Results of the Survey on Program Management in Education Abroad. Executive Summary

ERIC Educational Resources Information Center

Forum on Education Abroad, 2007

2007-01-01

In an effort to assess the latest practices in the field of education abroad and provide information to its members, the field of education abroad, and the media, the Forum on Education Abroad's Data Committee, under the leadership of its chair, Kim Kreutzer, designed a survey on study abroad program management. The Data Committee was assisted in…

Ins and Outs

ERIC Educational Resources Information Center

Oguntoyinbo, Lekan

2012-01-01

The success of an institution's fundraising program increasingly relies on the leader's ability to nurture relationships with major donors and alumni and articulate, as well as execute, a vision for the institution donors can support. Leadership stability becomes critically important because longer spells of service by presidents, deans, and heads…

Physicians as Executives: Opportunities and Strategies for Health-System Pharmacy Leaders

PubMed Central

Harvin, Andre; Griffith, Niesha; Weber, Robert J.

2014-01-01

To deal with the pressures in health care that stress clinical excellence and profitability, health systems are increasingly recruiting physician executives or physicians in leadership and management positions. Physicians occupy less than 5% of all hospital leadership positions, but there is an apparent increase in the recruitment of physician executives. With the growth in the number of physician executives, pharmacy leaders must capitalize on their existing clinical relationship and apply it to health care leadership and management. By focusing on developing an executive presence, by clearly describing a patient-centered strategy and vision for pharmacy, and by nurturing the existing clinical relationships, the pharmacy director can work with physician executives to promote patient-centered pharmacy services. PMID:25477571

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.

Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses.

PubMed

AbuAlRub, R F; Nasrallah, M A

2017-12-01

To investigate the impact of leadership behaviours of nurse managers and organizational culture on Jordanian nurses' intention to stay at work in public, private and university hospitals. Leadership behaviours of nurses and organizational culture are considered important factors in enhancing retention of nurses. A correlational design was used in the study. A sample of 285 Jordanian nurses was conveniently selected to complete a self-administered questionnaire that consisted of three measures; Kouzes and Posner's Leadership Practise Inventory, Professional Organizational Culture questionnaire and McCain's Intent to Stay Scale. Nurse managers' leadership behaviours and organizational culture were positively associated with the level of intention to stay at work. The study variables explained almost 43% of the variance in nurses' intention to stay at work. The limitation of the study was the use of convenience sampling method. The results asserted that transformational leadership styles of nurse managers enhance positive hospitals' culture as well as the intention of nurses to stay at work. Nurse executives should promote leadership behaviours of nurse managers through training. The regulatory bodies of nursing profession in collaboration with nurse educators and administrators should help in developing competencies for nurse managers that are based on transformational leadership and incorporate such competencies in nursing education programs as well as continuous education programs. © 2017 International Council of Nurses.

Shaping Institutional Vision: The Risk of Presidential Leadership in Small Colleges. A Preliminary Report. ASHE Annual Meeting Paper.

ERIC Educational Resources Information Center

Zhang, Chunsheng; Strange, C. Carney

This paper presents the results of a qualitative study of the leadership of nine presidents who have accepted the risks and challenges of executive leadership in nine small Midwestern colleges. Focus is directed toward these presidents' risk-taking strategies with respect to the major leadership challenges of being a senior executive of a small…

Staff Reactions to Interim Leadership in a Student Affairs Organization

ERIC Educational Resources Information Center

Jones, Robin D.

2011-01-01

Interim leadership appointments in higher education are a common strategy used to fill leadership gaps in executive positions. Because student affairs executives are particularly vulnerable to high turnover rates, interim appointments are becoming more widespread. Even with the prevalence of this trend, little attention has been given to the…

76 FR 69741 - Statement of Organization, Functions, and Delegations of Authority: Office of the Assistant...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-09

... serves as the Department's Senior Grants Executive and the Division Director. The Division Director provides leadership, guidance, and oversight to constituent organizations, and coordinates long and short... grants programs and processes; develops pertinent HHS-wide regulatory guidance, policies, and performance...

Children's Spirit: Leadership Standards and Chief School Executives

ERIC Educational Resources Information Center

Boske, Christa

2009-01-01

Purpose: The purpose of this study is to increase awareness of the interactions among school leadership standards, cultural competence, and decision-making practices for chief school executives. Design/methodology/approach: To achieve this objective, 1,087 chief school executives, who were members of the American Association of School…

A hospital's teamwork and CQI advance shared vision, interdependence among top managers. Interview by Paula Eubanks.

PubMed

Biltz, J; Mild, L

1992-09-20

As quality improvement programs are initiated in growing numbers of hospitals, senior executives in those hospitals find themselves addressing a range of issues: team building, leadership and interpersonal interaction. CEO Jim Biltz and nurse executive Linda Mild of 760-bed HCA Wesley Medical Center, Wichita, KS, tell Hospitals Staff Editor Paula Eubanks how their participative management style and the hospital's continuous quality improvement (CQI) initiative have fostered new levels of teamwork and shared vision among the institution's top managers.

Coaching and the Impact on Leadership Practice: An Analysis of Urban Superintendents' Perspectives

ERIC Educational Resources Information Center

Spears, Melanie V.

2012-01-01

Purpose: The purpose of this study was to identify and describe the perceptions of urban superintendents and the influence of executive coaching on their leadership practices, to identify which phases of the executive coaching process urban superintendents perceive as influential in their leadership practice, to determine which coaching strategies…

Executive Leadership: Another Lever in the System?

ERIC Educational Resources Information Center

Harris, Alma; Brown, David; Abbott, Ian

2006-01-01

The leadership challenges facing most head teachers can at times be daunting but for those leading schools in difficulty, the challenges are acute. This article draws upon the personal experience of an executive leader in a school facing difficult circumstances. It will firstly, outline and analyse this model of leadership and secondly, look at…

Executive Leadership: Preparation Is Paramount to Success

ERIC Educational Resources Information Center

Miller, Tina Lee

2012-01-01

A review of current research clearly points to a shortage of highly qualified principal candidates to fill vacancies as "baby boomer" principals reach retirement age. In many school districts across the nation, the principal shortage is already being realized. Principal preparatory programs as well as school districts are working…

Defense Threat Reduction Agency > About > History

Science.gov Websites

History Documents US Underground Nuclear Test History Reports NTPR Radiation Exposure Reports Enewetak Atoll Cleanup Documents TRAC About Who We Are Our Values History Locations Our Leadership Director Your Reporting Day Senior Executive Service Special Programs HISTORY DTRA is the youngest agency in the

US Underground Nuclear Test History Reports

Science.gov Websites

History Documents US Underground Nuclear Test History Reports NTPR Radiation Exposure Reports Enewetak Atoll Cleanup Documents TRAC About Who We Are Our Values History Locations Our Leadership Director Your Reporting Day Senior Executive Service Special Programs U.S. UNDERGROUND NUCLEAR TEST HISTORY

Maritime Defense and Security Research Program: Final Report, 2004-2011

DTIC Science & Technology

2011-11-01

NAME(S) AND ADDRESS(ES) Assistant Secretary of Defense for Homeland Defense and America‘s Security Affairs Washington D.C. 10 . SPONSOR/MONITOR’S...34 10 . Assessment of Maritime Domain Protection Capabilities Maritime Intercept Analysis...69 10 . MISRAD Leadership Summit, February 2005 ...............................70 11. MDA Executive Interagency Workshop, October

2011 Women in Defense (WID) National Fall Conference

DTIC Science & Technology

2011-10-19

UCLA. She is also a graduate of the UCLA Executive Management Course and the University of Chicago Business Leadership Program. A member of the Air...Supercircuits Ms. Beth A. Shepard -Savery Cox Communications Hampton Roads, LLC Ms. Erin B. Sheppard McKenna Long & Aldridge, LLP Ms. Heidi L Shyu

78 FR 43925 - Solicitation for a Cooperative Agreement-Executive Excellence a Training and Development Program...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-22

... leadership skill building, exposure to ethical and value based issues, self-awareness, strategic thinking... development, communication, feedback, Type Theory, emotional intelligence, self awareness and group dynamics... Requirements: Documents or other media that are produced under this award must follow these guidelines: Prior...

Leadership skills and attributes of women and nurse executives: challenges for the 21st century.

PubMed

Carroll, Theresa L

2005-01-01

This study used a descriptive comparative design in which the skills/attributes identified by women leaders were compared to the skills/attributes identified by the nurse executives (NEs). For the women leaders and NEs, 6 factors were identified through principal components analysis: (1) personal integrity, (2) strategic vision/action orientation, (3) team building/communication skills, (4) management and technical competencies, (5) people skills (eg, empowering others, networking, valuing diversity, working collaboratively), and (6) personal survival skills/attributes (eg, political sensitivity, self-direction, self-reliance, courage, and candor). The items that received the highest level of agreement regarding importance for both groups were contained in the personal integrity factor, which included ethical standards, trustworthiness, and credibility. These factors are discussed and implications for leadership development and nursing administration graduate programs are identified.

The role of nursing leadership in creating a mentoring culture in acute care environments.

PubMed

Bally, Jill M G

2007-01-01

High rates of retirement among older nurses and horizontal violence among younger nurses heighten the importance of mentoring in the context of overall organizational stability and performance. Viewing the essentials of mentoring in the context of organizational culture and leadership as a long-term commitment and solution rather than a short-term task will lead to improved staff retention, satisfaction, and, ultimately, patient outcomes. Using Bass's four leadership initiatives, a culture for mentoring can be achieved through inspirational motivation, individualized consideration, idealized influence, and intellectual stimulation. Alignment of organizational and mentoring goals is essential to a successful approach given that the qualities associated with leadership and mentorship are closely aligned. Mentoring cultures also depend upon elements of a stable infrastructure such as managerial and executive support, scheduling flexibility, incentives, and recognition. Transformational leadership practices are key to achieving the sustainable effects of mentoring programs that are rooted deeply in organizational culture.

Closing the Gap: Executives and Student Perceptions of Leadership Characteristics for Health Care Managers.

PubMed

Walter, Marcea L

A study was recently conducted to determine the perceptions of undergraduate health care management students regarding leadership characteristics that health care managers should possess to be successful. The results were then compared with a study that was conducted in 2012 of chief executive officers regarding their perceptions of the same leadership characteristics. The comparison of the studies was used to determine if the perceptions of the students and chief executive officers were similar or if the subjects considered different characteristics more important than others.

3 CFR 13507 - Executive Order 13507 of April 8, 2009. Establishment of the White House Office of Health Reform

Code of Federal Regulations, 2010 CFR

2010-01-01

... Executive Office of the President that will provide leadership to the executive branch in establishing... Reform Office, to the extent permitted by law, are to: (a) provide leadership for and to coordinate the... Council, Council of Economic Advisers, Office of Management and Budget, HHS, Office of Personnel...

Executive Competencies of Nurses within the Veterans Health Administration: Comparison of Current and Future Nurse Executive Views

DTIC Science & Technology

2006-04-24

executives suggests that nurse leaders must be competent in business , leadership , and communication skills. (Lighter & Fair, 2004; O’Leary & O’Leary, 1999... business , leadership , and communication skills (Lighter et al 2004; O’Leary and O’Leary 1999; Sandford 1994). The competencies identified as

Pipelines to Leadership: Aspirations of Executive-Level Community College Leaders to Ascend to the Presidency

ERIC Educational Resources Information Center

Waggoner, Reneau

2016-01-01

One of the challenges facing community colleges in the United States is the looming retirements of executive/senior-level leadership, particularly the president, on a wide scale. This study explored the career aspirations of executive-level leaders within the community college using Social Cognitive Career Theory as the conceptual framework.…

Consensus on the leadership of hospital CEOs and its impact on the participation of physicians in improvement projects.

PubMed

Dückers, Michel L A; Stegeman, Inge; Spreeuwenberg, Peter; Wagner, Cordula; Sanders, Karin; Groenewegen, Peter P

2009-08-01

The success of a Dutch program to disseminate quality improvement projects depends on the participation of physicians working in program hospitals. The leadership of hospital executives (CEOs) is considered an important explanation. This study aims to determine whether the relation, between the extent to which physicians notice their CEOs stimulate improvement initiatives and the number of projects joined by physicians, is moderated by the consensus among physicians working in the same hospital. Multilevel analyses are applied on data of 286 physicians from eight hospitals to: (1) estimate whether participation depends on noticing if CEOs stimulate improvement, (2) test if an individual's participation differs when more colleagues have the same opinion (effect modification). Significant moderator effects are found. The participation of physicians, noticing that CEOs stimulate improvement is higher when more colleagues share this opinion. For physicians not knowing whether improvement is encouraged, higher consensus coincides with lower participation. Project involvement of physicians depends on their consensus about encouragement by CEOs. This confirms the importance of strategic leaders in dissemination programs. Further research is recommended into causes of CEO leadership visibility and methods to strengthen leadership climate.

49 CFR 24.8 - Compliance with other laws and regulations.

Code of Federal Regulations, 2010 CFR

2010-10-01

...—Leadership and Coordination of Non-Discrimination Laws. (m) Executive Order 12630—Governmental Actions and... Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq.). (o) Executive Order 12892—Leadership and...

49 CFR 24.8 - Compliance with other laws and regulations.

Code of Federal Regulations, 2013 CFR

2013-10-01

...—Leadership and Coordination of Non-Discrimination Laws. (m) Executive Order 12630—Governmental Actions and... Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq.). (o) Executive Order 12892—Leadership and...

49 CFR 24.8 - Compliance with other laws and regulations.

Code of Federal Regulations, 2012 CFR

2012-10-01

...—Leadership and Coordination of Non-Discrimination Laws. (m) Executive Order 12630—Governmental Actions and... Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq.). (o) Executive Order 12892—Leadership and...

49 CFR 24.8 - Compliance with other laws and regulations.

Code of Federal Regulations, 2011 CFR

2011-10-01

...—Leadership and Coordination of Non-Discrimination Laws. (m) Executive Order 12630—Governmental Actions and... Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq.). (o) Executive Order 12892—Leadership and...

49 CFR 24.8 - Compliance with other laws and regulations.

Code of Federal Regulations, 2014 CFR

2014-10-01

...—Leadership and Coordination of Non-Discrimination Laws. (m) Executive Order 12630—Governmental Actions and... Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq.). (o) Executive Order 12892—Leadership and...

Leadership profiles of senior nurse executives.

PubMed

Hemman, E A

2000-01-01

As hospitals reorganize to meet the demand for accessible, cost-effective quality healthcare, nursing's active participation as part of the top management team is vital. The purpose of this study was to describe the leadership profiles of four senior nurse executives and determine their congruence with the theoretical perspectives of the stratified systems theory. A multiple case study methodology was employed to develop individual and group leadership profiles through related experiences obtained during an interview, the organization's expectations based on their job descriptions, and a survey of their self-perceptions of how they spent most of their time. The findings indicated that the executives' leadership behavior was consistent with the theory in that they reported more frequent leadership behaviors at the strategic domain, less activity at the organizational domain, and infrequent activity at the production domain. Individual profiles were uniformly consistent with the group profile.

Current Issues and Problems in Texas Community Colleges.

ERIC Educational Resources Information Center

Hastings, Chester R., Comp.

In October 1992, doctoral students enrolled in a community college leadership program at Baylor University in Waco, Texas, were assigned six questions to be answered in collaboration with the Chief Executive Officer (CEO), or the CEO's designate, at the 15 community colleges where the students were employed. The questions explored respondents'…

The Semantic Reactivity of Red, Blue, and Purple: A Linguistic Analysis of Post-Election Statements Made by Executive Leadership of Three Public Flagship Universities

ERIC Educational Resources Information Center

Taylor, Zachary Wayne

2017-01-01

Examining post-election statements made by UC System, UT-Austin, and UW-Madison executive leadership, this study employs word frequency, collocation, and a three-pronged latent semantic analysis to explicate the associative diction, major concepts, and institutional priorities expressed by said leadership to answer the research question,…

Office of Equal Opportunity Programs

NASA Technical Reports Server (NTRS)

Chin, Jennifer L.

2004-01-01

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

A model for future healthcare leadership. CHA's competency study provides a practical tool for leadership development.

PubMed

Nygren, D J; Ukeritis, M D; Hickman, J L

1994-06-01

The Catholic Health Association's (CHA's) study "Transformational Leadership for the Healing Ministry: Competencies for the Future" is a powerful tool for the identification and development of leaders in Catholic healthcare. The study can help executives measure their own performance against a standard of excellence and establish goals to improve their performance. Trustees can use the study to establish policies for identification, assessment, development, and career planning for senior executives. Sponsors might consider the competencies as they intensify collaboration in ministry with lay colleagues by encouraging leadership development or as they participate with trustees in the selection of executives. The model presented in CHA's study is dynamic and adaptable to the leadership needs of various organizations. It should not yield a homogenized view of the "ideal" leader in the Catholic ministry. Nor should it encourage elitism or invidious comparisons between leaders or organizations.

Qualities of the medical school dean: insights from the literature.

PubMed

Rich, Eugene C; Magrane, Diane; Kirch, Darrell G

2008-05-01

To review the literature and resources for professional development of medical school executives in order to identify the characteristics proposed as relevant to medical school deanship. In 2006, the authors conducted a PubMed search using the key words leadership, dean, medical school, and academic medical center to identify relevant publications since 1995. Articles were excluded that that did not address the roles and responsibilities of the North American medical school dean. Articles gleaned through review of materials from relevant executive development programs and interviews with leaders involved in these programs were added. Both management skills (e.g., institutional assessment, strategic planning, financial stewardship, recruitment and retention of talent) and leadership skills (e.g., visioning, maximizing values, building constituency) are commonly cited as important deans of contemporary medical schools. Key content knowledge (e.g., academic medical center governance, expectations of clinicians and scientists, process of medical education) and certain attitudes (e.g., commitment to the success of others, appreciation of institutional culture) are also noted to be valuable qualities for medical school deans. The literature review identifies a number of areas of knowledge and skill consistently affirmed by scholars as important to success for medical school deans. These characteristics can provide a basic foundation for needs assessment and professional development activities of academic medical executives preparing for and entering medical school deanships, and they can also provide insight to those charged with selecting their next dean.

The Impact of the NISL Executive Development Program on School Performance in Massachusetts: Cohort 2 Results

ERIC Educational Resources Information Center

Nunnery, John A.; Ross, Steven M.; Chappell, Shanan; Pribesh, Shana; Hoag-Carhart, Elizabeth

2011-01-01

School leaders are increasingly being asked, whether by rhetoric or policy, to measurably improve student achievement. The resultant need to assist school leaders in their ability to improve teaching and learning for all students in their schools led to the establishment of the National Institute of School Leadership's (NISL's) Executive…

Marine Corps Drawdown, Force Structure Initiatives, and Roles and Missions: Background and Issues for Congress

DTIC Science & Technology

2014-01-09

force of 150,000 Marines—a strength level Marine Corps leadership has characterized as unviable to execute our current defense strategy. The Marines...have instituted a number of force shaping programs to reach the 174,000 endstrength. They believe this force level can be achieved through natural...8 Current Planned Drawdown Levels

Physician leadership styles and effectiveness: an empirical study.

PubMed

Xirasagar, Sudha; Samuels, Michael E; Stoskopf, Carleen H

2005-12-01

The authors study the association between physician leadership styles and leadership effectiveness. Executive directors of community health centers were surveyed (269 respondents; response rate = 40.9 percent) for their perceptions of the medical director's leadership behaviors and effectiveness, using an adapted Multifactor Leadership Questionnaire (43 items on a 0-4 point Likert-type scale), with additional questions on demographics and the center's clinical goals and achievements. The authors hypothesize that transformational leadership would be more positively associated with executive directors' ratings of effectiveness, satisfaction with the leader, and subordinate extra effort, as well as the center's clinical goal achievement, than transactional or laissez-faire leadership. Separate ordinary least squares regressions were used to model each of the effectiveness measures, and general linear model regression was used to model clinical goal achievement. Results support the hypothesis and suggest that physician leadership development using the transformational leadership model may result in improved health care quality and cost control.

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.

The dimensions of leadership: a foundation for caring competency.

PubMed

O'Connor, Mary

2008-01-01

The Institute of Medicine (as recorded in their publication, Keeping Patients Safe: Transforming the Work Environment of Nurses), the American Nurses Credentialing Center's Magnet Recognition Program, and the American Organization of Nurse Executives have all called for the attention of caring competencies for nurse leaders. These competencies include skills and behaviors such as communication, relationship management, and building and sustaining trust. The Center for Nursing Leadership's 9 dimensions of leadership-holding the truth, [recognizing the] intellectual and emotional self, discovery of potential, [the] quest for the adventure toward knowing, diversity as a vehicle to wholeness, appreciation of ambiguity, knowing something of life, holding multiple perspectives without judgment, and keeping commitments to oneself-are applied to the behavior and performance of nurse leaders across settings and scope of practice. This article illustrates the embodiment of caring competencies by nurse leaders through the use of the dimensions of leadership.

5 CFR 534.404 - Setting and adjusting pay for senior executives.

Code of Federal Regulations, 2011 CFR

2011-01-01

... appointed senior executives who possess superior leadership or other competencies, as determined by the... things as unique skills, qualifications, or competencies that the individual possesses, and their... leadership or other competencies, as determined by the agency as part of its strategic human capital plan...

Executive competencies in healthcare administration: preceptors of the Army-Baylor University Graduate Program.

PubMed

Finstuen, Kenn; Mangelsdorff, A David

2006-01-01

The purpose of this research was to identify the mentoring and executive competencies required among preceptors of the Army-Baylor University Graduate Program in Health and Business Administration, and to specify the requisite skills, knowledge, and abilities (SKAs) needed to achieve those competencies. In the first wave of inquiry, a list of 123 competencies and associated SKAs was elicited from a network of 80 current and past preceptor executives employing a Delphi methodology using e-mail. An expert panel, which consisted of seven past program directors, examined and sorted the list into four preceptor content domains, viz., Health Systems Management (HS Management), Leadership, Residency Administration, and Community Involvement. Frequency analyses showed that the HS Management domain constituted over half of the competencies, with particular emphasis on strategic thinking, planning, billing, finance, manpower, and contracting. In the second wave, the preceptor Delphi network reviewed the expertpanel list and made 7-pointSKA importance ratings on an 80-item structured questionnaire representative of the four domains. Findings indicated thataverage SKA ratings were reliable and agreed upon to a high degree among preceptors. Results, rank ordered by SKA item means within preceptor content domains and overall, suggested that the most important rated items centered on teamwork, negotiation, interpersonal skills, communication, leadership vision, and customer and healthcare business operations. Outcomes from the competency list are expected to be useful for preceptor mentoring, self-assessment, and for professional development. Additionally, specific SKAs can provide a means for developing job requirements and career performance criteria at a behavioral task level, and can contribute information for identifying continuing education and conference topical needs.

Medical school deans' perceptions of organizational climate: useful indicators for advancement of women faculty and evaluation of a leadership program's impact.

PubMed

Dannels, Sharon; McLaughlin, Jean; Gleason, Katharine A; McDade, Sharon A; Richman, Rosalyn; Morahan, Page S

2009-01-01

The authors surveyed U.S. and Canadian medical school deans regarding organizational climate for faculty, policies affecting faculty, processes deans use for developing faculty leadership, and the impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women. The usable response rate was 58% (n = 83/142). Deans perceived gender equity in organizational climate as neutral, improving, or attained on most items and deficient on four. Only three family-friendly policies/benefits were available at more than 68% of medical schools; several policies specifically designed to increase gender equity were available at fewer than 14%. Women deans reported significantly more frequent use than men (P = .032) of practices used to develop faculty leadership. Deans' impressions regarding the impact of ELAM alumnae on their schools was positive (M = 5.62 out of 7), with those having more fellows reporting greater benefit (P = .01). The deans felt the ELAM program had a very positive influence on its alumnae (M = 6.27) and increased their eligibility for promotion (M = 5.7). This study provides a unique window into the perceptions of medical school deans, important policy leaders at their institutions. Their opinion adds to previous studies of organizational climate focused on faculty perceptions. Deans perceive the organizational climate for women to be improving, but they believe that certain interventions are still needed. Women deans seem more proactive in their use of practices to develop leadership. Finally, deans provide an important third-party judgment for program evaluation of the ELAM leadership intervention, reporting a positive impact on its alumnae and their schools.

Leadership Theories--Managing Practices, Challenges, Suggestions

ERIC Educational Resources Information Center

Hawkins, Cheryl

2009-01-01

A shortage of community college executives due to the number of retirements occurring among current leaders is predicted. An examination of three leadership theories--servant-leadership, business leadership and transformational leadership--suggests techniques for potential community college leaders. Servant-leaders focus on the needs of their…

Executive Management Leadership Institute: Research Results, Volume I.

ERIC Educational Resources Information Center

North Carolina State Dept. of Community Colleges, Raleigh. Div. of Planning and Research Services.

The Executive Management Leadership Institute (EMLI) is a comprehensive sequence of modules designed to support development of administrators in the North Carolina Community College System. As part of the EMLI, participants complete a project demonstrating skill in applying research to the tasks of administration. This report presents three…

Organizational Culture and Leadership Practices in the 75th Ranger Regiment

DTIC Science & Technology

1998-06-05

culture inspires the actions of executive leaders . Edgar Schein predicts this phenomenon in his three level model of organizational culture.1 Executive...culture of the 75th Ranger Regiment developed; and through a survey questionnaire administered to selected leaders in the 75th Ranger Regiment, it explores...prevailing views on the effect unit culture has on leadership practices. This study reveals that, first, executive leaders are more likely than mid

The mindful nurse leader: Key take-away: Go slow before you go fast.

PubMed

Doucette, Jeffrey N; Cotton, Amy; Arnow, Debra; Pipe, Teri; FitzPatrick, Kate

2016-11-01

The first and second articles in this three-part series on mindfulness described the production of the video "In the Moment: Stories of Mindfulness in Nursing" as part of the authors' Robert Wood Johnson Foundation Executive Nurse Fellowship program. In this final installment, we discuss our leadership approaches and lessons learned, both as a team and individuals.

Transforming the Future of Business Processes

DTIC Science & Technology

2008-04-01

Principal Deputy Under Secretary of Defense for Business Transformation Acquisition, finance and accounting, program management —Elizabeth McGrath has experi...executing the de- partment’s primary governance body for business trans- formation, the Defense Business Systems Management Committee (DBSMC... business transformation requires a num- ber of things—leadership commitment, strong investment 3 Defense AT&L: March-April 2008 management , an active

Leading an Independent School Today Means Leading Change

ERIC Educational Resources Information Center

Walpole, Andrew Robert Nicholas

2014-01-01

This Executive Leadership Portfolio (ELP) is the story of my journey through the Ed.D. program that begins with me focusing my work on trying to reverse my school's attrition woes, then changes course as I try to make my project reverse my own failed head of school candidacies, and ends with me discovering that, along the way, I had learned to…

The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development

ERIC Educational Resources Information Center

Rashford, Nicholas S.; de Figueiredo, Joao Neiva

2011-01-01

This article describes a pedagogical technique that has been used successfully for more than 35 years in business education, primarily as a capstone experience in MBA and Executive MBA programs: the live in-class CEO intervention method. This method consists of a CEO bringing to the classroom a strategic issue that she or he is currently…

Knowledge management as a mediator for the efficacy of transformational leadership and quality management initiatives in U.S. health care.

PubMed

Gowen, Charles R; Henagan, Stephanie C; McFadden, Kathleen L

2009-01-01

The health care industry has become one of the largest sectors of the U.S. economy and provides the greatest job growth of any industry. With such growth, effective leadership, knowledge management, and quality programs can ameliorate patient safety outcomes and improve organizational performance. This exploratory study examines the efficacy of transformational leadership, knowledge management, and quality initiatives, each of which has been proven effective in health care organizations. The literature has neglected the relationships among these three types of programs, although they are increasingly implemented simultaneously now. This research tests the degree to which knowledge management could act as a mediator of the effects transformational leadership and quality management have on organizational performance for hospitals. Our survey of U.S. hospitals utilizes validated scales from the literature. By calling and e-mailing quality and other department directors, the data set includes responses from all 50 states in our sample of 370 U.S. hospitals. Statistical tests confirmed acceptable regional distribution, interrater reliability, and control variable characteristics for our sample. Structural equation modeling is used to test the research hypotheses. These preliminary results reveal that transformational leadership and quality management improve knowledge management. In addition, transformational leadership is fully mediated by knowledge responsiveness and quality management is partially mediated by knowledge responsiveness for their effects on organizational performance. The unique contribution of this study includes the suggestion that greater transformational leadership skills are important for health care executives to motivate successful knowledge management initiatives. Secondly, continuous improvements in quality management programs have significant positive impacts on knowledge management and organizational outcomes in hospitals. Finally, successful knowledge management initiatives are more closely tied to patient and organizational outcomes through the enhancement of knowledge responsiveness than by knowledge acquisition and dissemination alone.

Applying the Model of the Interrelationship of Leadership Environments and Outcomes for Nurse Executives: a community hospital's exemplar in developing staff nurse engagement through documentation improvement initiatives.

PubMed

Adams, Jeffrey M; Denham, Debra; Neumeister, Irene Ramirez

2010-01-01

The Model of the Interrelationship of Leadership, Environments & Outcomes for Nurse Executives (MILE ONE) was developed on the basis of existing literature related to identifying strategies for simultaneous improvement of leadership, professional practice/work environments (PPWE), and outcomes. Through existing evidence, the MILE ONE identifies the continuous and dependent interrelationship of 3 distinct concept areas: (1) nurse executives influence PPWE, (2) PPWE influence patient and organizational outcomes, and (3) patient and organizational outcomes influence nurse executives. This article highlights the application of the MILE ONE framework to a community district hospital's clinical documentation performance improvement projects. Results suggest that the MILE ONE is a valid and useful framework yielding both anticipated and unexpected enhancements to leaders, environments, and outcomes.

Loyalty in managed care: a leadership system.

PubMed

Kerns, C D

2000-01-01

Healthcare executives are given a comprehensive and integrated ten-step system to lead their organization toward stabilizing a financial base, improving profitability, and differentiating themselves in the marketplace. This executive guide to implementing loyalty-based leadership can be adapted and used on an immediate basis by healthcare leaders. This article is a useful resource for healthcare executives as they move to make loyalty an organizational resource. Effectively managing the often-fragmented forces of loyalty can produce a healthier bottom line and improve the commitment among key stakeholders within a managed care environment. A brief loyalty-based leadership practices survey is included to serve as a catalyst for leaders and their teams to strategically discuss loyalty and retention in their organization.

Leadership survey. An evaluation of health care executives' challenges.

PubMed

Thrall, T H; Hoppszallern, S

2001-01-01

Locating and keeping employees represents one of the greatest challenges facing health care leaders today. This is a key finding of the third Leadership Survey of executives in physician practices, managed care organizations and hospitals. The survey is sponsored by the Medical Group Management Association and Hospitals & Health Networks magazine. Other significant results: Practices put the most emphasis on teamwork, training and staff development as methods to combat labor shortages; practice executives count adequacy of reimbursements and physician productivity as top leadership challenges, along with the availability of qualified workers; practices choose print advertising and the addition of new products and services as the best ways for them to build market share.

[The influence of leadership experience on the style of resolving management decisions by executives of healthcare institutions].

PubMed

Vezhnovets', T A

2013-12-01

The aim of our study was to examine the influence of age and management experience of executives in healthcare institutions at the style of decision-making. The psychological study of 144 executives was conducted. We found out that the age of executives in healthcare institutions does not affect the style of managerial decision making, while experience in leadership position does. Also it was established that the more experienced leader is, the more often he will make decision in authoritative, autonomous, marginal style and the less management experience is, the more likely is the usage of indulgent and situational style. Moreover, the authoritarian style is typical for younger executives, marginal and autonomous is typical for elder executives.

A Critical Examination of Senior Executive Leadership Succession Planning and Management with Implications for Underrepresented Minorities

ERIC Educational Resources Information Center

Jackson, LeKeisha D.

2017-01-01

Guided by the research questions, this study utilized a sequential explanatory mixed methods research design to examine senior executive leadership succession planning at four-year, predominately white, doctoral universities in the state of Georgia. Utilizing the Representative Bureaucracy theory and the Mateso SPM conceptual model, this study…

Leadership. The personal touch.

PubMed

Best, G; Brazil, R; Fry, M; Joyce, L; Owens, J; Pashley, S

1997-10-16

The government is likely to move from a centralised corporatist form of governance to a more collaborative approach. This will require chief executives to rely on a style of leadership which derives more from personal influence than positional forms of power. It may be time to discuss the future of politically appointed chairs and whether the chief executive should be the sole local leader. The government's commitment to delegating power to regional tiers is likely to have a major impact on the nature of leadership in the NHS.

Cultivating future nurse leaders with student nurses associations.

PubMed

Akans, Merlana; Harrington, Maura; McCash, John; Childs, Ashlyn; Gripentrog, Jessica; Cole, Sharon; Fitzgerald, Kevin; Searing, Kimberly; Fuehr, Patricia

2013-01-01

Student nurses associations (SNAs) assist in developing tomorrow's nurse leaders. In this article, executive board members of an SNA in a traditional baccalaureate nursing program at a public regional university recounted common themes in their participation in an SNA. These broad themes included leadership, mentorship and communication, all which foster professional development through the acquisition of specific knowledge, skills and experiences. © 2013 AWHONN.

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.

5 CFR 412.401 - Continuing executive development.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Section 412.401 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Executive Development § 412.401 Continuing executive... participation in short-term and longer-term experiences, meet organizational needs for leadership, managerial...

Advancing the nursing profession begins with leadership.

PubMed

O'Neill, Jennifer A

2013-04-01

This bimonthly department, sponsored by the American Organization of Nurse Executives (AONE), presents information to assist nurse leaders in shaping the future of healthcare through creative and innovative leadership. The strategic priorities of AONE anchor the editorial content. They reflect contemporary healthcare and nursing practice issues that challenge nurse executives as they strive to meet the needs of patients.

Public Policy for Higher Education in the United States: A Brief History of State Leadership

ERIC Educational Resources Information Center

Lingenfelter, Paul E.

2014-01-01

The State Higher Education Executive Officers (SHEEO) is the national association of the chief executives of statewide governing, policy, and coordinating boards of postsecondary education. Founded in 1954, SHEEO serves its members as an advocate for state policy leadership, as a liaison between states and the federal government, as a vehicle for…

Next generation leadership: a profile of self-rated competencies among administrative resident and fellows.

PubMed

Helfand, Brad; Cherlin, Emily; Bradley, Elizabeth H

2005-01-01

Healthcare executives and program faculty have voiced concerns that early careerists lack needed competencies for future leadership in the increasingly complex healthcare industry. However, empirical studies of early careerists' competency levels are limited. We sought to describe administrative fellows' and residents' (n = 78, response rate 73.6%) self-rated competency in several key areas and assess how these ratings differed by individuals' gender, age, prior work experience, year of graduate training, and type of degree program. Respondents rated their competence particularly high (41.7% of respondents rated themselves "A") in the domain of interpersonal and emotional intelligence, which included being an effective team leader and member, coaching and developing others, self-awareness, and self-regulation. Lower ratings were in the domains of facilities management and in development and fundraising. Compared to males, females rated their competency in the financial skills domain lower (P-value = 0.04). Age, prior work experience, year of graduate training, and type of degree program were not significantly associated with self-rated competency in any area. These results provide early evidence that may help program faculty and preceptors consider pedagogical approaches that reflect students' vocalized needs and may help to design strategies that effectively cultivate next generation leadership.

Opportunities and strategies in contemporary health system executive leadership.

PubMed

McCausland, Maureen P

2012-01-01

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

Leadership line care rounds: Application of the engage, educate, execute, and evaluate improvement model for the prevention of central line-associated bloodstream infections in children with cancer.

PubMed

Owings, Angie; Graves, JoBeth; Johnson, Sherry; Gilliam, Craig; Gipson, Mike; Hakim, Hana

2018-02-01

To prevent central line-associated bloodstream infections (CLABSIs), leadership line care rounds (LLCRs) used the engage, educate, execute, and evaluate improvement model to audit compliance, identify barriers and opportunities, empower patients and families, and engage leadership. Findings of excellence and improvement opportunities were communicated to unit staff and managers. LLCRs contributed to compliance with CLABSI prevention interventions. Copyright © 2018 Association for Professionals in Infection Control and Epidemiology, Inc. Published by Elsevier Inc. All rights reserved.

The relationship between transformational leadership and social capital in hospitals--a survey of medical directors of all German hospitals.

PubMed

Hammer, Antje; Ommen, Oliver; Röttger, Julia; Pfaff, Holger

2012-01-01

The German hospital market has been undergoing major changes in recent years. Success in this new market is determined by a multitude of factors. One is the quality of the social relationships between staff and the presence of shared values and rules. This factor can be considered an organization's "social capital." This study investigates the relationship between social capital and leadership style in German hospitals using a written survey of medical directors. In 2008, a cross-sectional representative study was conducted with 1224 medical directors from every hospital in Germany with at least 1 internal medicine unit and 1 surgery unit. Among the scales included in the standardized questionnaire were scales used to assess the medical directors' evaluation of social capital and transformational leadership in the hospital. We used a multiple linear regression model to examine the relationship between social capital and internal coordination. We controlled for hospital ownership, teaching status, and number of beds. In total, we received questionnaires from 551 medical directors, resulting in a response rate of 45.2%. The participating hospitals had an average of 345 beds. The sample included public (41.3%), not-for-profit (46.9%), and for-profit (11.7%) hospitals. The data, which exclusively represent the perceptions of the medical directors, indicate a significant correlation between a transformational leadership style of the executive management and the social capital as perceived by medical directors. A transformational leadership style of the executive management accounted for 36% of variance of the perceived social capital. The perceived social capital in German hospitals is closely related to the leadership style of the executive management. A transformational leadership style of the executive management appears to successfully strengthen the hospital's social capital.

Nursing leadership succession planning in Veterans Health Administration: creating a useful database.

PubMed

Weiss, Lizabeth M; Drake, Audrey

2007-01-01

An electronic database was developed for succession planning and placement of nursing leaders interested and ready, willing, and able to accept an assignment in a nursing leadership position. The tool is a 1-page form used to identify candidates for nursing leadership assignments. This tool has been deployed nationally, with access to the database restricted to nurse executives at every Veterans Health Administration facility for the purpose of entering the names of developed nurse leaders ready for a leadership assignment. The tool is easily accessed through the Veterans Health Administration Office of Nursing Service, and by limiting access to the nurse executive group, ensures candidates identified are qualified. Demographic information included on the survey tool includes the candidate's demographic information and other certifications/credentials. This completed information form is entered into a database from which a report can be generated, resulting in a listing of potential candidates to contact to supplement a local or Veterans Integrated Service Network wide position announcement. The data forms can be sorted by positions, areas of clinical or functional experience, training programs completed, and geographic preference. The forms can be edited or updated and/or added or deleted in the system as the need is identified. This tool allows facilities with limited internal candidates to have a resource with Department of Veterans Affairs prepared staff in which to seek additional candidates. It also provides a way for interested candidates to be considered for positions outside of their local geographic area.

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

PubMed

Rivera, Tiziana

2014-03-01

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

The Leadership Gap: Preparing Leaders for Urban Schools

ERIC Educational Resources Information Center

Lee, Omaira Z.

2010-01-01

The purpose of this mixed-methods, purposive case study was to investigate the impact of participation in the Metropolitan ISD Principal Coaching Initiative (MPCI) on leadership practice. The MPCI is a district-wide executive leadership capacity building strategy, which combines the District's standards-based leadership curriculum with a…

Adopting the Transformational Leadership Perspective in a Complex Research Environment

ERIC Educational Resources Information Center

Atkinson, Timothy N.; Pilgreen, Tom

2011-01-01

Transformational Leadership is a popular topic among leadership scholars, but for research administrators, Transformational Leadership might seem like an enigmatic approach given its various contexts. Research administrators might think the transformational approach is only for executives, or that they do not have enough staff to call themselves…

Strategic Leadership in Schools

ERIC Educational Resources Information Center

Williams, Henry S.; Johnson, Teryl L.

2013-01-01

Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…

Common competencies for all healthcare managers: the Healthcare Leadership Alliance model.

PubMed

Stefl, Mary E

2008-01-01

Today's healthcare executives and leaders must have management talent sophisticated enough to match the increased complexity of the healthcare environment. Executives are expected to demonstrate measurable outcomes and effectiveness and to practice evidence-based management. At the same time, academic and professional programs are emphasizing the attainment of competencies related to workplace effectiveness. The shift to evidence-based management has led to numerous efforts to define the competencies most appropriate for healthcare. The Healthcare Leadership Alliance (HLA), a consortium of six major professional membership organizations, used the research from and experience with their individual credentialing processes to posit five competency domains common among all practicing healthcare managers: (1) communication and relationship management, (2) professionalism, (3) leadership, (4) knowledge of the healthcare system, and (5) business skills and knowledge. The HLA engaged in a formal process to delineate the knowledge, skills, and abilities within each domain and to determine which of these competencies were core or common among the membership of all HLA associations and which were specialty or specific to the members of one or more HLA organizations. This process produced 300 competency statements, which were then organized into the Competency Directory, a unique and interactive database that can be used for assessing individual and organizational competencies. Overall, this work helps to unify the field of healthcare management and provides a lexicon and a basis for collaboration among different types of healthcare executives. This article discusses the steps that the HLA followed. It also presents the HLA Competency Directory; its application and relevance to the practitioner and academic communities; and its strengths, limitations, and potential.

The APA/HRSA Faculty Development Scholars Program: introduction to the supplement.

PubMed

Osborn, Lucy M; Roberts, Kenneth B; Greenberg, Larrie; DeWitt, Tom; Devries, Jeffrey M; Wilson, Modena; Simpson, Deborah E

2004-01-01

The purpose of this project was to improve pediatric primary care medical education by providing faculty development for full-time and community-based faculty who teach general pediatrics to medical students and/or residents in ambulatory pediatric community-based settings. Funding for the program came through an interagency agreement with the Health Resources and Services Administration (HRSA) and the Agency for Healthcare Research and Quality (AHRQ). A train-the-trainer model was used to train 112 scholars who could teach skills to general pediatric faculty across the nation. The three scholar groups focused on community-based ambulatory teaching; educational scholarship; and executive leadership. Scholars felt well prepared to deliver faculty development programs in their home institutions and regions. They presented 599 workshops to 7989 participants during the course of the contract. More than 50% of scholars assumed positions of leadership, and most reported increased support for medical education in their local and regional environments. This national pediatric faculty development program pioneered in the development of a new training model and should guide training of new scholars and advanced and continuing training for those who complete a basic program.

The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets

ERIC Educational Resources Information Center

Morgan, Howard, Ed.; Harkins, Phil, Ed.; Goldsmith, Marshall, Ed.

2004-01-01

Leadership coaching has become vitally important to today's most successful businesses. This book is a landmark resource that presents a variety of perspectives and best practices from today's top executive coaches. It provides valuable guidance on exactly what the best coaches are now doing to get the most out of leaders, for now and into the…

Breaking through the glass ceiling: women in executive leadership positions--Part I.

PubMed

Parsons, Lynn C; Reiss, Patricia L

2004-01-01

Women have had their share of difficulties climbing the corporate ladder in their chosen professional roles. Excellent role models exist for nurses to look up to as role models for leadership and executive level positions. Nurses and women must strive to achieve their goals of attaining executive/management level positions in their respective organizations. The glass ceiling still exists; however, women are slowly eroding that glass barrier and reaching their professional goals. In reviewing the struggles that men in nursing have encountered in a predominantly female profession, one realizes that stereotypical attitudes do cross gender lines. The authors conclude that executive level positions need to be opened more to women, just as the nursing profession must be more welcoming to men. The profession of nursing will only become stronger with gender diversity. Women encounter barriers when aspiring to executive level positions. In the next issue of SCI Nursing, the authors will report on what the evidence says about women in leadership roles, and the challenges they have and will continue to face.

Expanded USGS science in the Chesapeake Bay restoration

USGS Publications Warehouse

Phillips, Scott

2010-01-01

In May 2009, the President issued Executive Order (EO) 13508 for Chesapeake Bay Protection and Restoration. For the first time since the creation of the Chesapeake Bay Program (CBP) in 1983, the full weight of the Federal Government will be used to address the challenges facing the Chesapeake Bay. The EO directs the U.S. Department of the Interior (DOI), represented by the National Park Service (NPS), the U.S. Fish and Wildlife Service (USFWS), and the U.S. Geological Survey (USGS), to expand its efforts and increase leadership to restore the Bay and its watershed. A Federal Leadership Committee (FLC) was established to ensure coordination of Federal activities and consult with states and stakeholders to align restoration efforts.

Education Program for Ph.D. Course to Cultivate Literacy and Competency

NASA Astrophysics Data System (ADS)

Yokono, Yasuyuki; Mitsuishi, Mamoru

The program aims to cultivate internationally competitive young researchers equipped with Fundamental attainment (mathematics, physics, chemistry and biology, and fundamental social sciences) , Specialized knowledge (mechanical dynamics, mechanics of materials, hydrodynamics, thermodynamics, design engineering, manufacturing engineering and material engineering, and bird‧s-eye view knowledge on technology, society and the environment) , Literacy (Language, information literacy, technological literacy and knowledge of the law) and Competency (Creativity, problem identification and solution, planning and execution, self-management, teamwork, leadership, sense of responsibility and sense of duty) to become future leaders in industry and academia.

48 CFR 970.2301-1 - Policy.

Code of Federal Regulations, 2010 CFR

2010-10-01

... Management, and Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance..., Acquisition Considerations Regarding Federal Leadership in Environmental, Energy, and Economic Performance...

48 CFR 970.2301-1 - Policy.

Code of Federal Regulations, 2014 CFR

2014-10-01

... Management, and Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance..., Acquisition Considerations Regarding Federal Leadership in Environmental, Energy, and Economic Performance...

48 CFR 970.2301-1 - Policy.

Code of Federal Regulations, 2013 CFR

2013-10-01

... Management, and Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance..., Acquisition Considerations Regarding Federal Leadership in Environmental, Energy, and Economic Performance...

48 CFR 970.2301-1 - Policy.

Code of Federal Regulations, 2012 CFR

2012-10-01

... Management, and Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance..., Acquisition Considerations Regarding Federal Leadership in Environmental, Energy, and Economic Performance...

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

28 CFR Appendix A to Part 41 - Leadership and Coordination of Nondiscrimination Laws

Code of Federal Regulations, 2010 CFR

2010-07-01

... 28 Judicial Administration 1 2010-07-01 2010-07-01 false Leadership and Coordination of.... A Appendix A to Part 41—Leadership and Coordination of Nondiscrimination Laws Executive Order 12250... Code, and in order to provide, under the leadership of the Attorney General, for the consistent and...

28 CFR Appendix A to Part 41 - Leadership and Coordination of Nondiscrimination Laws

Code of Federal Regulations, 2014 CFR

2014-07-01

... 28 Judicial Administration 1 2014-07-01 2014-07-01 false Leadership and Coordination of.... A Appendix A to Part 41—Leadership and Coordination of Nondiscrimination Laws Executive Order 12250... Code, and in order to provide, under the leadership of the Attorney General, for the consistent and...

28 CFR Appendix A to Part 41 - Leadership and Coordination of Nondiscrimination Laws

Code of Federal Regulations, 2012 CFR

2012-07-01

... 28 Judicial Administration 1 2012-07-01 2012-07-01 false Leadership and Coordination of.... A Appendix A to Part 41—Leadership and Coordination of Nondiscrimination Laws Executive Order 12250... Code, and in order to provide, under the leadership of the Attorney General, for the consistent and...

28 CFR Appendix A to Part 41 - Leadership and Coordination of Nondiscrimination Laws

Code of Federal Regulations, 2013 CFR

2013-07-01

... 28 Judicial Administration 1 2013-07-01 2013-07-01 false Leadership and Coordination of.... A Appendix A to Part 41—Leadership and Coordination of Nondiscrimination Laws Executive Order 12250... Code, and in order to provide, under the leadership of the Attorney General, for the consistent and...

Leadership Styles of Effective Female Administrators in Higher Education

ERIC Educational Resources Information Center

Hough, Mayra Alayon

2010-01-01

The increase number of females in leadership positions provides new opportunities to observe them as leaders. The purpose of this research was to study leadership and to identify the contextual, societal and cultural factors that determined and influenced the styles of leadership of female executives in higher education. The study profiled the…

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

PubMed

Comack, Margret Tannis

2012-01-01

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

5 CFR 250.202 - Office of Personnel Management responsibilities.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this critical leadership responsibility, OPM adopts the Human Capital Assessment and Accountability Framework... agency's mission-critical occupations; ensuring leadership continuity through the implementation of...

5 CFR 250.202 - Office of Personnel Management responsibilities.

Code of Federal Regulations, 2013 CFR

2013-01-01

... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this critical leadership responsibility, OPM adopts the Human Capital Assessment and Accountability Framework... agency's mission-critical occupations; ensuring leadership continuity through the implementation of...

5 CFR 250.202 - Office of Personnel Management responsibilities.

Code of Federal Regulations, 2014 CFR

2014-01-01

... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this critical leadership responsibility, OPM adopts the Human Capital Assessment and Accountability Framework... agency's mission-critical occupations; ensuring leadership continuity through the implementation of...

5 CFR 250.202 - Office of Personnel Management responsibilities.

Code of Federal Regulations, 2012 CFR

2012-01-01

... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this critical leadership responsibility, OPM adopts the Human Capital Assessment and Accountability Framework... agency's mission-critical occupations; ensuring leadership continuity through the implementation of...

5 CFR 250.202 - Office of Personnel Management responsibilities.

Code of Federal Regulations, 2011 CFR

2011-01-01

... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this critical leadership responsibility, OPM adopts the Human Capital Assessment and Accountability Framework... agency's mission-critical occupations; ensuring leadership continuity through the implementation of...

Geographic mobility advances careers: study of the Executive Leadership in Academic Medicine (ELAM) program for women.

PubMed

McLean, Marsha R; Morahan, Page S; Dannels, Sharon A; McDade, Sharon A

2013-11-01

To explore whether geographic mobility is associated with career advancement of women in U.S. medical schools who are entering mid- to executive-level positions. Using an existing dataset of 351 participants in academic medicine who attended the Executive Leadership in Academic Medicine (ELAM) Program for Women (1996-2005) (adjusted to 345 participants in some analyses because data on initial faculty rank were missing), the authors conducted a quantitative study in 2009 to determine whether geographic mobility was associated with administrative promotion for those who relocated geographically (from employer while attending ELAM to employer at last job of record). Twenty-four percent of women (83/345) relocated geographically (movers) after attending ELAM. Moving had a positive association with career advancement (P = .001); odds for promotion were 168% higher for movers than for stayers [odds ratio Exp(β) = 2.684]. Movers attained higher administrative positions (P = .003), and more movers (60%) were promoted at the most recent job compared with stayers (40%) (P = .0001). Few movers changed city size; 70% already resided in large or urban cities where most medical schools are located. Age was not a barrier to mobility. Career advancement was not related to research reputation (National Institutes of Health grant award ranking) of participants' schools (either at time of attending ELAM or post-ELAM). Similar to findings outside academic medicine, 24% of women classified as geographic "movers" among midcareer faculty in medical schools attained career advantages. Psychosocial and socioeconomic factors underlying women's relocation decisions require additional study.

Internal Realignment of TAC (Tactical Air Command) Services Squadrons.

DTIC Science & Technology

1985-04-01

shows where consolidated management is possible. The paper also shows that the current organizatinal configuration does not totally comply with Air...activities in one area in the squadron? Henry H. Albers, in his book, Organized Executive Action: Discussion Making, Communication, and Leadership discusses...Henry H. Organized Executive Action: Decision Making, Communication, and Leadership . New York: John Wiley and Sons, Inc., 1962. 2. Brinckloe, William D

Advancing women and closing the leadership gap: the Executive Leadership in Academic Medicine (ELAM) program experience.

PubMed

Richman, R C; Morahan, P S; Cohen, D W; McDade, S A

2001-04-01

Women are persistently underrepresented in the higher levels of academic administration despite the fact that they have been entering the medical profession in increasing numbers for at least 20 years and now make up a large proportion of the medical student body and fill a similar proportion of entry level positions in medical schools. Although there are no easy remedies for gender inequities in medical schools, strategies have been proposed and implemented both within academic institutions and more broadly to achieve and sustain the advancement of women faculty to senior level positions. Substantial, sustained efforts to increase programs and activities addressing the major obstacles to advancement of women must be put in place so that the contributions of women can be fully realized and their skills fittingly applied in meeting the medical education and healthcare needs of all people in the 21st century.

A Leadership Intervention to Further the Training of Female Faculty (LIFT-OFF) in Radiology.

PubMed

Spalluto, Lucy B; Spottswood, Stephanie E; Deitte, Lori A; Chern, Alexander; Dewey, Charlene M

2017-06-01

Women are under-represented in the field of radiology, occupy a minority of leadership positions, and, at our institution, have not achieved the same level of academic success as their male counterparts. Consequently, the authors designed, implemented, and evaluated the Leadership Intervention to Further the Training of Female Faculty (LIFT-OFF) program to (1) improve access to opportunities for women's faculty development and advancement, and (2) improve clarification of expectations about the role and path of advancement. LIFT-OFF was developed based on the results of a needs assessment survey. The results generated 14 priority topics, which served as the basis for educational modules conducted by expert speakers. Module effectiveness was assessed with pre- and postsurveys to elicit participant knowledge about the targeted subject matter. A formative program evaluation was performed at the completion of year 1 of 2 to assess outcomes and impacts to date. Seventeen of 55 (31%) educational module post-survey questions demonstrated a statistically significant (P < 0.05) increase in "yes" responses, indicating an improved understanding of targeted information. At year 1, 75% of the participants indicated that the program improved access to faculty development opportunities and 62% reported improved access to career advancement opportunities. Satisfaction with pace of professional advancement increased from 25% to 46% for junior women faculty (P = 0.046). Faculty development programs such as LIFT-OFF can provide career development opportunities and executive skills necessary for women to achieve academic career success and assume leadership positions. Copyright © 2017 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.

5 CFR 412.401 - Continuing executive development.

Code of Federal Regulations, 2011 CFR

2011-01-01

... participation in short-term and longer-term experiences, meet organizational needs for leadership, managerial improvement, and organizational results; (2) Address enhancement of existing executive competencies and such other competencies as will strengthen the executive's performance; (3) Outline developmental...

Congress of Neurological Surgeons

MedlinePlus

... content About Us President's Message Mission and Vision Leadership & Committees Committee Participation Join a Committee 2017–2018 CNS Resident Leadership Fellows Executive Committee Annual Meeting Awards Bylaws Compliance & ...

NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and Industry

NASA Technical Reports Server (NTRS)

1984-01-01

The purpose of the Symposium is to increase the awareness of productivity and quality issues in the United States, and to foster national initiatives through government and industry executive leadership. The Symposium will provide a forum for discussion of white-collar productivity issues by experienced executives from successful organizations and an opportunity to share information learned through Productivity initiatives in govemment, industry and academic organizations. It will focus on white-collar organizational issues that are common to large companies and technology oriented organizations. The Symposium program will include strategies for improving operations in government and industry and will be responsive to the management issues viewed necessary to increase our nation's productivity growth rate.

Transactors, Transformers and Beyond. A Multi-Method Development of a Theoretical Typology of Leadership.

ERIC Educational Resources Information Center

Pearce, Craig L.; Sims, Henry P., Jr.; Cox, Jonathan F.; Ball, Gail; Schnell, Eugene; Smith, Ken A.; Trevino, Linda

2003-01-01

To extend the transactional-transformational model of leadership, four theoretical behavioral types of leadership were developed based on literature review and data from studies of executive behavior (n=253) and subordinate attitudes (n=208). Confirmatory factor analysis of a third data set (n=702) support the existence of four leadership types:…

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.

Leading change in diversity and cultural competence.

PubMed

de Leon Siantz, Mary Lou

2008-01-01

This article describes an expanded leadership role needed in schools of nursing as the nurse of the 21st century is prepared to assume expanded roles in a diverse society. With schools of nursing becoming more global, and the diverse population of the United States rapidly growing, a critical need exists for nurses who are ready to partner in the health care that multicultural communities need locally, nationally, and globally. Diversity and cultural competence have now become central issues in nursing education, research, practice, and health policy. Diversity leadership in a school of nursing can no longer concentrate only on issues of affirmative action, recruitment, and retention. The purpose of this article is to discuss how diversity leadership must increasingly focus on building a corporate environment in schools of nursing that integrates diversity and cultural competence with the strategic plan of the School's Chief Nursing Officer, across academic programs, research, practice, and public policy to eliminate health disparities in partnership with faculty, students, staff, the University infrastructure, and the community at large. The theoretical framework that guided the strategic planning is based on the model used by the Robert Wood Johnson Executive Nurse Fellowship Program. Examples of program initiatives designed to implement the strategic plan to strengthen the diversity and cultural competence of one school of nursing environment are described.

Leading ladies: women in healthcare leadership.

PubMed

Fontenot, Teri

2012-01-01

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

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

PubMed

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

2005-03-01

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

Management issues in hematopoietic stem cell transplantation.

PubMed

Rice, Robert David; Bailey, Gay

2009-05-01

To describe the leadership and management challenges of creating and maintaining a comprehensive hematopoietic stem cell transplant program. Research studies, review articles, databases, and web sites. Nurses at all levels of practice must conceptualize and execute expert specialized care through all phases of transplantation. Attention must be paid to specialized functions such as care coordination and case management, as well as scope of practice. Focus must be given to quality assessment and improvement. As the field of transplant grows and evolves, expert nursing leadership will be required to manage the continuum of care as patients move between health care settings. The increased emphasis on outpatient care, cost containment, and consumer and regulatory demand for quality will continue to challenge nurse leaders to manage creative enterprises.

Who will lead?

PubMed

Gustafson, R P; Schlosser, J R

1997-01-01

A recent survey conducted by the UCLA Center for Health Services Management and the Physician Executive Practice of Heidrick & Struggles, an executive search firm, sheds light on the emerging physician executive's role. The goal of the research was to identify success factors as a means of evaluating and developing effective industry leaders. Respondents were asked to look at specific skills in relation to nine categories: Communication, leadership, interpersonal skills, self-motivation/management, organizational knowledge, organizational strategy, administrative skills, and thinking. Communication, leadership, and self-motivation/management emerged, in that order, as the three most important success factors for physician executives. An individual's general competencies, work styles, and ability to lead others through organizational restructuring defines his or her appropriateness for managerial positions in the health care industry.

Women as School Executives: Research and Reflections on Educational Leadership.

ERIC Educational Resources Information Center

Korcheck, Stephanie A., Ed.; Reese, Marianne, Ed.

This monograph is a collection of articles on research and reflection by faculty and practitioners on educational leadership. Part I, "Leading a Learning Organization," contains the following articles: "Emotional Intelligence and Leading a Learning Organization" (C. Sue McCullough); "Women's Leadership Through Agency"…

5 CFR 960.106 - OPM leadership.

Code of Federal Regulations, 2010 CFR

2010-01-01

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

76 FR 61350 - DOE Response to Defense Nuclear Facilities Safety Board's Request for Clarification on...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-04

...., that the independence, stature, and leadership experience of the implementation team that will be... technical competence, objectivity, experience in safety management, executive leadership, and a clear... the power of perceptions fully into account. 4. The independence, public stature, and leadership...

Vietnam: A Failure of Strategy and Leadership

DTIC Science & Technology

2013-04-30

AND LEADERSHIP SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF MILITARY STUDIES AUTHOR: MAJOR D. M. CROUSORE, USMC...Q__ Date: ’::?:D l:foell 0<..01~ (/ i Executive Summary Title: VIETNAM: A FAILURE OF STRATEGY AND LEADERSHIP Author: Major D. M

5 CFR 960.106 - OPM leadership.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 5 Administrative Personnel 2 2013-01-01 2013-01-01 false OPM leadership. 960.106 Section 960.106 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL EXECUTIVE BOARDS § 960.106 OPM leadership. (a) Role of the Director. The Director is responsible to the...

5 CFR 960.106 - OPM leadership.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 5 Administrative Personnel 2 2014-01-01 2014-01-01 false OPM leadership. 960.106 Section 960.106 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL EXECUTIVE BOARDS § 960.106 OPM leadership. (a) Role of the Director. The Director is responsible to the...

5 CFR 960.106 - OPM leadership.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 5 Administrative Personnel 2 2012-01-01 2012-01-01 false OPM leadership. 960.106 Section 960.106 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL EXECUTIVE BOARDS § 960.106 OPM leadership. (a) Role of the Director. The Director is responsible to the...

5 CFR 960.106 - OPM leadership.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 5 Administrative Personnel 2 2011-01-01 2011-01-01 false OPM leadership. 960.106 Section 960.106 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) FEDERAL EXECUTIVE BOARDS § 960.106 OPM leadership. (a) Role of the Director. The Director is responsible to the...

3 CFR - Federal Leadership on Energy Management

Code of Federal Regulations, 2014 CFR

2014-01-01

... 3 The President 1 2014-01-01 2014-01-01 false Federal Leadership on Energy Management Presidential Documents Other Presidential Documents Memorandum of December 5, 2013 Federal Leadership on Energy Management Memorandum for the Heads of Executive Departments and Agencies In order to create a clean energy...

Latina Community College Leadership in California: Pathways to Executive Management

ERIC Educational Resources Information Center

Delgadillo, Monica D.

2017-01-01

Purpose: The purpose of this qualitative study was to examine the learned experiences, challenges, and leadership pathways of Latinas currently in California community college management positions. Latinas have been underrepresented in community college leadership positions. Currently, women constitute a majority of those attending college, and…

Vision 2010: Pharmacy Executive Leadership Skills and Associated Competencies in the Department of Defense

DTIC Science & Technology

2002-01-01

management , drug therapy management , pharmacy benefit management , and leadership . During the Delphis second phase, respondents provided...of the top 15 rated SKA items came from the drug therapy management , leadership , and formulary management domains. Results indicate that the issues... management and technology, financial resources, formulary management , drug therapy management , pharmacy benefit management , and leadership . During

Presidential Creeds and Character

ERIC Educational Resources Information Center

Nelson, Stephen J.

2007-01-01

In recent years, there has been an explosion of books about leaders and leadership. These range from autobiographical, personal accounts of corporate executives to self-help applications of leadership skills in everyday life handbooks. Regardless of the genre, rarely do more than a few pages in any book about leadership go by before the reader…

Bridging the Chasm: Emerging Model of Leadership in Intercollegiate Athletics Governance

ERIC Educational Resources Information Center

Chandler, John C., III

2011-01-01

This dissertation examined how the executive leadership model influenced the leadership and governance of intercollegiate athletics. The focus centered on understanding the role of Athletic Directors who concurrently serve as institutional Vice Presidents using the Social Constructivist framework. Qualitative analysis was utilized to achieve the…

Leadership Magazine. Volume 33, Number 3

ERIC Educational Resources Information Center

Leadership, 2004

2004-01-01

Every month, "Leadership" features articles written in an informal, conversational style that provide practical information for school administrators. This issue of "Leadership" contains the following titles: (1) "The Bonstingl Personal Executive Stress Audit: Find out What You Can Do--Starting Today--To Build a Healthier Life"; "Work Worth Doing:…

One Hundred Top Small District Executive Educators: Their Personalities and Leadership Styles.

ERIC Educational Resources Information Center

Lueder, Donald C.

1989-01-01

Of 75 small-district educational administrators identified as successful, a significant number displayed intuitive and thinking psychological types and preferred visionary rational leadership styles. This was particularly true for female administrators and was contrary to the traditional rational leadership style seen in earlier studies of…

Workflow Management Systems for Molecular Dynamics on Leadership Computers

NASA Astrophysics Data System (ADS)

Wells, Jack; Panitkin, Sergey; Oleynik, Danila; Jha, Shantenu

Molecular Dynamics (MD) simulations play an important role in a range of disciplines from Material Science to Biophysical systems and account for a large fraction of cycles consumed on computing resources. Increasingly science problems require the successful execution of ''many'' MD simulations as opposed to a single MD simulation. There is a need to provide scalable and flexible approaches to the execution of the workload. We present preliminary results on the Titan computer at the Oak Ridge Leadership Computing Facility that demonstrate a general capability to manage workload execution agnostic of a specific MD simulation kernel or execution pattern, and in a manner that integrates disparate grid-based and supercomputing resources. Our results build upon our extensive experience of distributed workload management in the high-energy physics ATLAS project using PanDA (Production and Distributed Analysis System), coupled with recent conceptual advances in our understanding of workload management on heterogeneous resources. We will discuss how we will generalize these initial capabilities towards a more production level service on DOE leadership resources. This research is sponsored by US DOE/ASCR and used resources of the OLCF computing facility.

Testing the leadership and organizational change for implementation (LOCI) intervention in substance abuse treatment: a cluster randomized trial study protocol.

PubMed

Aarons, Gregory A; Ehrhart, Mark G; Moullin, Joanna C; Torres, Elisa M; Green, Amy E

2017-03-03

Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and fertile context for EBP implementation. The approach seeks to cultivate and sustain both effective general and implementation leadership as well as organizational strategies and support that will remain after the study has ended. Development of a positive implementation climate for MI should result in more positive service provider attitudes and behaviors related to the use of MI and, ultimately, higher fidelity in the use of MI. This study is registered with Clinicaltrials.gov ( NCT03042832 ), 2 February 2017, retrospectively registered.

Improving Communication Between Senior Air Force Leadership and Troops in the Field

DTIC Science & Technology

2002-04-01

Leadership................................................................................................12 Constitutional Separation of Powers .....................................................................12...transform its organizational characteristics. Constitutional Separation of Powers The Department of Defense falls within the executive branch of the

Building leadership capacity in advanced nurse practitioners - the role of organisational management.

PubMed

Elliott, Naomi

2017-01-01

To highlight the organisation-level management's role in building leadership capacity in advanced nurse practitioners and the need for appropriate supports to increase their becoming leaders. Little is published about the role of organisation-level management in building leadership capacity and in developing the next generation of nurse leaders. In times of economic constraint, organisations need to focus their efforts on targeted leadership initiatives. Advanced nurse practitioners are ideally positioned to act as leaders both within and beyond the health care organisation. From the available research evidence, several support structures and mechanisms are identified as enablers for advanced nurse practitioners to enact their leadership role. Health care organisations need to include building leadership capacity as a priority in their strategic plan and take action to build-up the level of advanced nurse practitioner leadership. Nurse executives have a vital role in influencing the organisation's strategic plan and making a business case for prioritising leadership capacity building within advanced nurse practitioners. A challenge for nurse executives faced with competing service and leadership development demands, involves strategic decision-making regarding whether the advanced nurse practitioner's role is limited to service delivery or its potential in leading health care reforms is realised. © 2016 John Wiley & Sons Ltd.

78 FR 45948 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-30

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

78 FR 65698 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-01

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

78 FR 15033 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-08

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... of the Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

78 FR 45949 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-30

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

76 FR 22130 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-20

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

Executive Development Programs in the U.S. Air Force: Does Diversity Matter?

DTIC Science & Technology

2000-04-01

PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME AND ADDRESS Air Command and Staff College Maxwell Air Force Base...AL36112 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME AND ADDRESS , 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S...leadership positions to the organization?s members who have diverse backgrounds (ethnic, religious or gender ), engendering a stronger work effort

Transforming Leadership in the FBI: A Recommendation for Strategic Change

DTIC Science & Technology

2007-03-01

move to another part of the country (rather than to innovate or to further develop bureau programs). The management system as it existed when I...Supervisory Special Agent Roger Trott who currently serves as the Executive Director of the FBI National Academy Associates. Trott championed the cause of...initiatives occurring in recent times have happened as a result of Trot’s foresight. When asked if the FBI is an organization that is well-led, Trott had

ACHP | News | ACHP Publishes New Guidance

Science.gov Websites

leadership in Environmental, Energy, and Economic Performance (5/5/2011) [This report was prepared in Section 2(g) of Executive Order 13514: Federal Leadership in Environmental, Energy, and Economic

Leadership development in a professional medical society using 360-degree survey feedback to assess emotional intelligence.

PubMed

Gregory, Paul J; Robbins, Benjamin; Schwaitzberg, Steven D; Harmon, Larry

2017-09-01

The current research evaluated the potential utility of a 360-degree survey feedback program for measuring leadership quality in potential committee leaders of a professional medical association (PMA). Emotional intelligence as measured by the extent to which self-other agreement existed in the 360-degree survey ratings was explored as a key predictor of leadership quality in the potential leaders. A non-experimental correlational survey design was implemented to assess the variation in leadership quality scores across the sample of potential leaders. A total of 63 of 86 (76%) of those invited to participate did so. All potential leaders received feedback from PMA Leadership, PMA Colleagues, and PMA Staff and were asked to complete self-ratings regarding their behavior. Analyses of variance revealed a consistent pattern of results as Under-Estimators and Accurate Estimators-Favorable were rated significantly higher than Over-Estimators in several leadership behaviors. Emotional intelligence as conceptualized in this study was positively related to overall performance ratings of potential leaders. The ever-increasing roles and potential responsibilities for PMAs suggest that these organizations should consider multisource performance reviews as these potential future PMA executives rise through their organizations to assume leadership positions with profound potential impact on healthcare. The current findings support the notion that potential leaders who demonstrated a humble pattern or an accurate pattern of self-rating scored significantly higher in their leadership, teamwork, and interpersonal/communication skills than those with an aggrandizing self-rating.

78 FR 59949 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-30

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting.... Department of the Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as... provide advice on coordinated national-level wildland fire policy and to provide leadership, direction...

78 FR 15032 - Wildland Fire Executive Council Meeting Schedule

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-08

... DEPARTMENT OF THE INTERIOR Office of the Secretary Wildland Fire Executive Council Meeting... Interior, Office of the Secretary, Wildland Fire Executive Council (WFEC) will meet as indicated below... is to provide advice on coordinated national-level wildland fire policy and to provide leadership...

Roadblocks to Change: Executive Behaviors Versus Executive Perceptions.

ERIC Educational Resources Information Center

Harris, Thomas E.

A study analyzed the responses of chief executive officers (CEOs) and company presidents to a leadership test and an organizational environment test, to determine whether these individuals' managerial approaches coincided with their characterizations of their organizations' environments. Subjects, CEOs or presidents of 65 randomly selected…

An evidence-based structure for transformative nurse executive practice: the model of the interrelationship of leadership, environments, and outcomes for nurse executives (MILE ONE).

PubMed

Adams, Jeffrey M; Erickson, Jeanette Ives; Jones, Dorothy A; Paulo, Lisa

2009-01-01

Identifying and measuring success within the chief nurse executive (CNE) population have proven complex and challenging for nurse executive educators, policy makers, practitioners, researchers, theory developers, and their constituents. The model of the interrelationship of leadership, environments, and outcomes for nurse executives (MILE ONE) was developed using the concept of consilience (jumping together of ideas) toward limiting the ambiguity surrounding CNE success. The MILE ONE is unique in that it links existing evidence and identifies the continuous and dependent interrelationship among 3 content areas: (1) CNE; (2) nurses' professional practice and work environments; and (3) patient and organizational outcomes. The MILE ONE was developed to operationalize nurse executive influence, define measurement of CNE success, and provide a framework to articulate for patient, workforce, and organizational outcome improvement efforts. This article describes the MILE ONE and highlights the evidence base structure used in its development.

Senior Leadership: An Annotated Bibliography of the Military and Nonmilitary Literature

DTIC Science & Technology

1981-06-01

by describing well over 100 principles of management . 3-09. Drucker , P. F. The Effective Executive. London: Heinemann, 1967. A "self-training" book by... MANAGEMENT TECHNICAL AREA DTIC S.JUN 2 aM2 U.S. Army Research Institute for the Behavioral and Social Sciences i-JJune 1981 Approved for public release...revrose aide If neceesry ind Identify by block number) Senior leadership Leadership skills Leadership Colonels Leadership functions Management General

48 CFR 52.223-5 - Pollution Prevention and Right-to-Know Information.

Code of Federal Regulations, 2010 CFR

2010-10-01

... Environmental Leadership Workgroup or, alternatively, by an agency pursuant to section 503 of Executive Order 13148 of April 21, 2000, Greening the Government through Leadership in Environmental Management. Toxic...

CEOs and CFOs express concern about materials management.

PubMed

Kowalski, J C

1998-05-01

In a recent survey, CEOs and CFOs expressed concern regarding the effectiveness of their materials management departments. Both groups of executives would like to see more improvement in their materials managers' supply expense reduction efforts and leadership skills. More than a third of CFOs are even considering outsourcing the materials management function. Both CEOs and CFOs did admit, however, they needed to learn more about materials management, and both groups of executives could lend their authority to materials management programs to ensure their success. CEOs and CFOs need to reach consensus regard materials management priorities, performance levels, and professional characteristics and desired skills. They also should hold materials managers accountable for operations they can and should be managing by using performance-based compensation.

Determined to Make a Difference: A Qualitative Study of College Women Student Leaders

ERIC Educational Resources Information Center

Wagoner, Heather Yattaw

2017-01-01

While research has grown related to the experiences of gender and leadership in the workplace, little research exists on the experiences of gender and leadership in collegiate student organization settings. This study explores the experiences of college women holding executive leadership roles in highly visible on-campus registered student…

2010 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Volume 1, Executive Summary

DTIC Science & Technology

2011-05-01

activities and Army leadership requirements. Steele and Fullagar (2009) demonstrated a link between 3 primary course characteristics and student engagement , namely...Institute. Steele, J. P., & Fullagar, C. J. (2009) Facilitators and outcomes of student engagement in a college setting. Journal of Psychology, 143, 5-27.

Youth Leadership Development through School-Based Civic Engagement Activities: A Case Study

ERIC Educational Resources Information Center

Horstmeier, Robin Peiter; Ricketts, Kristina G.

2009-01-01

Leadership development through a civic engagement activity in a local FFA chapter is explored. Through a case study design, researchers illuminate a project that encouraged youth leadership development through the creation and execution of a civic engagement project in their own local community. Holistically, FFA members viewed the project as a…

Teaching Leadership in the EMBA: Where to Begin

ERIC Educational Resources Information Center

Berry, Priscilla

2011-01-01

An examination of the role of a corporate leader versus the role of a corporate manager makes clear the distinct differences. The lines are often blurred in discussion of these executive levels of corporate governance, and individuals in the corporate settings often seek leadership roles without a clear understanding of what the leadership with…

Executive Leadership Concepts for Higher Education.

ERIC Educational Resources Information Center

Satterlee, Brian

Several key concepts shed light on the traits and processes of leadership in educational settings. First, the term leadership can be understood as the act of persuading others to set aside individual concerns and pursue a common goal, with communication representing a key ability of leaders. The Communication Model provides a useful, open systems…

5 CFR 2600.101 - Mission and history.

Code of Federal Regulations, 2010 CFR

2010-01-01

.... 1824 (1978). OGE exercises leadership in the executive branch of the Federal Government to prevent... Office of Personnel Management, OGE became a separate executive branch agency on October 1, 1989...

76 FR 8768 - Establishment of the Wildland Fire Executive Council

Federal Register 2010, 2011, 2012, 2013, 2014

2011-02-15

... DEPARTMENT OF THE INTERIOR Office of the Secretary Establishment of the Wildland Fire Executive... are announcing the establishment of the Wildland Fire Executive Council (WFEC). The purpose of the WFEC is to provide advice on the coordinated national level wildland fire policy leadership, direction...

The online professional master of science in food safety degree program at Michigan State University: an innovative graduate education in food safety.

PubMed

Mather, Edward C; McNiel, Pattie A

2006-01-01

A market-research study conducted in 2000 indicated a need for a degree program in food safety that would cover all aspects of the food system, from production to consumption. Despite this, such a program was not enthusiastically supported by employers, who feared losing their valued employees while they were enrolled in traditional on-campus graduate programs. A terminal professional degree was successfully created, offered, and modified over the succeeding five years. The innovative, non-traditional online program was developed to include a core curriculum and leadership training, with elective courses providing flexibility in specific areas of student interest or need. The resulting Professional Master of Science in Food Safety degree program provides a transdisciplinary approach for the protection of an increasingly complex food system and the improvement of public health. Enrollment in the program steadily increased in the first three years of delivery, with particular interest from industry and government employees. The curriculum provides a platform of subject material from which certificate programs, short-courses, seminars, workshops, and executive training programs may be delivered, not only to veterinarians but also to related food and health specialists. The program has fulfilled a need for adult learners to continue as working professionals in the workforce. The benefit to the employer and to society is an individual with enhanced knowledge and networking and leadership skills.

Collaborative graduate education: executive nurse practice and health care leadership.

PubMed

Elaine, Hardy; DeBasio, Nancy; Warmbrodt, Lynn; Gartland, Myles; Bassett, William; Tansey, Michael

2004-01-01

Research College of Nursing and the Rockhurst University Helzberg School of Management Health Care Initiative collaborated to offer the Executive Nurse Practice: Health Care Leadership track to Research College of Nursing graduate students. This effort was not only cost effective, but also offered expert faculty in both the fields of nursing and business. The curriculum is an integration of both fields and faculties from both institutions as they communicate and collaborate each semester to successfully coordinate the track.

AONE Foundation celebrates 10 years of supporting research and special projects.

PubMed

2010-01-01

This bimonthly department, sponsored by the American Organization of Nurse Executives (AONE), presents information to assist nurse leaders in shaping the future of healthcare through creative and innovative leadership. The strategic priorities of AONE anchor the editorial content. They reflect contemporary healthcare and nursing practice issues that challenge nurse executives as they strive to meet the needs of patients. In this month's article, AONE staff discuss AONE's Foundation for Nursing Leadership Research and Education and recipients of its recent research grants.

Leading change to create a healthy and satisfying work environment.

PubMed

Sanders, Carolyn L; Krugman, Mary; Schloffman, Danielle H

2013-01-01

Nurse executives must take a leadership role in creating a healthy work environment for nurses and all disciplines. Engaging in partnerships and empowering clinical nurses to construct the solutions to barriers that may stand in the way of the goal of a satisfied and healthy workforce are important strategies toward success. This publication outlines many projects a 3-time Magnet-designated academic hospital has implemented, working with our shared leadership councils, to meet the standards for a healthy work environment. These initiatives, from the unit to the hospital level, included standardizing a culture change of uninterrupted meal breaks, the creation of intensive care unit Zen rooms, strategies to better manage increased patient volumes, best practices for facility design, enhancing physician-nurse relations, and a hospital wellness program. Data were benchmarked against national nurse and employee surveys to compare progress and report outcomes. Two important nursing organization structures that have contributed to the success of a healthy and satisfied nursing work environment include UEXCEL, a longstanding clinical nurse professional practice program, and the hospital's 11-year participation in the University HealthSystem Consortium/American Association of Colleges of Nursing National Post-Baccalaureate Nurse Residency Program. A highly engaged, well-educated, and committed nursing workforce, nurtured by a strong leadership team, has created a positive work environment characterized by low turnover and high retention.

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

DTIC Science & Technology

2016-10-14

the quantitative and qualitative data for this study . This study focuses on determining how well the current process for selecting candidates... Research Design This study is structured as a mixed methods survey, incorporating qualitative and quantitative questions. Mixed method was selected to...Management Command (LCMC) on the Detroit Arsenal in Warren, MI. At the time of the study , PEO GCS and PEO CS&CSS did not have a specific policy for

The Community Research Scholars Initiative: A Mid‐Project Assessment

PubMed Central

Pike, Earl; Sehgal, Ashwini R.; Fischer, Robert L.; Collins, Cyleste

2015-01-01

Abstract Community organizations addressing health and human service needs generally have minimal capacity for research and evaluation. As a result, they are often inadequately equipped to independently carry out activities that can be critical for their own success, such as conducting needs assessments, identifying best practices, and evaluating outcomes. Moreover, they are unable to develop equitable partnerships with academic researchers to conduct community‐based research. This paper reports on the progress of the Community Research Scholar Initiative (CRSI), a program that aims to enhance community research and evaluation capacity through training of selected employees from Greater Cleveland community organizations. The intensive 2‐year CRSI program includes didactic instruction, fieldwork, multiple levels of community and academic engagement, leadership training, and a mentored research project. The first cohort of CRSI Scholars, their community organizations, and other community stakeholders have incorporated program lessons into their practices and operations. The CRSI program evaluation indicates: the importance of careful Scholar selection; the need to engage executive leadership from Scholar organizations; the value of a curriculum integrating classwork, fieldwork, and community engagement; and the need for continual scholar skill and knowledge assessment. These findings and lessons learned guide other efforts to enhance community organization research and evaluation capacity. PMID:26073663

Executive Headship: A Summary of the Executive Headteacher (EHT) Role, with Practical Questions and Exemplar Role Descriptors to Consider When Creating the Position

ERIC Educational Resources Information Center

Buck, Andy; Wespieser, Karen; Harland, Jennie

2017-01-01

Based on research conducted by the National Foundation for Educational Research (NFER), Ambition School Leadership (formerly The Future Leaders Trust) and the National Governors' Association called: "Executive headteachers: What's in a name?," this brief guide provides a summary of the executive headteacher (EHT) role, with practical…

Gender and Racial Experiences in Executive School Leadership: Perceptions of African American Female Superintendents

ERIC Educational Resources Information Center

Colbert, Daveda Jean

2009-01-01

There is a leadership crisis that exists in our schools creating an urgent need for effective leadership. Even though African American women have made slight gains, throughout the country people of color and women are dramatically underrepresented in the superintendency. Therefore, the primary purpose of this study is to provide African American…

Evaluating Leadership Coaching: A Review and Integrated Framework

DTIC Science & Technology

2008-01-01

California, San Francisco . Goldsmith, M. & Lyons, L. (2005). Coaching for leadership: The practice of leadership coaching from the world’s...greatest coaches. San Francisco : Pfeiffer. Goldstein, I. L., & Ford, J. K. (2002). Training in organizations: Needs assessment, development, and...techniques (pp. 139-158). San Francisco : Jossey-Bass. *Kampa-Kokesch, S. (2001). Executive coaching as an individually tailored consultation intervention

Distributed Leadership: A Collaborative Framework for Academics, Executives and Professionals in Higher Education

ERIC Educational Resources Information Center

Jones, Sandra; Lefoe, Geraldine; Harvey, Marina; Ryland, Kevin

2012-01-01

New models of leadership are needed for the higher education sector to continue to graduate students with leading edge capabilities. While multiple theories of leadership exist, the higher education sector requires a less hierarchical approach that takes account of its specialised and professional context. Over the last decade the sector has…

Leadership collaboration during health reform: an action learning approach with an interagency group of executives in Tasmania.

PubMed

Harpur, Siobhan

2012-05-01

To use an action learning approach to encourage a group of executive leaders, responsible for the implementation of a state health reform agenda, to consider the leadership required to drive improvement in healthcare services. Based on an assertion that knowledge is co-produced and that deliberative and structured conversation can be a mechanism to drive change, an action learning approach was used to facilitate an interagency group of executive leaders, responsible for the implementation of a state health reform agenda, who were encouraged to consider the leadership required to drive improvement in healthcare services. It was difficult to assert how the group contributed specifically to the implementation of the health reform agenda but individuals gained insights and there was informal resolution of institutional tensions and differences. The method may provide new knowledge to the reform process over time. Getting the participants together was challenging, which may reflect the reality of time-poor executives, or a low commitment to giving time to structured and deliberative informal dialogue. Further work is required to test this thesis and the action learning approach with other parts of healthcare workforce.

PERSPECTIVES ON MULTIDISCIPLINARY TEAM PROCESSES AMONG HEALTHCARE EXECUTIVES: PROCESSES THAT FACILITATE TEAM EFFECTIVENESS.

PubMed

Landry, Amy; Erwin, Cathleen

2015-01-01

Multidisciplinary teams (MDTs) are used in healthcare organizations to address both clinical and managerial functions. Despite their prevalence, little is known about how team processes work to facilitate effectiveness among MDT leadership teams. This study explores perceptions of MDT participation experienced by organizational leaders in healthcare organizations in the United States. A survey of American College of Healthcare Executives members was conducted to assess involvement and perceptions of MDTs among health care management professionals. Descriptive statistics, independent T-Tests and Chi-square analyses were used to examine participation in MDTs, perception of MDT processes, and the association of participation and perceived processes with employee and organizational characteristics. The survey yielded a sample comprised of 492 healthcare executive or executive-track employees. An overwhelming majority indicated participation in MDTs. The study identified team processes that could use improvement including communication, cooperation, and conflict resolution. The study provides evidence that can help guide the development of training programs that focus on providing managerial leaders with strategies aimed at improving communication, coordination, and conflict resolution that will improve the effectiveness of MDT functioning in healthcare organizations.

[Competency requirements for executives in healthcare and social services organizations: Results of a Delphi study].

PubMed

Pielach, Martin; Schubert, Hans-Joachim

2018-02-07

Leadership in social services and healthcare organizations is marked by high levels of complexity and contradiction, which cannot be fully explained by politically, economically, and socially induced changes. Rather, it is the particularities of service provision in healthcare and social services that confront executives with specific demands. This study aimed to capture and prioritize required leadership competencies in healthcare and social services organizations. A three-step Delphi study was conducted with executives and managerial staff, who are job holders and thus experts on their occupation. For the first step, an explorative qualitative approach was chosen to record general opinion without prior assumptions. The following two steps weighted and selected the competency requirements in step one using rating- and ranking procedures. Results of the Delphi inquiry imply high relevance of social and personal competencies. Approximately 66 % of the competencies assessed in round three were social and personal competencies. 12 out of the 15 highest rated competencies in Delphi step three can be assigned to these two competency categories. In contrast, the importance of professional as well as methodical competencies was rated as less important. Only two methodical competencies and one professional competency were rated as very important by the panel. Nevertheless, the importance of executive professional and methodical competencies in healthcare and social services organizations is emphasized by high ratings of the competencies "Sector-specific expertise" and "Analytical skills". The methodical competency "Analytical skills" was identified by the Delphi respondents as the most important competency requirement. Social and personal requirements are of primary importance for leadership in healthcare and social services organizations. These results mostly correspond to leadership requirements posited in the literature on leadership skills. Emphasis should be on the specific relevance of professionalism, which can be traced back to the high proportion of professional activities in everyday working practices, the self-conception of executive staff based on professional qualifications and profession as well as the organizational form as expert organization. Healthcare and social services organizations are expert organizations with a strong emphasis on professional expertise. Professional knowledge is the most important means of production of expert organizations and imperative to leadership in healthcare and social services organization, given the high integration of executives into the professional system. Despite the dominance of social and personal competency requirements, the most important competency requirement is "Analytical skills", which can be described as the basis of every action. Copyright © 2018. Published by Elsevier GmbH.

Transformational, transactional among physician and laissez-faire leadership among physician executives.

PubMed

Xirasagar, Sudha

2008-01-01

The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez-faire leadership and their sub-scales among physician managers. A nation-wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's leadership behaviors (34 items) and effectiveness (nine items), using the Multifactor Leadership Questionnaire 5X-Short, on a five-point Likert scale. The survey response rate was 40.9 percent, for a total 269 responses. Exploratory factor analysis was done, using principal factor extraction, followed by promax rotation). The data yielded a three-factor structure, generally aligned with Bass and Avolio's constructs of transformational, transactional and laissez-faire leadership. Data do not support the factorial independence of their subscales (idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation under transformational leadership; contingent reward, management-by-exception active, and management-by-exception passive under transactional leadership). Two contingent reward items loaded on transformational leadership, and all items of management-by-exception passive loaded on laissez-faire. A key limitation is that supervisors were surveyed for ratings of the medical directors' leadership style. Although past research in other fields has shown that supervisor ratings are strongly correlated with subordinate ratings, further research is needed to validate the findings by surveying physician and other clinical subordinates. Such research will also help to develop appropriate content of leadership training for clinical leaders. This study represents an important step towards establishing the empirical evidence for the full range of leadership constructs among physician leaders.

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

ERIC Educational Resources Information Center

Lowe, Mary E.

2011-01-01

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

Conflict engagement: workplace dynamics.

PubMed

Gerardi, Debra

2015-04-01

This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.

Dental school deans' perceptions of the organizational culture and impact of the ELAM program on the culture and advancement of women faculty.

PubMed

Dannels, Sharon A; McLaughlin, Jean M; Gleason, Katharine A; Dolan, Teresa A; McDade, Sharon A; Richman, Rosalyn C; Morahan, Page S

2009-06-01

In 2006, deans of the sixty-four U.S. and Canadian dental schools were surveyed to gain their perspectives on their institutions' organizational culture for faculty, family-friendly policies, processes used by deans to develop faculty leadership, and the impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women. The deans reported (52 percent response rate) an improved climate in terms of gender equity, yet recognized that inequities still exist. Of fifteen family-friendly policies, only three were available at more than 50 percent of the schools, with little indication that additional policies were under consideration. The deans reported active engagement in behaviors to develop the leadership of their faculty members. Of the nine processes, 50 percent of the deans indicated three they believed to be particularly effective with women. They agreed that ELAM has had a positive impact on their alumnae and their schools. Results are discussed in terms of how the deans' perceptions compare to faculty perceptions and within the larger context of higher education and other organizations. The responsibility of the dean to shape the dental school's culture, particularly in the face of the changing demographics of dental faculty, adds to the importance of the unique perspective provided by the deans.

[Nursing leadership styles at a public institution of Fortaleza].

PubMed

Vale, E G; Caetano, F H; Carneiro, M M; Sampaio, M G

2000-01-01

In modern organizations leadership has been emphasized, since it is considered fundamental to the execution of the objectives of a company. It is through leadership that the ability of influencing the behavior of others is developed, facilitating the accomplishment of activities. The study has as its objective the investigation of the head nurse's leadership, considering the opinion of assistant nurses in four units of a public hospital. The study has shown that nurses who are in managerial position, present a leadership profile centered on the service and on individuals.

Chief Knowledge Officers? Perceptions, Pitfalls, & Potential.

ERIC Educational Resources Information Center

Corcoran, Mary; Jones, Rebecca

1997-01-01

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

75 FR 14631 - Solicitations for Cooperative Agreements

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-26

... DEPARTMENT OF JUSTICE National Institute of Corrections Solicitations for Cooperative Agreements.... Solicitation for a Cooperative Agreement--Training for Executive Excellence: The Role of the Correctional CEO... Cooperative Agreement--Training for Executive Excellence: Leadership Style and Instrumentation Curriculum...

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.*

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

PubMed

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

2017-01-01

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

Executive Order 13513---federal leadership on reducing text messaging while driving

DOT National Transportation Integrated Search

2009-10-01

Presidential Executive Order establishing a Federal Government-wide prohibition on the use of text messaging while driving on official business or while using Government-supplied equipment. This policy also extends to cover Federal contractors and co...

Leadership Characteristics for Health Care Managers: Perspectives of Chief Executive Officers in US Hospitals.

PubMed

Collins, Sandra K; McKinnies, Richard; Collins, Kevin S

2015-01-01

A study was conducted to determine the perceptions of chief executive officers in US hospitals regarding the most important characteristics aspiring health care executives should possess. The results of this 2012 study were compared with a previous study conducted in 2007 to determine if the perceptions had changed over time.

Iranian Naval Forces: A Tale of Two Navies

DTIC Science & Technology

2017-02-01

3 TABLE OF CONTENTS Executive Summary 5 INTRODUCTION A Brief History of Iran’s Naval Forces 7 CHAPTER 1 Organization, Leadership and Personnel...Outlook 42 Additional resources: Posters of Leadership Structure and IRIN/IRGCN Recognition Guide enclosed in inside back pocket. Published by the... leadership and structural changes to improve command and control within their respective areas of responsibility (AOR). The basic elements of these

Conflict engagement: collaborative processes.

PubMed

Gerardi, Debra

2015-05-01

This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE; www.aone.org), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.

Conflict engagement: a new model for nurses.

PubMed

Gerardi, Debra

2015-03-01

This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.

Conflict Engagement: Creating Connection and Cultivating Curiosity.

PubMed

Gerardi, Debra

2015-09-01

This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE; www.aone.org), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.

Conflict Engagement: Emotional and Social Intelligence.

PubMed

Gerardi, Debra

2015-08-01

This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE; www.aone.org), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.

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

PubMed

Smith, Michelle L; Gurenlian, JoAnn R; Freudenthal, Jacqueline J; Farnsworth, Tracy J

2016-05-01

The aim of this study was to define the extent to which leadership and leadership skills are taught in dental hygiene degree completion programs by comparing stand-alone leadership courses/hybrid programs with programs that infuse leadership skills throughout the curricula. The study involved a mixed-methods approach using qualitative and quantitative data. Semi-structured interviews were conducted with program directors and faculty members who teach a stand-alone leadership course, a hybrid program, or leadership-infused courses in these programs. A quantitative comparison of course syllabi determined differences in the extent of leadership content and experiences between stand-alone leadership courses and leadership-infused curricula. Of the 53 U.S. dental hygiene programs that offer degree completion programs, 49 met the inclusion criteria, and 19 programs provided course syllabi. Of the program directors and faculty members who teach a stand-alone leadership course or leadership-infused curriculum, 16 participated in the interview portion of the study. The results suggested that competencies related to leadership were not clearly defined or measurable in current teaching. Reported barriers to incorporating a stand-alone leadership course included overcrowded curricula, limited qualified faculty, and lack of resources. The findings of this study provide a synopsis of leadership content and gaps in leadership education for degree completion programs. Suggested changes included defining a need for leadership competencies and providing additional resources to educators such as courses provided by the American Dental Education Association and the American Dental Hygienists' Association.

Project Apollo: The Tough Decisions

NASA Technical Reports Server (NTRS)

Seamans, Robert C., Jr.

2005-01-01

The report reviews the major Mercury and then Gemini precursors for the Apollo mission program and its development and mission sequence. But, very importantly, it describes the major and often complex deliberations that encouraged inputs from the broad range of informed internal Agency individuals in order to arrive at the resulting actions taken; it recognizes differences among their various views, including even sensitivities within the leadership of the Agency, and it acknowledges NASA's relationships with the President and key executive branch personnel, as well as the very important and often complex relationships with members of Congress. The process of writing this book was searching and comprehensive. The achievement of the world's first manned lunar landings, after the earlier Mercury and Gemini programs played catch-up to match the Soviet Union's advanced position, clearly established the United States' preeminence in space. Early in the book, Bob describes an extended meeting in the White House in which the President's views and those of Mr. Webb were seriously discussed. Bob tells how, through Apollo's lunar landing, NASA clearly met both President Kennedy's goal to overcome the Soviets' leadership image and James Webb's goal to use Apollo as a major part of his program to demonstrate U.S. technological preeminence.

Pharmacy executives: leadership issues and associated skills, knowledge, and abilities in the U.S. Department of Defense.

PubMed

Meadows, Andrew B; Finstuen, Kenn; Hudak, Ronald P

2003-01-01

To identify the issues or problems that current and aspiring U.S. Department of Defense (DoD) pharmacy executives will face in the future and to define the skills, knowledge, and abilities (SKAs) required to successfully address these issues. Delphi method for executive decision making. DoD. Ninety-three pharmacists serving in the military grades of lieutenant colonel/commander and colonel/captain, as well as pharmacists selected for promotion to those grades. iterations of the Delphi method for executive decision making separated by an expert panel content analysis. Round 1--participants identified five major issues believed to be of greatest importance to pharmacy executives and reported specific SKAs that might be needed to successfully manage those issues. An expert panel sorted these issues into meaningful domains, then provided an appropriate title for each domain. Round 2--on a 7-point scale, respondents rated the SKA items according to their assessment of how much a future DoD pharmacy executive would need each SKA. Response rates were 44.1% and 46.2% for Delphi rounds 1 and 2, respectively. The first round generated 62 unique issues facing pharmacy executives. The expert panel reviewed and sorted the issues into eight domains and selected an appropriate title for each domain. The domains identified by the panel were human resources, pharmacy operations/business practices, information management and technology, financial resources, formulary management, drug therapy management, pharmacy benefit management, and leadership. During round 2, 73.3% of the top 15 rated SKAs came from the drug therapy management, leadership, and formulary management domains. The three highest-rated SKAs were "ability to see the big picture," "ability to build strong relations with medical staffs," and "skills in both writing and verbal communication." The issues facing future DoD pharmacy executives will require them to expand their clinical abilities as well as their ability to collaborate and communicate with other professionals.

Luck Is Not a Strategy: Inefficient Coercion In Operation Allied Force

DTIC Science & Technology

2015-12-01

leadership had little idea how to execute coercion. To improve the outcomes of future military interventions, it is essential that the United States...military and political leadership devotes far more resources to strategic planning and analysis instead of hoping that operationally proficient...used to coerce a target state to concede to diplomatic demands, but it also showed that the United States’ military and political leadership had

Developing strategic thinking in senior management.

PubMed

Zabriskie, N B; Huellmantel, A B

1991-12-01

Chief Executive Officers have recently stated that their greatest staffing challenge for the 1990s is the development of strategic leadership in their senior management. In order to do this, it is necessary to identify the substance of strategic thinking, and the capabilities that must be mastered. Writers on strategy have identified six major elements of strategic thinking and these have been organized to reveal the tasks, questions, decisions, and skills that senior executives must acquire in order to lead their organizations strategically. Finally, the article identifies training programme elements which are used by Directors of Manpower Development to develop strategic leadership ability.

Strategic agility for nursing leadership.

PubMed

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

Developing Military Health Care Leaders

PubMed Central

Kirby, Sheila Nataraj; Marsh, Julie A.; McCombs, Jennifer Sloan; Thie, Harry J.; Xia, Nailing; Sollinger, Jerry M.

2011-01-01

Abstract The U.S. Department of Defense has highlighted the importance of preparing health care leaders to succeed in joint, performance-based environments. The current wartime environment, rising health care costs, and an increased focus on joint operations have led to recommendations for Military Health System (MHS) transformation. Part of that transformation will involve improving the identification and development of potential MHS leaders. An examination of how candidates are identified for leadership positions, the training and education opportunities offered to them, and the competencies they are expected to achieve revealed both a range of approaches and several commonalities in the military, civilian, and government sectors. A conceptual framework guided a series of interviews with senior health care executives from a wide range of organizations and military health care leaders from the Army, Navy, and Air Force, as well as a case study of the leader development approaches used by the Veterans Health Administration. Several themes emerged in terms of how leaders are developed in each sector, including the importance of mentoring, career counseling, 360-degree feedback, self-development, and formal education and training programs. Lessons learned in the civilian and government sectors hold importance for transforming the way in which MHS identifies and develops health care officers with high leadership potential for senior executive positions. PMID:28083164

Leadership for the next millennium: the physician executive.

PubMed

Klint, R A

1993-01-01

We continue to muddle through using tourniquets and bandaids on a health care system that is in dire straits. And the future is even less promising. There will be millions without basic health care, let alone basic health care coverage. Rural and inner-city hospitals will close, with progressive public apathy, as we focus on the marvels of expensive technologies that serve only the few. Costs will continue to rise at double digit rates, and our nation's employers will fall further behind in the global marketplace. Preventive care will be uncommonly provided and only more rarely reimbursed, while a couple more children die of measles in Mississippi. It's not a pretty picture, and it simply doesn't have to come to pass. "What we really need is leadership," the public cries. That leadership can and should come from medicine through physician executives.

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 < 0.001) and hold leadership positions in their hospitals (p = 0.008). Furthermore, the leadership fellows were more likely to advance in their academic and administrative ranks compared with those who applied to the program and were not accepted. The AAOS Leadership Fellows Program seems to have a positive impact on the leadership competency of its participants. Graduates of the program are more likely to assume leadership positions in national organizations and within their own institutions.

Radioisotope Power Systems Program Status and Expectations

NASA Technical Reports Server (NTRS)

Zakrajsek, June F.; Hamley, John A.; Sutliff, Thomas J.; Mccallum, Peter W.; Sandifer, Carl E.

2017-01-01

The Radioisotope Power Systems (RPS) Programs goal is to make RPS available for the exploration of the solar system in environments where conventional solar or chemical power generation is impractical or impossible to use to meet mission needs. To meet this goal, the RPS Program manages investments in RPS system development and RPS technologies. The RPS Program exists to support NASA's Science Mission Directorate (SMD). The RPS Program provides strategic leadership for RPS, enables the availability of RPS for use by the planetary science community, successfully executes RPS flight projects and mission deployments, maintains a robust technology development portfolio, manages RPS related National Environmental Policy Act (NEPA) and Nuclear Launch Safety (NLS) approval processes for SMD, maintains insight into the Department of Energy (DOE) implementation of NASA funded RPS production infrastructure operations, including implementation of the NASA funded Plutonium-238 production restart efforts. This paper will provide a status of recent RPS activities.

Inklings: Collected Columns on Leadership and Creativity.

ERIC Educational Resources Information Center

Campbell, David P.

This book brings together 35 of David P. Campbell's essays originally published as a regular column in a quarterly publication called "Issues and Observations." The articles deal with topics ranging from leadership issues such as risk-taking, executive motivation, decision making, and corporate taboos, to more general concerns such as…

The Relationship between Principal Leadership Practices and Teacher Morale

ERIC Educational Resources Information Center

Williams, Fabre K.

2013-01-01

This research explores the relationship of principal leadership practices and teacher morale. Six schools in a West Tennessee school system participated in the study. The participants in the study were executive principals and classroom teachers. The study was a descriptive, causal-comparative research design chosen to examine the possible…

76 FR 68764 - Statement of Organization, Functions, and Delegations of Authority; Office of the Deputy...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-07

... leadership, direction and oversight for human resource management services provided to ACF through a contract... employee, supervisory, management and executive training. The Office provides leadership in managing... renames the Office of Management Resources (OMR) to the Office of Workforce Planning and Development. In...

Educational and Commercial Institutions in the United States: Symbiosis and Cooperation.

ERIC Educational Resources Information Center

Nidds, John A.; McGerald, James

1994-01-01

To discover corporate America's perceptions on effective leadership qualities for the 21st century, questionnaires were sent to chief executive officers of Mobil, McDonnell Douglas, 3M, Pfitzer, and IBM. Respondents said that integrity, self-esteem, and decision-making ability are essential leadership characteristics. Desired affective qualities…

Successful Educational Leadership at High Performing Schools

ERIC Educational Resources Information Center

Wilson, Doris L.

2011-01-01

Successful educational leadership is not a random phenomenon, but an executed success which leaves clues whereby one can discover them. These clues lead to a desired destination--higher student achievement. Essential, non-negotiable elements have been identified. That is, each element has been systemically embedded at schools that have turned from…

78 FR 75209 - Federal Leadership on Energy Management

Federal Register 2010, 2011, 2012, 2013, 2014

2013-12-10

... Leadership on Energy Management Memorandum for the Heads of Executive Departments and Agencies In order to create a clean energy economy that will increase our Nation's prosperity, promote energy security, combat... removing 1.5 million cars from the road. Today I am establishing new goals for renewable energy as well as...

The Need for More Culturally Diverse Leaders in Postsecondary Technical Education: A Challenge for Community Colleges.

ERIC Educational Resources Information Center

Farmer, Edgar I.

1997-01-01

Minorities and women are underrepresented in community college leadership as well as executive and administrative positions in corporations. Because these groups comprise 50% of the work force, it is essential that diversity in education and business leadership be cultivated. (SK)

78 FR 64202 - Meeting To Discuss Lessons Learned From Commerce Spectrum Management Advisory Committee Working...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-10-28

....'' \\2\\ \\2\\ Memorandum for Heads of Executive Departments and Agencies, Expanding America's Leadership in...-leadership-wireless-innovatio . Matters To Be Considered: At this meeting, NTIA will facilitate a forum for the CSMAC Working Group participants to discuss lessons learned from the collaborative efforts within...

Strategies Used by Superintendents in Developing Leadership Teams

ERIC Educational Resources Information Center

Smith, Donna J.

2013-01-01

The purpose of this study was to determine the strategies public school superintendents across the nation use to develop executive leadership teams. Extensive research has been conducted in private for profit and medical settings, however relatively little research on leading teams has been conducted in the public education sector. Research based…

Servant Leadership in Alabama's Regional Public Universities: The President's Role in Fostering Job Satisfaction

ERIC Educational Resources Information Center

Farris, Jimmy D.

2011-01-01

The purpose of this research was to explore the relationship between two variables, "servant leadership" and "job satisfaction," among management, executive staff, and faculty at Alabama's five regional universities: Jacksonville State University, Troy University, the University of Montevallo, the University of North Alabama,…

Interim Expertise

ERIC Educational Resources Information Center

Anyaso, Hilary Hurd

2009-01-01

The Registry for College and University Presidents places former executives in interim presidential and other senior-level posts and is familiar with the challenges interim executives and institutions encounter in times of leadership transitions. However, the one big advantage interims bring to institutions, says Registry Vice President Kevin J.…

Senior executive transportation & public safety summit : national traffic incident management leadership & innovation roadmap for success

DOT National Transportation Integrated Search

2012-09-05

This report summarizes the proceedings, findings, and recommendations from a two-day Senior Executive Summit on Transportation and Public Safety, held June 26 and 27, 2012 at the United States Department of Transportation (USDOT) in Washington, D.C. ...

48 CFR 23.702 - Authorities.

Code of Federal Regulations, 2010 CFR

2010-10-01

...) Executive Order 13148 of April 21, 2000, Greening the Government through Leadership in Environmental Management. (e) Executive Order 13101 of September 14, 1998, Greening the Government through Waste Prevention... through Efficient Energy Management. (g) Farm Security and Rural Investment Act of 2002 (FSRIA) (7 U.S.C...

78 FR 3479 - Notice of Public Meeting of Fort Scott Council

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-16

... PRESIDIO TRUST Notice of Public Meeting of Fort Scott Council AGENCY: The Presidio Trust. ACTION... be submitted. The Council was formed to advise the Presidio Trust (Trust) Executive Director on... on service and leadership development. SUPPLEMENTARY INFORMATION: The Trust Executive Director, in...

Do governing body and CSU nurses on clinical commissioning groups really lead a nursing agenda? Findings from a 2015 Survey of the Commissioning Nurse Leaders' Network Membership.

PubMed

O'Driscoll, Mike; Allan, Helen T; Lee, Gay; Savage, Jan; Tapson, Christine; Dixon, Roz

2018-04-01

This paper reports the findings from a 2015 survey of the Commissioning Nurse Leaders' Network. Our aim was to understand how governing body nurses perceive their influence and leadership on clinical commissioning groups. An online survey method was used with a census sample of 238 governing body nurses and nurses working in Commissioning Support Units, who were members of the Commissioning Nurse Leaders' Network. The response rate was 40.7% (n = 97). While most governing body nurses felt confident in their leadership role, this was less so for non-executive governing body nurses. Nurses in Commissioning Support Units were much less positive than governing body nurses about their influence on clinical commissioning groups. Governing body nurses were satisfied with their impact on clinical commissioning groups and so could be said to be leading a nursing agenda but this evidence is limited to their own perceptions and more objective or diverse measures of impact are needed. The purpose of such roles to 'represent nursing, and ensure the patient voice is heard' may be a flawed aspiration, conflating nursing leadership and patient voice. This is the first study to explore explicitly the differences between executive and non-executive governing body nurses and nurses working in commissioning support units. Achieving clinical commissioning groups' goals, including developing and embedding nursing leadership roles in clinical commissioning groups, may be threatened if the contributions of governing body nurses, and other nurses supporting clinical commissioning groups, go unrecognised within the profession, or if general practitioners or other clinical commissioning group executive members dominate decision-making on clinical commissioning groups. © 2018 John Wiley & Sons Ltd.

Let the Revolution Begin, 140 Characters at a Time: Social Media and Unconventional Warfare

DTIC Science & Technology

2015-06-01

highlighting: the area command and the mass base. Comprised of leadership cells of the three previously discussed components, the area command also...execution, with feedback given to the area command so leadership can leverage strengths and mitigate weaknesses.9 While each application of UW is...14 Within the fourth phase, “organization,” U.S. advisors and resistance leadership build trust, organize an infrastructure, discuss expectations

Simulation in the Executive Suite: Lessons Learned for Building Patient Safety Leadership.

PubMed

Rosen, Michael A; Goeschel, Christine A; Che, Xin-Xuan; Fawole, Joseph Oluyinka; Rees, Dianne; Curran, Rosemary; Gelinas, Lillee; Martin, Jessica N; Kosel, Keith C; Pronovost, Peter J; Weaver, Sallie J

2015-12-01

Simulation is a powerful learning tool for building individual and team competencies of frontline health care providers with demonstrable impact on performance. This article examines the impact of simulation in building strategic leadership competencies for patient safety and quality among executive leaders in health care organizations. We designed, implemented, and evaluated a simulation as part of a larger safety leadership network meeting for executive leaders. This simulation targeted knowledge competencies of governance priority, culture of continuous improvement, and internal transparency and feedback. Eight teams of leaders in health care organizations-a total of 55 participants-participated in a 4-hour session. Each team performed collectively as a new chief executive officer (CEO) tasked with a goal of rescuing a hospital with a failing safety record. Teams worked on a modifiable simulation board reflecting the current dysfunctional organizational structure of the simulated hospital. They assessed and redesigned accountability structures based on information acquired in encounter sessions with confederates playing the role of internal staff and external consultants. Data were analyzed, and results are presented as qualitative themes arising from the simulation exercise, participant reaction data, and performance during the simulation. Key findings include high degrees of variability in solutions developed for the dysfunctional hospital system and generally positive learner reactions to the simulation experience. This study illustrates the potential value of simulation as a mechanism for learning and strategy development for executive leaders grappling with patient safety issues. Future research should explore the cognitive or functional fidelity of organizational simulations and the use of custom scenarios for strategic planning.

Chief Executive Officers: Academic Leaders or Business Managers?

ERIC Educational Resources Information Center

Doring, Allan

This paper explores the role and preparation of academics for senior management and executive positions in colleges and universities, particularly in Australia. A background section cites trends in higher education management and recent critiques of that management and the consequent scrutiny of leadership effectiveness. There follows an…

Medical-surgical nurses' perceived self-confidence and leadership abilities as first responders in acute patient deterioration events.

PubMed

Hart, Patricia L; Spiva, LeeAnna; Baio, Pamela; Huff, Barbara; Whitfield, Denice; Law, Tammy; Wells, Tiffany; Mendoza, Inocenica G

2014-10-01

To explore and understand medical-surgical nurses' perceived self-confidence and leadership abilities as first responders in recognising and responding to clinical deterioration prior to the arrival of an emergency response team. Patients are admitted to hospitals with multiple, complex health issues who are more likely to experience clinical deterioration. The majority of clinical deterioration events occur on medical-surgical units, and medical-surgical nurses are frequently the first healthcare professionals to identify signs and symptoms of clinical deterioration and initiate life-saving interventions. A prospective, cross-sectional, descriptive quantitative design using a survey method was used. Nurses were recruited from an integrated healthcare system located in the south-east United States. Nurses completed a demographic, a self-confidence and a leadership ability questionnaire. One hundred and forty-eight nurses participated in the study. Nurses felt moderately self-confident in recognising, assessing and intervening during clinical deterioration events. In addition, nurses felt moderately comfortable performing leadership skills prior to the arrival of an emergency response team. A significant, positive relationship was found between perceived self-confidence and leadership abilities. Age and certification status were significant predictors of nurses' leadership ability. Although nurses felt moderately self-confident and comfortable with executing leadership abilities, improvement is needed to ensure nurses are competent in recognising patients' deterioration cues and making sound decisions in taking appropriate, timely actions to rescue patients. Further strategies need to be developed to increase nurses' self-confidence and execution of leadership abilities in handling deterioration events for positive patient outcomes. Educational provisions should focus on various clinical deterioration events to build nurses' self-confidence and leadership abilities in handling clinical deterioration. Nurses should obtain national certification to increase their knowledge and clinical reasoning skills. © 2014 John Wiley & Sons Ltd.

Leadership style and patient safety: implications for nurse managers.

PubMed

Merrill, Katreena Collette

2015-06-01

The purpose of this study was to explore the relationship between nurse manager (NM) leadership style and safety climate. Nursing leaders are needed who will change the environment and increase patient safety. Hospital NMs are positioned to impact day-to-day operations. Therefore, it is essential to inform nurse executives regarding the impact of leadership style on patient safety. A descriptive correlational study was conducted in 41 nursing departments across 9 hospitals. The hospital unit safety climate survey and multifactorial leadership questionnaire were completed by 466 staff nurses. Bivariate and regression analyses were conducted to determine how well leadership style predicted safety climate. Transformational leadership style was demonstrated as a positive contributor to safety climate, whereas laissez-faire leadership style was shown to negatively contribute to unit socialization and a culture of blame. Nursing leaders must concentrate on developing transformational leadership skills while also diminishing negative leadership styles.

Leadership Considerations for Executive Vice Chairs, New Chairs, and Chairs in the 21st Century

ERIC Educational Resources Information Center

Kunkel, Elisabeth J. S.; Lehrmann, Jon A.; Vergare, Michael J.; Roberts, Laura Weiss

2013-01-01

The need to fulfill academic goals in the context of significant economic challenges, new regulatory requirements, and ever-changing expectations for leadership requires continuous adaptation. This paper serves as an educational resource for emerging leaders from the literature, national leaders, and other "best practices" in the…

The Effect from Coaching Based Leadership

ERIC Educational Resources Information Center

Moen, Frode; Federici, Roger Andre

2012-01-01

The main purpose of the present study was to implement an experiment to explore the effects from coaching based leadership on goal setting, self-efficacy, and causal attribution. The study comprised of 20 executives and 124 middle managers at a branch of a Norwegian Fortune 500 company who all voluntarily participated in an experiment over a…

47 CFR Appendix B to Part 64 - Priority Access Service (PAS) for National Security and Emergency Preparedness (NSEP)

Code of Federal Regulations, 2010 CFR

2010-10-01

... leadership; (iii) Disaster shelter coordination and management; and (iv) Critical Disaster Field Office... telecommunications management and response functions during emergency/disaster situations. 3. Initiate PAS requests... priorities, priority one being the highest. The five priority levels are: 1. Executive Leadership and Policy...

Strategic Leadership of Teaching and Learning Centres: From Reality to Ideal

ERIC Educational Resources Information Center

Palmer, Stuart; Holt, Dale; Challis, Di

2011-01-01

This paper reports on the third phase of a study of Australian Teaching and Learning Centres to identify factors that contribute to the effective strategic leadership of Centres. Focus groups at 10 Australian universities included 66 respondents, providing a diverse range of perspectives, from students to members of the university executive.…

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

ERIC Educational Resources Information Center

O'Roark, Jordan J.

2015-01-01

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

Leadership Conference on Medical Education in Substance Abuse (Washington, DC, December 1-2, 2004)

ERIC Educational Resources Information Center

Office of National Drug Control Policy, 2004

2004-01-01

In December 2004, the Office of National Drug Control Policy (ONDCP) in the Executive Office of the President hosted an important Leadership Conference on Medical Education in Substance Abuse. The conference brought together leaders of private sector organizations, Federal agencies, organized medicine, and licensure and certification bodies to…

Inside View: A Leader's Observations on Leadership.

ERIC Educational Resources Information Center

Ulmer, Walter F., Jr.

Walter F. Ulmer, Jr., is a retired three-star general in the United States Army and former president and chief executive officer of the Center for Creative Leadership. This book is a compilation of columns that he wrote during 1990-94 for the Center's periodical "Issues and Observations." The articles emphasize learning as the essential connection…

A Comparative Study of the Administrative and Leadership Styles of Corporate Presidents and School Superintendents As Chief Executive Officers (CEOs).

ERIC Educational Resources Information Center

Tracy, Guy R.

This paper compares the managerial, administrative, and leadership styles of public-school superintendents and presidents of public corporations. Data were derived from questionnaires mailed to eight superintendents and seven corporate presidents. Findings show that superintendents and corporate presidents used similar leadership…

Sandia National Laboratories: About Sandia: Leadership

Science.gov Websites

Working With Sandia Working With Sandia Prospective Suppliers What Sandia Looks For In Our Suppliers What provides leadership and management direction for the safe, secure execution of all Sandia missions. View implement the Labs Director's strategic vision for safe, secure operations at Sandia. View full biography

Making Time for Instructional Leadership. Volume 1: Executive Summary

ERIC Educational Resources Information Center

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

2015-01-01

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

Space history, space policy, and executive leadership

NASA Technical Reports Server (NTRS)

Kraemer, Sylvia K.

1993-01-01

A lecture that attempts to establish the role of space historians in formulating space policy is presented. The discussion focusses on two adages and their relevance to space policy. The adages are as follows: 'write about what you know;' and 'good managers do things right; good executives do the right things.'

The Expansive Executive. Report Number 147. Second Edition.

ERIC Educational Resources Information Center

Kaplan, Robert E.

This report seeks to understand executive leadership by focusing on a character type called "expansive." Expansive character revolves around mastery of tasks and a continual desire to accomplish. In the report, several goals are featured: to define what expansive character is; to discuss its origins; to show how moderate versus extreme…

Comparison of StrengthsQuest Signature Themes in Student Pharmacists and Other Health Care Profession Students.

PubMed

Bloom, Timothy J

2018-02-01

Objective. To determine whether there is a distinctive pattern of StrengthsQuest Signature Themes or leadership domains for Doctor of Pharmacy students compared to students in other health care professional programs. Methods. Students in Doctor of Pharmacy (PharmD), Master of Physician Assistant (PA), Doctor of Physical Therapy (DPT), and Doctor of Osteopathic Medicine (DO) programs at Campbell University completed the online Clifton StrengthsQuest assessment and received their Signature Themes. The frequency of individual themes and the leadership domains into which they are sorted by Gallup was analyzed for each program. Results were compared between programs and with national frequencies among undergraduate students. Results. The most common themes in the total population were Learner, Relator, Responsibility, Harmony, and Achiever. Learner and Relator were among the five most frequent themes for all four individual programs while Responsibility and Harmony were among the top five for three programs. The most frequently reported themes in PharmD and PA students (39% and 38% of all themes, respectively) are grouped by Gallup into the executing domain, and into the relationship-building domain for DO and DPT students (35% and 33% of all themes, respectively). The least frequent themes in PharmD, DO and PA students were those grouped into the influencing domain, reported by 10% or fewer students. Conclusion. Numerous similarities were found in theme frequencies among students in four different health care professions, suggesting there is not a distinctive Doctor of Pharmacy Signature Theme profile.

ACTS: Technology Description and Results

NASA Technical Reports Server (NTRS)

Gedney, Richard T.; Schertler, Ronald; Gargione, Frank

2000-01-01

The ACTS Project was originated at NASA Glenn Research Center in the early 1980's to sponsor the development and application of technology that was intended to be used by the private sector. The program was formulated with the underlying philosophy of maintaining US leadership in satellite communications while focusing technology development for efficient use of the frequency spectrum. This report chronicles the execution and results of the program from the perspective of its technology managers, from inception through hardware and system development to on-orbit experiments and demonstrations of the technology. The first eight sections of the report discuss programmatic background, the specific satellite and ground terminal technology and the results generated by the program including industry relevance. A federally funded program of this type attracted strong advocates and adversaries and the resulting impact on the project schedule is also discussed. The last two sections are a list of useful acronyms and extensive references.

Spiritual leadership: a new model.

PubMed

Wolf, Emily J

2004-01-01

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

Patient Safety Leadership WalkRounds.

PubMed

Frankel, Allan; Graydon-Baker, Erin; Neppl, Camilla; Simmonds, Terri; Gustafson, Michael; Gandhi, Tejal K

2003-01-01

In the WalkRounds concept, a core group, which includes the senior executives and/or vice presidents, conducts weekly visits to different areas of the hospital. The group, joined by one or two nurses in the area and other available staff, asks specific questions about adverse events or near misses and about the factors or systems issues that led to these events. ANALYSIS OF EVENTS: Events in the Walkrounds are entered into a database and classified according to the contributing factors. The data are aggregated by contributing factors and priority scores to highlight the root issues. The priority scores are used to determine QI pilots and make best use of limited resources. Executives are surveyed quarterly about actions they have taken as a direct result of WalkRounds and are asked what they have learned from the rounds. As of September 2002, 47 Patient Safety Leadership WalkRounds visited a total of 48 different areas of the hospital, with 432 individual comments. The WalkRounds require not only knowledgeable and invested senior leadership but also a well-organized support structure. Quality and safety personnel are needed to collect data and maintain a database of confidential information, evaluate the data from a systems approach, and delineate systems-based actions to improve care delivery. Comments of frontline clinicians and executives suggested that WalkRounds helps educate leadership and frontline staff in patient safety concepts and will lead to cultural changes, as manifested in more open discussion of adverse events and an improved rate of safety-based changes.

Use of Motivational Interviewing by Nurse Leaders: Coaching for Performance, Professional Development, and Career Goal Setting.

PubMed

Niesen, Cynthia R; Kraft, Sarah J; Meiers, Sonja J

Motivational interviewing (MI) is a mentoring style used in various health care settings to guide patients toward health promotion and disease management. The aims of this project were (1) to identify evidence supporting the application of MI strategies and principles by nurse leaders to promote healthful leadership development among direct-report staff and (2) to report outcomes of an educational pilot project regarding MI use for new nurse leaders. Correlations between MI and the American Organization of Nurse Executives nurse executive competencies are reviewed and summarized. These competencies shape the roles, responsibilities, and skills required for nurse executives to function proficiently and successfully within health care organizations. Survey responses were gathered from new nurse supervisors and nurse managers following the MI educational session for nurse leaders. The results show acceptability for MI use in professional development of direct-report staff and in other aspects of nursing leadership roles.

Distributed Leadership in Drainage Basin Management: A Critical Analysis of ‘River Chief Policy’ from a Distributed Leadership Perspective

NASA Astrophysics Data System (ADS)

Zhang, Liuyi

2018-02-01

Water resources management has been more significant than ever since the official file stipulated ‘three red lines’ to scrupulously control water usage and water pollution, accelerating the promotion of ‘River Chief Policy’ throughout China. The policy launches creative approaches to include people from different administrative levels to participate and distributes power to increase drainage basin management efficiency. Its execution resembles features of distributed leadership theory, a vastly acknowledged western leadership theory with innovative perspective and visions to suit the modern world. This paper intends to analyse the policy from a distributed leadership perspective using Taylor’s critical policy analysis framework.

Lean healthcare from a change management perspective.

PubMed

van Rossum, Lisa; Aij, Kjeld Harald; Simons, Frederique Elisabeth; van der Eng, Niels; Ten Have, Wouter Dirk

2016-05-16

Purpose - Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the "toolbox lean" toward an actual transformation to lean healthcare. Design/methodology/approach - A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow. Findings - The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare. Originality/value - With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization's change capacity as crucial success factor for a sustainable transformation to lean healthcare.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-05

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

Executive dysfunction, brain aging, and political leadership.

PubMed

Fisher, Mark; Franklin, David L; Post, Jerrold M

2014-01-01

Decision-making is an essential component of executive function, and a critical skill of political leadership. Neuroanatomic localization studies have established the prefrontal cortex as the critical brain site for executive function. In addition to the prefrontal cortex, white matter tracts as well as subcortical brain structures are crucial for optimal executive function. Executive function shows a significant decline beginning at age 60, and this is associated with age-related atrophy of prefrontal cortex, cerebral white matter disease, and cerebral microbleeds. Notably, age-related decline in executive function appears to be a relatively selective cognitive deterioration, generally sparing language and memory function. While an individual may appear to be functioning normally with regard to relatively obvious cognitive functions such as language and memory, that same individual may lack the capacity to integrate these cognitive functions to achieve normal decision-making. From a historical perspective, global decline in cognitive function of political leaders has been alternatively described as a catastrophic event, a slowly progressive deterioration, or a relatively episodic phenomenon. Selective loss of executive function in political leaders is less appreciated, but increased utilization of highly sensitive brain imaging techniques will likely bring greater appreciation to this phenomenon. Former Israeli Prime Minister Ariel Sharon was an example of a political leader with a well-described neurodegenerative condition (cerebral amyloid angiopathy) that creates a neuropathological substrate for executive dysfunction. Based on the known neuroanatomical and neuropathological changes that occur with aging, we should probably assume that a significant proportion of political leaders over the age of 65 have impairment of executive function.

Gender and leadership in healthcare administration: 21st century progress and challenges.

PubMed

Lantz, Paula M

2008-01-01

The need for strong leadership and increased diversity is a prominent issue in today's health services workforce. This article reviews the latest literature, including research and proposed agendas, regarding women in executive healthcare leadership. Data suggest that the number of women in leadership roles is increasing, but women remain underrepresented in the top echelons of healthcare leadership, and gender differences exist in the types of leadership roles women do attain. Salary disparity prevails, even when controlling for gender differences in educational attainment, age, and experience. Despite widespread awareness of these problems in the field, current action and policy recommendations are severely lacking. Along with the challenges of cost, quality, and an aging population, the time has come for a more thoughtful, policy-focused approach to amend the discrepancy between gender and leadership in healthcare administration.

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

PubMed

Abraham, Pauline J

2011-01-01

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

A scoping review to understand "leadership" in interprofessional education and practice.

PubMed

Brewer, Margo L; Flavell, Helen Louise; Trede, Franziska; Smith, Megan

2016-07-01

This scoping study examined how "leadership" is referred to and used in interprofessional education and practice. A total of 114 refereed articles were reviewed to determine how leadership is defined, conceptualised, and theorised. The review also examined what capabilities were identified for effective interprofessional leadership. The majority of papers were empirical studies undertaken by researchers based in North America. The majority of articles did not refer to a specific leadership approach, nor did they define, describe, or theorise leadership. Moreover, "leadership" capabilities were rarely identified. Articles generally focused on health practitioners and educators or students as leaders with little exploration of leadership at higher levels (e.g. executive, accrediting bodies, government). This review indicates the need for a more critical examination of interprofessional leadership and the capabilities required to lead the changes required in both education and practice settings. The goal of this article is to stimulate discussion and more sophisticated, shared understandings of interprofessional leadership for the professions. Recommendations for future research are required in both education and practice settings.

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

ERIC Educational Resources Information Center

Anderson, George W.

2010-01-01

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

CEO Ideational Facilitation Leadership and Team Creativity: The Mediating Role of Knowledge Sharing

ERIC Educational Resources Information Center

Carmeli, Abraham; Paulus, Paul B.

2015-01-01

The development of new ventures is often based on collective creative efforts. We conceptualize team creativity as a process of looking for and exploring new solutions and examine whether and how CEO leadership fosters creativity in top management teams (TMT). Data collected from senior executive teams indicate that CEO ideational facilitation…

Telling the Technology Story: PR Strategies for School Leaders. Backgrounder Brief. CoSN Essential Leadership Skills Series

ERIC Educational Resources Information Center

Consortium for School Networking (NJ1), 2006

2006-01-01

This Backgrounder Brief is an executive summary of "Telling the Technology Story: PR Strategies for School Leaders," a component of the Consortium for School Networking (CoSN) Essential Leadership Skills Series. Public relations is a critical component of a district's successful technology implementation--and it involves communicating on an…

Workplace-based clinical leadership training increases willingness to lead.

PubMed

MacPhail, Aleece; Young, Carmel; Ibrahim, Joseph Elias

2015-01-01

The purpose of this paper is to reflect upon a workplace-based, interdisciplinary clinical leadership training programme (CLP) to increase willingness to take on leadership roles in a large regional health-care centre in Victoria, Australia. Strengthening the leadership capacity of clinical staff is an advocated strategy for improving patient safety and quality of care. An interdisciplinary approach to leadership is increasingly emphasised in the literature; however, externally sourced training programmes are expensive and tend to target a single discipline. Appraisal of the first two years of CLP using multiple sourced feedback. A structured survey questionnaire with closed-ended questions graded using a five-point Likert scale was completed by participants of the 2012 programme. Participants from the 2011 programme were followed up for 18 months after completion of the programme to identify the uptake of new leadership roles. A reflective session was also completed by a senior executive staff that supported the implementation of the programme. Workplace-based CLP is a low-cost and multidisciplinary alternative to externally sourced leadership courses. The CLP significantly increased willingness to take on leadership roles. Most participants (93 per cent) reported that they were more willing to take on a leadership role within their team. Fewer were willing to lead at the level of department (79 per cent) or organisation (64 per cent). Five of the 11 participants from the 2011 programme had taken on a new leadership role 18 months later. Senior executive feedback was positive especially around the engagement and building of staff confidence. They considered that the CLP had sufficient merit to support continuation for at least another two years. Integrating health-care professionals into formal and informal leadership roles is essential to implement organisational change as part of the drive to improve the safety and quality of care for patients and service users. This is the first interdisciplinary, workplace-based leadership programme to be described in the literature, and demonstrates that it is possible to deliver low-cost, sustainable and productive training that increases the willingness to take on leadership roles.

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

ERIC Educational Resources Information Center

Youn, Houng Jin

2013-01-01

The purpose of this dissertation was to launch a leadership training program for shared leadership based on "super leadership." The constructs of the study were designed to study Bible leaders in shared leadership, leadership paradigm and types, transformational leadership, and, super leadership and shared leadership theory that are all…

Career Ascension of African American Women in Executive Positions in Postsecondary Institutions

ERIC Educational Resources Information Center

Gamble, Erica D.

2011-01-01

Few studies exist regarding the factors and career paths that might be of value to African American females seeking an executive leadership position in a postsecondary institution. Using a qualitative phenomenological method, the essence of the experience of becoming a leader in postsecondary institutions was captured through face-to-face,…

A Look at Derailment Today: North America and Europe.

ERIC Educational Resources Information Center

Leslie, Jean Brittain; Van Velsor, Ellen

Executives with a track record of success are sometimes fired, demoted, or plateaued. This publication presents findings of a study conducted by the Center for Creative Leadership (CCL), which compared contemporary derailed and successful executives in the United States and Europe. Results are compared to those of earlier CCL findings. Data were…

The Principal and "The Prince": Machiavelli and School Leadership.

ERIC Educational Resources Information Center

English, Fenwick W.

1992-01-01

Because most people will resist law and reason (government), power must be rendered in someone else's name to make ruling palatable. Executives, including principals, represent the law. To enforce a given law, executives must often exceed their base of authority to act decisively--despite recent rhetoric about staff empowerment and site-based…

Factors Influencing Female Principals' Pursuit of the Superintendency in the State of Iowa

ERIC Educational Resources Information Center

Budde, Anne Marie

2010-01-01

Executive leadership positions in public schools in the United States are dominated by white males. Equitable representation is not currently present for females in the role of public school superintendents (Mertz, 2006). The superintendency maintains the status as the least gender-diverse executive position in the country (Bjork, 2000; Grogan…

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.

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)…

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.

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

Leadership Frames and Perceptions of Effectiveness among Health Information Management Program Directors

PubMed Central

Sasnett, Bonita; Ross, Thomas

2007-01-01

Leadership is important to health science education. For program effectiveness, directors should possess leadership skills to appropriately lead and manage their departments. Therefore, it is important to explore the leadership styles of programs' leaders as health science education is undergoing reform. Program directors of two and four-year health information management programs were surveyed to determine leadership styles. The study examined leadership styles or frames, the number of leadership frames employed by directors, and the relationship between leadership frames and their perceptions of their effectiveness as a manager and as a leader. The study shows that program directors are confident of their human resource and structural skills and less sure of the political and symbolic skills required of leaders. These skills in turn are correlated with their self-perceived effectiveness as managers and leaders. Findings from the study may assist program directors in their career development and expansion of health information management programs as a discipline within the health science field. As academic health centers receive greater pressure from the Institute of Medicine and accrediting agencies to reform health science education, the question of leadership arises. These centers have taken a leadership role in reforming health professional education by partnering with educational institutions to improve the health of communities. To achieve health education reform, health sciences educators must apply effective leadership skills.1 College and university leadership is challenged on how to best approach educational reform across health science fields. This article discusses leadership styles employed by program directors of one health science department, health information management, in directing programs for health science education reform. PMID:18066358

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.

University-Based Community College Leadership Programs: Where Future Community College Leaders Are Prepared

ERIC Educational Resources Information Center

Friedel, Janice Nahra

2010-01-01

Community college leadership programs may take a variety of forms, among them university-based programs, leadership institutes, community college-based "grow your own" programs, professional organization-based institutes, or a combination of these. University-based doctorate leadership programs are the principal providers of these…

Building from within: identifying leadership competencies for future navy nurse executives.

PubMed

Palarca, Christine; Johnson, Scott; Mangelsdorff, A David; Finstuen, Kenn

2008-01-01

The purpose of this research is to forecast the relevant competencies and important skills, knowledge, and abilities (SKAs) for Navy nurse executives in the next 5 to 10 years. Using 2 iterations, Wave I and Wave II, of the Delphi technique, 6 competency domains emerged: business management, executive leadership, professional development, global awareness and interoperability, communications, and personnel management. For Wave I, 38 (19%) of 200 nurses identified what they considered to be the 5 most relevant competencies and skills, knowledge, and abilities. Reviewed by an expert panel, the results were used to develop the Wave II questionnaire to determine SKA importance ratings. Using the same respondent pool, 93 (47%) of the 200 nurses rated 100 SKA items. The top 3 rated SKAs were as follows: "Maintains the utmost integrity: has the trust of all members inside and outside of the organization," "Communication skills: ability to communicate in all forms," and "Ability to lead and mentor junior personnel." The Cronbach coefficient alpha was used to assess internal consistency. All results were above the recommended and acceptable level of .70. The results will provide the foundation for a leadership education continuum enabling the critical link among educational offerings, role-based experiences, timely mentoring, and specific career milestones.

Distinctive Facial Cues Predict Leadership Rank and Selection.

PubMed

Re, Daniel E; Rule, Nicholas

2017-09-01

Facial appearance correlates with leadership, both in terms of who is chosen (leader selection) and how they do (leader success). Leadership theories suggest that exceptional individuals acquire positions as leaders. Exceptional traits can differ between domains, however, and so the qualities valued in leaders in one occupation may not match those valued among leaders in another. To test this, we compared the relationship between facial appearance and leadership across two domains: law firms and mafia families. Perceptions of power correlated with leadership among law executives whereas social skill correlated with leadership in organized crime. Critically, these traits were distinctive within their respective groups. Furthermore, an experimental test showed that the relative frequency of facial traits in a group can render them either an asset or liability. Perceived leadership ability is therefore enhanced by characteristics that appear unique among individuals who satisfy the basic criteria for their group.

76 FR 68243 - Youth Leadership Program: TechGirls

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-03

... DEPARTMENT OF STATE [Public Notice: 7671] Youth Leadership Program: TechGirls Overview Information Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership Program... Cultural Affairs (ECA) announces an open competition for the new Youth Leadership Program ``TechGirls...

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

ERIC Educational Resources Information Center

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

2010-01-01

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

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

PubMed

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

2015-05-01

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

Two-Year College Succession Planning: Utilizing the Mission Statement for Selection of the Vice President of Human Resources

ERIC Educational Resources Information Center

Lacey-Nevitt, Lucia

2012-01-01

Colleges have a critical investment in the proper selection of key executive administrative positions with high quality leadership and character since leadership transitions can be unsettling and costly, and governing boards have a vested interest in getting it right. The problem is that two-year colleges are facing a strategic planning crisis…

Neither Here nor There: Transformational Leadership and Cultural Intelligence in Presidents of U.S. Accredited Universities in Foreign Countries

ERIC Educational Resources Information Center

Bourgeois, Jeff

2017-01-01

The role of a university president combines the symbolism of an institutional ambassador with the leadership responsibilities of a private-sector executive. When considering the cultural context of the university and the culture of the surrounding community, the demands of the presidential position become far more complex. The Council for Higher…

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

20 CFR 638.520 - Student government and leadership programs.

Code of Federal Regulations, 2010 CFR

2010-04-01

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

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…

20 CFR 638.520 - Student government and leadership programs.

Code of Federal Regulations, 2012 CFR

2012-04-01

... 20 Employees' Benefits 3 2012-04-01 2012-04-01 false Student government and leadership programs... Student government and leadership programs. The center operator shall establish an elected student government and student leadership program in accordance with procedures established by the Job Corps Director. ...

20 CFR 638.520 - Student government and leadership programs.

Code of Federal Regulations, 2011 CFR

2011-04-01

... 20 Employees' Benefits 3 2011-04-01 2011-04-01 false Student government and leadership programs... Student government and leadership programs. The center operator shall establish an elected student government and student leadership program in accordance with procedures established by the Job Corps Director. ...

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

Creating Leaders through the Teacher Learning and Leadership Program

ERIC Educational Resources Information Center

Pearce, Kyle

2015-01-01

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

Reducing the Carbon Footprint of the USDA-ARS "Soils" Lab in Morris, Minnesota

USDA-ARS?s Scientific Manuscript database

The Soils Lab in Morris adopted energy goals originally set forth by Executive Order 13423, which in short, called for a 30% reduction in energy use in federal facilities by 2015 and a 16% reduction in water use in the same time frame. Executive Order 13514 "Federal Leadership in Environmental, Ener...

The New Face in Leadership: Emotional Intelligence

ERIC Educational Resources Information Center

Greenockle, Karen M.

2010-01-01

In the new millennium we are witnessing the shifts in the global economy, competition, and human resource needs thus, requiring a leader who must have more than a vision that inspires others but be able to execute it successfully to ensure the vision becomes a reality (Dunning, 2000). This emphasis on execution requires a reliance on teamwork and…

Empowerment of African American Women Leaders in Higher Education: A Multiple Case Study

ERIC Educational Resources Information Center

McDaniel, Sharon L.

2016-01-01

The purpose of this study was to gain an understanding of the perspectives on empowerment held by African American women who work in executive positions within higher educational settings. This study also seeks to provide other women with a deeper level of awareness regarding the journey towards executive leadership. Current literature explores…

The Turnaround Mindset: Aligning Leadership for Student Success

ERIC Educational Resources Information Center

Fairchild, Tierney Temple; DeMary, Jo Lynne

2011-01-01

This book provides a valuable balance between what one must know and what one must do to turn around low-performing schools. The 3-E framework simplifies this complex process by focusing resources on the environment, the executive, and the execution of the turnaround plan. Central to each of these components is a spotlight on the values supporting…

The Myth of Rational Objectivity and Leadership: The Realities of a Hospital Merger from a CEO's Perspective

ERIC Educational Resources Information Center

Tobin, John H.

2009-01-01

Executive power and status depends on others' belief in the executive's capacity for control via rational decision-making, "by the numbers" and above the fray of day to day minutia. By exploring his own experience in the complex social dynamics of a long, complicated merger process--characterised by misunderstanding, incomplete…

Executive Transitions in Student Affairs: A Guide to Getting Started as the Vice President

ERIC Educational Resources Information Center

Carry, Ainsley, Ed.

2014-01-01

Transitions are a critical time for executives at all types of higher education institutions. Some vice presidents for student affairs sail through the transition period, while others stumble because they could not navigate the complexity of the new role. Vice presidents who appropriately match their leadership and management style to the new…

Female College Presidents: Characteristics to Become and Remain Chief Executive Officer of a College

ERIC Educational Resources Information Center

Balram, Arlette

2012-01-01

Through an ethnographic approach, the perceptions of female college presidents from the northeastern region of the United States regarding leadership styles and the characteristics to become and remain the chief executive officer of a college were investigated. Six presidents from various types of four-year colleges were interviewed. Themes,…

Fourth Annual Nursing Leadership Congress: "Driving Patient Safety Through Transformation" Conference proceedings.

PubMed

Pinakiewicz, Diane; Smetzer, Judy; Thompson, Pamela; Navarra, Mary Beth; Lambert, Monique

2009-06-01

In September 2008, nurse executives from around the country met in Scottsdale, Ariz, to develop practical tools and recommendations for "Driving Patient Safety Through Transformation," the theme of the fourth annual Nursing Leadership Congress. The Congress was made possible through an educational grant from McKesson and Intel in collaboration with sponsorship from the American Organization of Nurse Executives, Institute for Safe Medication Practices and National Patient Safety Foundation. This paper summarizes the Congress plenary sessions and roundtable discussions. Plenaries included the following: *Transformational Leadership: The Role of Leaders in Managing Complex Problems *Using the Baldrige Business Model as the Infrastructure for Creating a Culture of Patient Safety *Prospects for Structural Reform in Health Care Roundtables included the following: *Joy and Meaning in Work *Managing Chronic Care Across the Continuum *The Future of Acute Care Delivery in Light of Changing Reimbursement* Leveraging Transparency to Drive Patient Safety *Collaborative Partnerships for Driving a Patient Safety Agenda *Innovative Solutions for Patient Safety *Implementing the Fundamentals of the Toyota Production Model forHealthcare

Betrayed trust: healing a broken hospital through servant leadership.

PubMed

Yancer, Deborah A

2012-01-01

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

Clinical perspective: creating an effective practice peer review process-a primer.

PubMed

Gandhi, Manisha; Louis, Frances S; Wilson, Shae H; Clark, Steven L

2017-03-01

Peer review serves as an important adjunct to other hospital quality and safety programs. Despite its importance, the available literature contains virtually no guidance regarding the structure and function of effective peer review committees. This Clinical Perspective provides a summary of the purposes, structure, and functioning of effective peer review committees. We also discuss important legal considerations that are a necessary component of such processes. This discussion includes useful templates for case selection and review. Proper committee structure, membership, work flow, and leadership as well as close cooperation with the hospital medical executive committee and legal representatives are essential to any effective peer review process. A thoughtful, fair, systematic, and organized approach to creating a peer review process will lead to confidence in the committee by providers, hospital leadership, and patients. If properly constructed, such committees may also assist in monitoring and enforcing compliance with departmental protocols, thus reducing harm and promoting high-quality practice. Copyright © 2016 Elsevier Inc. All rights reserved.

Staff nurse perceptions of nurse manager leadership styles and outcomes.

PubMed

Casida, Jesus; Parker, Jessica

2011-05-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-04

... Attendance at FERC Leadership Development Program Graduation/Induction Ceremony The Federal Energy Regulatory... may attend the following event: FERC Leadership Development Program Graduation/Induction Ceremony: 888... and welcome 17 employees selected for the 2012 Leadership Development Program and graduate 15...

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

PubMed

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

2011-01-01

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

Perspectives on clinical leadership: a qualitative study exploring the views of senior healthcare leaders in the UK

PubMed Central

Mohanna, Kay; Cowpe, Jenny

2014-01-01

Introduction Clinicians are being asked to play a major role leading the NHS. While much is written on about clinical leadership, little research in the medical literature has examined perceptions of the term or mapped the perceived attributes required for success. Objective To capture the views of senior UK healthcare leaders regarding their perception of the term `clinical leadership' and the cultural backdrop in which it is being espoused. Setting UK Healthcare sector Participants Senior UK Healthcare leaders Methods Twenty senior healthcare leaders including a former Health Minister, NHS Executives, NHS Strategic Health Authority, PCT and Acute Trust chief executives and medical directors, Medical Deans and other key actors in the UK medical leadership arena were interviewed between 2010 and 2011 using a semi-structured interview technique. Using grounded theory, themes were identified and subsequently analysed in an attempt to answer the broad questions posed. Main outcome measures Not applicable for a qualitative research project Results A number of themes emerged from this qualitative study. First, there was evidence of changing attitudes among doctors, particularly trainees, towards becoming involved in clinical leadership. However, there was unease over the ambiguity of the term ‘clinical leadership’ and the implications for the future. There was, however, broad agreement as to the perceived attributes and skills required for success in healthcare leadership. Conclusions Clinical leadership is often perceived to be doctor centric and ‘Healthcare Leadership’ may be a more inclusive term. An understanding of the historical medico-political context of the leadership debate is required by all healthcare leaders to fully understand the challenges of changing healthcare culture. Whilst the broad attributes deemed essential for success as a healthcare leaders are not new, significant effort and investment, including a physical Healthcare Academy, are required to best utilise and harmonise the breadth of leadership talent in the NHS. PMID:25013095

Examining the Influence of Campus Leadership Programs at a Catholic University

ERIC Educational Resources Information Center

Whitney, Rich; Meents-DeCaigny, Ellen

2014-01-01

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

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.

St. Michael's Improvement Program - A Collaborative Approach to Sustainable Cost Savings.

PubMed

Trafford, Anne; Jane, Danielle

2017-01-01

In response to a challenging financial environment and increasing patient demand, St. Michael's Hospital needed to find long-term sustainable solutions to continue to provide high-quality patient care and invest in key priorities. By conducting Operational Reviews in focused areas, the hospital achieved $7.4 million of in-year savings in the first year, found standardizations, process efficiencies and direct cost savings that positioned itself for success in future funding models. Initiatives were grounded in evidence and relied heavily on the effective execution by the leadership, front-line staff and physicians. As organizations face similar challenges, this journey can provide key learnings.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-02-02

... Attendance at FERC Leadership Development Program Induction Ceremony January 26, 2011. The Federal Energy... Commission staff may attend the following event: FERC Leadership Development Program Induction Ceremony: 888... welcome 16 employees selected for the 2011 Leadership Development Program. Kimberly D. Bose, Secretary...

75 FR 6007 - Office of Innovation and Improvement; Overview Information; School Leadership Grant Program...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-02-05

... Leadership Grant Program; Notice Inviting Applications for New Awards for Fiscal Year (FY) 2010 Catalog of... Leadership Grant Program (SLP) is designed to assist high-need local educational agencies (LEAs) in.... Carrying out professional development programs in instructional leadership and management. Providing...

How to Launch a Doctoral Interdisciplinary Leadership Program

ERIC Educational Resources Information Center

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

2015-01-01

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

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

ERIC Educational Resources Information Center

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

2010-01-01

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

Issues in researching leadership in health care organizations.

PubMed

Simons, Tony; Leroy, Hannes

2013-01-01

We provide a review of the research in this volume and suggest avenues for future research. Review of the research in this volume and unstructured interviews with health care executives. We identified the three central themes: (1) trust in leadership, (2) leading by example, and (3) multi-level leadership. For each of these themes, we highlight the shared concerns and findings, and provide commentary about the contribution to the literature on leadership. While relation-oriented leadership is important in health care, there is a danger of too much emphasis on relations in an already caring profession. Moreover, in most health care organizations, leadership is distributed and scholars need to adopt the appropriate methods to investigate these multi-level phenomena. In health care organizations, hands-on leadership, through role modeling, may be necessary to promote change. However, practicing what you preach is not as easy as it may seem. We provide a framework for understanding current research on leadership in health care organizations.

Endocrine disrupting chemicals research program of the U.S. Environmental Protection Agency: summary of a peer-review report

USGS Publications Warehouse

Harding, Anna K.; Daston, George P.; Boyd, Glen R.; Lucier, George W.; Safe, Stephen H.; Stewart, Juarine; Tillitt, Donald E.; Van Der Kraak, Glen

2006-01-01

At the request of the U.S. Environmental Protection Agency (EPA) Office of Research and Development, a subcommittee of the Board of Scientific Counselors Executive Committee conducted an independent and open peer review of the Endocrine Disrupting Chemicals Research Program (EDC Research Program) of the U.S. EPA. The subcommittee was charged with reviewing the design, relevance, progress, scientific leadership, and resources of the program. The subcommittee found that the long-term goals and science questions in the EDC Program are appropriate and represent an understandable and solid framework for setting research priorities, representing a combination of problem-driven and core research. Long-term goal (LTG) 1, dealing with the underlying science surrounding endocrine disruptors, provides a solid scientific foundation for conducting risk assessments and making risk management decisions. LTG 2, dealing with defining the extent of the impact of endocrine-disrupting chemicals (EDCs), has shown greater progress on ecologic effects of EDCs compared with that on human health effects. LTG 3, which involves support of the Endocrine Disruptor Screening and Testing Program of the U.S. EPA, has two mammalian tests already through a validation program and soon available for use. Despite good progress, we recommend that the U.S. EPA a) strengthen their expertise in wildlife toxicology, b) expedite validation of the Endocrine Disruptors Screening and Testing Advisory Committee tests, c) continue dependable funding for the EDC Research Program, d) take a leadership role in the application of “omics” technologies to address many of the science questions critical for evaluating environmental and human health effects of EDCs, and e) continue to sponsor multidisciplinary intramural research and interagency collaborations.

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

PubMed

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

2017-02-02

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

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

PubMed Central

Danilewitz, Marlon; McLean, Laurie

2016-01-01

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

Interview with Dr Bernard Pécoul, Executive Director of the Drugs for Neglected Diseases Initiative.

PubMed

Pécoul, Bernard

2009-05-01

A significant number of product-development partnerships have arisen in the past 10 years to tackle diseases that mainly affect developing countries. With their coherent research and development leadership, they have become key players in identifying gaps and overcoming bottlenecks in order to deliver medicines to those who need them most in the developing world. Dr Bernard Pécoul is the Executive Director of one such partnership, the Drugs for Neglected Diseases Initiative (DNDi). Under his leadership, the DNDi has built the largest and most robust R&D portfolio for three of the most neglected diseases. He speaks to Future Medicinal Chemistry about challenges facing neglected disease R&D and the DNDi's ongoing work.

A leadership program in an undergraduate nursing course in Western Australia: building leaders in our midst.

PubMed

Hendricks, Joyce M; Cope, Vicki C; Harris, Maureen

2010-04-01

This paper discusses a leadership program implemented in the School of Nursing at Edith Cowan University to develop leadership in fourth semester nursing students enrolled in a three year undergraduate nursing degree to prepare them for the dynamic 'changing world' environment of healthcare. Students were invited to apply to undertake the program in extracurricular time. Nineteen students applied to the program and ten were chosen to participate in the program. The numbers were limited to ten to equal selected industry leader mentors. The leadership program is based on the belief that leadership is a function of knowing oneself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize one's own potential. It is asserted that within the complexity of health care it is vital that nurses enter the clinical setting with leadership capabilities because graduate nurses must take the lead to act autonomously, make decisions at the point of service, and develop a professional vision that fits with organizational and professional goals Thus, the more practice students have with leadership skills, the more prepared they will be to enter the workforce. The program consists of three components: leadership knowledge, leadership skills and leadership-in-action. The leadership program focuses on the student-participant's ability to be self reflective on personal leadership qualities, critically appraise, and work within a team as well as to take responsibility for ensuring the achievement of team goals as leader. The program is practical and is reliant on the involvement of leader mentors who hold positions of leadership with the health industry in Western Australia. Students completed a pre and post program questionnaire related to abilities and skills in leadership. This paper discusses pre and post evaluation data against program outcomes. The findings demonstrate that participants of the program increased their ability to influence, persuade and motivate others; to effectively communicate; to team build and work collaboratively; to develop problem solving and perseverance skills to overcome obstacles; and to serve as agents for positive change.

34 CFR 403.71 - In what additional ways may funds be used under the State Programs and State Leadership Activities?

Code of Federal Regulations, 2010 CFR

2010-07-01

... State Programs and State Leadership Activities? 403.71 Section 403.71 Education Regulations of the... Secretary Assist Under the Basic Programs? State Programs and State Leadership Activities § 403.71 In what additional ways may funds be used under the State Programs and State Leadership Activities? In addition to...

34 CFR 403.71 - In what additional ways may funds be used under the State Programs and State Leadership Activities?

Code of Federal Regulations, 2011 CFR

2011-07-01

... State Programs and State Leadership Activities? 403.71 Section 403.71 Education Regulations of the... Secretary Assist Under the Basic Programs? State Programs and State Leadership Activities § 403.71 In what additional ways may funds be used under the State Programs and State Leadership Activities? In addition to...

34 CFR 403.71 - In what additional ways may funds be used under the State Programs and State Leadership Activities?

Code of Federal Regulations, 2013 CFR

2013-07-01

... State Programs and State Leadership Activities? 403.71 Section 403.71 Education Regulations of the... Secretary Assist Under the Basic Programs? State Programs and State Leadership Activities § 403.71 In what additional ways may funds be used under the State Programs and State Leadership Activities? In addition to...

34 CFR 403.71 - In what additional ways may funds be used under the State Programs and State Leadership Activities?

Code of Federal Regulations, 2012 CFR

2012-07-01

... State Programs and State Leadership Activities? 403.71 Section 403.71 Education Regulations of the... Secretary Assist Under the Basic Programs? State Programs and State Leadership Activities § 403.71 In what additional ways may funds be used under the State Programs and State Leadership Activities? In addition to...

34 CFR 403.71 - In what additional ways may funds be used under the State Programs and State Leadership Activities?

Code of Federal Regulations, 2014 CFR

2014-07-01

... State Programs and State Leadership Activities? 403.71 Section 403.71 Education Regulations of the... Secretary Assist Under the Basic Programs? State Programs and State Leadership Activities § 403.71 In what additional ways may funds be used under the State Programs and State Leadership Activities? In addition to...

Leading in Cyclical Environments: An Examination of North American Executive Leadership Styles in Global Semiconductor Organizations

ERIC Educational Resources Information Center

Gray, Terrell A., Sr.

2013-01-01

Perception is reality. No matter how you view yourself, your profile as a leader will be designed for you by those with whom you work and interact. It is vital that your leadership style have an understanding of the human complexities. Well-versed leaders inspire others while educating themselves as part of the continuum of learning (Tinney,…

Navigating Change and Leading an Institution of Higher Education: A Case Study of the Missional Leadership of a University President

ERIC Educational Resources Information Center

Bunn, Christopher Edward

2010-01-01

The purpose of this qualitative, single case study is to explore key leadership principles and strategies related to the "good to great" pattern of growth at Lee University. In order to accomplish this purpose, this study investigates Dr. Paul Conn's thoughts and navigation through times of change, conflict, and the strategic execution of planned…

The Leader of the Future. New Visions, Strategies, and Practices for the Next Era. First Edition. Drucker Foundation Future Series.

ERIC Educational Resources Information Center

Hesselbein, Frances, Ed.; And Others

The 31 papers in this volume address the requirements and qualities of leadership and leaders in the organization of the future. Papers are grouped into the following categories: Leading the Organization of the Future, Future Leaders in Action, Learning to Lead for Tomorrow, and Executives on the Future of Leadership. Some of the papers included…

Leaning in: lessons for leadership career development.

PubMed

Shirey, Maria R

2013-11-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author introduces the book Lean In and presents applicable lessons for nursing leadership career development.

Transformational Leadership in a High School Choral Program

ERIC Educational Resources Information Center

Williams, Owen Brian

2014-01-01

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

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

ERIC Educational Resources Information Center

Winton, Steven L.; Palmer, Sarah; Hughes, Patrick J.

2018-01-01

Leadership education must evolve to keep pace with the growing recognition that effective leadership happens in a complex environment and is as much a systemic variable as a personal one. As part of a program review process, a graduate leadership program at a private Midwestern university conducted a qualitative review of 18 online graduate…

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,…

"Towering genius disdains a beaten path" Abraham Lincoln.

PubMed

Ferguson-Paré, Mary; Mitchell, Gail J; Perkin, Karen; Stevenson, Lynn

2002-01-01

We see nursing leadership existing at all levels in nursing...all nurses leading. Nurse executives within academic health environments across Canada will be influencing health policy directions and dialogue within the profession nationally. They will be contributing to the development of a national agenda for nursing practice, education, research and leadership. These nurse executives will lead in a way that makes an invigorating impact on human service in health care environments and they will be dedicated to preparing the nursing leaders of tomorrow. The Academy of Canadian Executive Nurses will connect with the Office of Nursing Policy, Canadian Nurses Association, Canadian Association of University Schools of Nursing, Association of Canadian Academic Health Care Organizations and others to develop position papers regarding key issues such as patient safety, health human resource planning and leadership in the Canadian health care system. Our definition of professional nursing practice, fully integrated with education and research, will be advanced through these endeavours. The end result of a strong individual and collective voice will be improved patient outcomes supported by professional nursing practice in positive practice environments. This paper is intended to stimulate dialogue among nursing leaders in Canada, dislodge us from a long and traditional path, and place us firmly in a new millennium of leadership for the profession and practice of nursing, a style of leadership that is needed, wanted and supported by nurses and the clients we serve. It is the responsibility of those of us who lead in academic health science centres to be courageous for the students we support, the puactitioners we lead and the renewal of the profession. We are the testing ground for nursing research, and need to be the source of innovation for nursing practice. It is incumbent on us to leap forward to engage a new vision of the professional practice of nursing with a reconfigured work design and work environment compatible with the new economy, workplace and workforce.

Succession planning: a call to action for nurse executives.

PubMed

Trepanier, Sylvain; Crenshaw, Jeannette T

2013-10-01

To discuss the organisational benefits of strategic succession planning in acute care hospital settings as a responsibility of chief nurse executives. A formal succession planning process is crucial to the financial and operational viability and sustainability of acute care hospitals. A succession plan is an essential business strategy that promotes effective leadership transition and continuity while maintaining productivity. Nursing and business literature were reviewed; reports contrasting institutions with and without succession plans were examined; and, operational implications were considered. It is imperative that chief nurse executives respond to the business benefits of an effective succession planning programme, identify common barriers and solutions, and implement best practices for a successful strategic succession planning programme. A strategic succession planning programme may offer many benefits to an acute care hospital, including improved retention rates, increased staff engagement and enhanced financial performance. Considering the ageing nursing workforce and the potential increase in demand for nursing services in the near future, nurse executives and other nurse leaders must actively engage in a formal succession planning process. A formal succession planning programme will help to provide strategic leadership continuity, operational effectiveness and improved quality of care. © 2013 John Wiley & Sons Ltd.

Designing an Easy-to-use Executive Conference Room Control System

NASA Astrophysics Data System (ADS)

Back, Maribeth; Golovchinsky, Gene; Qvarfordt, Pernilla; van Melle, William; Boreczky, John; Dunnigan, Tony; Carter, Scott

The Usable Smart Environment project (USE) aims at designing easy-to-use, highly functional, next-generation conference rooms. Our first design prototype focuses on creating a “no wizards” room for an American executive; that is, a room the executive could walk into and use by himself, without help from a technologist. A key idea in the USE framework is that customization is one of the best ways to create a smooth user experience. As the system needs to fit both with the personal leadership style of the executive and the corporation’s meeting culture, we began the design process by exploring the work flow in and around meetings attended by the executive.

Identifying management competencies for health care executives: review of a series of Delphi studies.

PubMed

Hudak, R P; Brooke, P P; Finstuen, K

2000-01-01

This analysis reviews a selected body of research that identifies the essential areas of management expertise required of future health care executives. To ensure consistency, six studies are analyzed, utilizing the Delphi technique, to query a broad spectrum of experts in different fields and sites of health care management. The analysis identifies a number of management competencies, i.e., managerial capabilities, which current and aspiring health care executives, in various settings and with differing educational backgrounds, should possess to enhance the probability of their success in current and future positions of responsibility. In addition, this review identifies the skills (technical expertise), knowledge (facts and principles) and abilities (physical, mental or legal power) required to support achievement of these competencies. Leadership and resource management, including cost and finance dimensions, are the highest-rated requisite management competencies. The dominant skills, knowledge and abilities (SKAs) are related to interpersonal skills. The lowest-rated SKAs are related to job-specific, technical skills. Recommendations include the review of this research by formal and continuing education programs to determine the content of their courses and areas for future research. Similarly, current health care executives should assess this research to assist in identifying competency gaps. Lastly, this analysis recommends that the Delphi technique, as a valid and replicable methodology, be applied toward the study of non-executive health care managers, e.g., students, clinicians, mid-level managers and integrated systems administrators, to determine their requisite management competencies and SKAs.

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.

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

Code of Federal Regulations, 2010 CFR

2010-07-01

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

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

Code of Federal Regulations, 2012 CFR

2012-07-01

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

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

Code of Federal Regulations, 2011 CFR

2011-07-01

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

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

Code of Federal Regulations, 2014 CFR

2014-07-01

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

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

Code of Federal Regulations, 2013 CFR

2013-07-01

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

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…

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 training programs to pinpoint training where it can make a difference to improve leadership development in the public health sector.

Promoting Leadership in Doctoral Programs in Mathematics Education

ERIC Educational Resources Information Center

Reys, Robert

2013-01-01

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

Strengthening community leadership: evaluation findings from the california healthy cities and communities program.

PubMed

Kegler, Michelle C; Norton, Barbara L; Aronson, Robert E

2008-04-01

Collaborative approaches to community health improvement such as healthy cities and communities have the potential to strengthen community capacity through leadership development. The healthy cities and communities process orients existing local leadership to new community problem-solving strategies and draws out leadership abilities among residents not previously engaged in civic life. In an evaluation of the California Healthy Cities and Communities (CHCC) Program, leadership development was one of several outcomes assessed at the civic-participation level of the social ecology. Data collection methods included focus groups and surveys, semistructured interviews with coordinators and community leaders, and review of program documents. Findings suggest that the CHCC program enhanced capacity by expanding new leadership opportunities through coalition participation, program implementation, and civic leadership roles related to spin-off organizations and broader collaborative structures. Communities in rural regions were particularly successful in achieving significant leadership outcomes.

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. Findings were grouped by intervention type and level of outcome. Forty-eight articles described 41 studies of 35 different interventions. The majority of the interventions targeted clinical faculty members and included workshops, short courses, fellowships, and other longitudinal programs. The majority of studies were quantitative in nature, though five studies used a qualitative design, and 12 studies used mixed methods. All quantitative studies were quasi-experimental and most employed a single group design; only two studies had a comparison group. Qualitative study designs were typically not specified. The majority of evaluation data, primarily collected post-intervention, consisted of participants' responses to questionnaires and interviews. KEY POINTS AND SUMMARY OF OUTCOMES: Despite methodological limitations, the faculty development literature tends to support the following outcomes: ▪ High satisfaction with faculty development programs. Participants consistently found programs to be useful and of both personal and professional benefit. They also valued the practical relevance and applicability of the instructional methods used. ▪ A change in attitudes toward organizational contexts and leadership roles. Participants reported positive changes in attitudes toward their own organizations as well as their leadership capabilities. Some reported an increased awareness of--and commitment to--their institution's vision and challenges, whereas others reported greater self-awareness of personal strengths and limitations, increased motivation, and confidence in their leadership roles. A greater sense of community and appreciation of the benefits of networking were also identified. ▪ Gains in knowledge and skills. Participants reported increased knowledge of leadership concepts, principles, and strategies (e.g., leadership styles and strategic planning), gains in specific leadership skills (e.g., personal effectiveness and conflict resolution), and increased awareness of leadership roles in academic settings. ▪ Changes in leadership behavior. Self-perceived changes in leadership behavior were consistently reported and included a change in leadership styles, the application of new skills to the workplace (e.g., departmental reorganization and team building), the adoption of new leadership roles and responsibilities, and the creation of new collaborations and networks. Observed changes primarily suggested new leadership positions. ▪ Limited changes in organizational practice. Although not frequently examined, changes in organizational practice included the implementation of specific educational innovations, an increased emphasis on educational scholarship, and the establishment of collegial networks. ▪ Key features of faculty development. Features contributing to positive outcomes included the use of: multiple instructional methods within single interventions; experiential learning and reflective practice; individual and group projects; peer support and the development of communities of practice; mentorship; and institutional support. ▪ Avenues for future development: Moving forward, faculty development programs should: ground their work in a theoretical framework; articulate their definition of leadership; consider the role of context; explore the value of extended programs and follow-up sessions; and promote the use of alternative practices including narrative approaches, peer coaching, and team development. METHODOLOGICAL ISSUES: More rigorous and diverse research designs are needed to capture the complexity of interventions in this area. Varied methods of assessment, utilizing multiple data sources to tap changes at the interpersonal and organizational level should be explored, as should the maintenance of change over time. Process-oriented studies, comparing different faculty development strategies and clarifying the process of change through faculty development, should also become a priority. Participants value leadership development activities and report changes in attitudes, knowledge, skills and behavior. Moreover, despite methodological limitations, certain program characteristics seem to be associated with positive outcomes. Further research is required to explore these associations and document changes at both the individual and organizational level.

A pharmacy leadership action study.

PubMed

Louie, Clifton; Mertz, Elizabeth; Penfil, Brett; O'Neil, Edward

2009-01-01

To report on the creation of a leadership development program targeted exclusively at pharmacists working in management in the professional community. Large staff-model health maintenance organization (HMO) in California between 2004 and 2008. The Pharmacy Leadership Institute (PLI; a joint effort of the School of Pharmacy and the Center for the Health Professions at the University of California, San Francisco) tested a program in a large staff-model HMO with hundreds of pharmacists in leadership roles. This program included learning seminars, psychometric assessments, leadership goals, intersession activities, coaching/mentoring, and leadership projects. Not applicable. PLI collected survey data in order to evaluate the effectiveness of the institute's leadership development program. In addition, an external evaluator was hired to conduct interviews with the pharmacy directors of the organization which chose to pilot the program. The evaluations from the participants indicate that the leadership development program met many but not all of its initial objectives. Consistent with action research methodology, the faculty of the institute met to redesign some sections of the program in order to meet the established goals. Adjustments were made to different components of the program over the next 4 years. Evaluation data show that these revisions were successful. In addition, follow-up evaluations with participants showed a lasting impact of the program on both individual leadership skills and organizational outcomes. Given the positive outcomes indicated by the evaluation data used in this study, the work of PLI indicates that broader leadership skills can be identified and enhanced within a group of pharmacy managers.

The medical director and the use of power: limits, challenges and opportunities.

PubMed

Gabel, Stewart

2011-09-01

The organizational leadership in mental health agencies frequently resides in executives who are not psychiatrists and who may or may not have clinical backgrounds. Psychiatrists who are medical directors (MDs) of organizations with this structure are responsible for the success of the clinical programs, but are subordinate to the executive director (ED). The MD/ED relationship therefore is an example of the complexities and challenges of a relationship in which supervisor and supervisee have different types of power, but are mutually dependent on each other for the organization's success. Clarity and differentiation of the types of power of the MD and ED can be helpful in determining appropriate boundaries and facilitating a cooperative relationship that allows the organizational mission to be well served. Raven's model of the bases of social power (French and Raven, Studies in Social Power, 1959; Raven, Analyses of Social Issues and Public Policy 8(1):1-22, 2008) provides a useful framework to explore this relationship and the challenges and opportunities inherent in it.

A Potential Synergy Connecting Educational Leadership, The Geoscience Community, and Spatial Data

NASA Astrophysics Data System (ADS)

Branch, B. D.

2008-12-01

The effort to promote more geosciences numbers and greater diversity should reference considerations of federal policy. In congruence, institutions need to include geosciences education in the K-12 curriculum in order to increase the numbers of geoscientists and to increase diversity among geoscientists. For example, No Child Left Behind stated public entities should, ""(1) to carry out programs that prepare prospective teachers to use advanced technology to prepare all students to meet challenging", section 1051 sub section 221. Moreover, Executive Order 12906, the Spatial Data Infrastructure Act, requires all federal agencies to manage their spatial data. Such compliance may influence the job market, education and policy makers to see that spatial thinking transcends the standard course of study. Namely, educational leadership and policy have to be a vital aid to augment the geosciences experience through the K-12 experience and as an inclusion activity in the standard course of study agenda. A simple endorsement by the National Academy of Sciences (2006), in their work titled Learning to think spatially: GIS as a support system in the K-12 curriculum, who stated, "Spatial thinking can be learned, and it can and should be taught at all levels in the education system" (p.3). Such may not be enough to gain the attention and time consideration of educational leadership. Therefore, the challenge for progressive advocates of geosciences is that some may have to consider educational leadership as new frontier to push such policy and research issues.

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

ERIC Educational Resources Information Center

Chace, Sarah Valentine

2013-01-01

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

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

PubMed

Gertler, Matthew; Verma, Sarita; Tassone, Maria; Seltzer, Jane; Careau, Emmanuelle

2015-01-01

As health systems become increasingly complex, there is growing emphasis on collaborative leadership education for health system change. The Canadian Interprofessional Health Leadership Collaborative conducted research on this phenomenon through a scoping and systematic review of the health leadership literature, key informant interviews and an inventory of health leadership programs in Canada. The inventory is unique, accounting for educational programming missed by traditional scholarly literature reviews. A major finding is that different health professions have access to health leadership education in different stages of their careers. This pioneering inventory suggests that needs may differ between health professions but also that there is a growing demand for multiple types of programs for specific targeted audiences, and a strategic need for collaborative leadership education in healthcare.

Authentic leadership and its effect on employees' organizational citizenship behaviours.

PubMed

Edú Valsania, Sergio; Moriano León, Juan A; Molero Alonso, Fernando; Topa Cantisano, Gabriela

2012-11-01

The studies that have verified the positive association of authentic leadership with organizational citizenship behaviours (OCBs), have used global measures of both constructs. Therefore, the goal of this work is to analyze the effect of authentic leadership on employees' OCBs, specifically focusing on the relations of the four components of authentic leadership with the individual and organizational dimensions of the OCBs. The participants of this study were 220 Spanish employees (30.9% men and 69.1% women) who completed a questionnaire that included the variables of interest in this study: Authentic Leadership, OCB and Sociobiographical control variables. The results, obtained with stepwise multiple regression analysis, show that two components of authentic leadership-moral perspective and relational transparency-present significant relationships with OCB. Moreover, authentic leadership is a better predictor of employees' OCB when these behaviors are impersonal and directed towards the organization than when they are directed towards other people. These results have practical implications for human resources management in organizations, especially in selection processes and when training top executives.

Veterinary Technician Program Director Leadership Style and Program Success

ERIC Educational Resources Information Center

Renda-Francis, Lori A.

2012-01-01

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

An Empirical Study of the Change Project as Both Teaching Tool and Outcome of an Educational Leadership Development Program.

ERIC Educational Resources Information Center

King, Jean A.; Schleisman, Jane; Kistler, Susan

The Bush Foundation's leadership-development programs are an important source of inservice leadership training in Minnesota. The extent to which these programs influence pre-collegiate education is explored. The paper draws on a longitudinal study that asked two basic questions: what are the long-term effects of the Bush Leadership Programs on…

A Comparative Analysis of Collaborative Leadership Skills Employed by Graduates of Cohort Based and Non-Cohort Based Doctoral Programs in Eduational Leadership

ERIC Educational Resources Information Center

Breton Caminos, Michelle Evangeline

2015-01-01

This qualitative comparative case analysis investigates the leadership approaches of the graduates of two educational leadership doctoral programs in Upstate New York--one a cohort-modeled program, the other a non-cohort program--with specific attention to collaboration. Responses from participants indicate key differences in Engaging Communities,…

Determining the Individual, Organizational, and Community Level Outcomes of a Community Leadership Development Program as Perceived by the Program Alumni

ERIC Educational Resources Information Center

Bush, Susan Johnston

2012-01-01

The need for community leaders is increasing while the supply of community leaders is decreasing, leaving a gap in community leadership. Community leadership development programs (CLDP) are the most common approach to leadership development, yet the effects of CLDPs are rarely determined. In order to sustain programs that develop potential…

In Pursuit of Leadership: The Prescriptive Approach.

DTIC Science & Technology

1987-03-16

Drucker , The Practice of Management , New York: Harper and Row, Publishers, (1954). 4. Ralph Waldo Emerson, The Essays of Ralph Waldo Emerson, Norwalk...York: Amacom (American Management Associations), (1981). 6. Peter F. Drucker , The Effective Executive, New York: Harper and Row, Publishers, (1967). 7...Back-to-Basics Management : The Lost Craft of Leadership, New York: Facts on Fire, Inc., (1983). 5. Peter F. Drucker , The Practice of Management , New

Prototype Development and Redesign: A Case Study

DTIC Science & Technology

1990-03-01

deal with difficult problems of leadership , strategy and management." [Ref. 10:p. 1] Admiral Turner feels that using the case study method "will help...placement officer was a Lieutenant Commander or Commander. Often times they came from leadership positions of executive officer equivalence. They were...ting power. Personnel within the computer organizatin who are used to manual methods and potential users of the system are resisting the change and

The University of North Carolina Medical Center pharmacy resident leadership certificate program.

PubMed

Lyons, Kayley; Griggs, Danielle; Lebovic, Rachel; Roth, Mary E; South, David A; Hatfield, Chad

2017-03-15

The development and implementation of a certificate program for pharmacy residents are described. University of North Carolina (UNC) Medical Center met the call for increased efforts in the area of pharmacy residency leadership training through the design, implementation, and evaluation of a leadership certificate program. The purpose of the UNC certificate program is to develop leaders who will serve others, improve their communities, and advance the profession. The program is designed to (1) foster self-awareness, social awareness, and altruism, (2) provide transferable and individualized leadership experiences, (3) enrich other residency components through integration of leadership development opportunities, and (4) create role models for departmental leadership. A team of preceptors and residents implemented the certificate program by integrating program components into the existing pharmacy residency infrastructure. The certificate program includes required and flexible components to allow residents to set and achieve their determined leadership development goals. Overall, residents are satisfied with the program and perceive it as worthwhile. During the first 3 years since implementation of the certification initiative, program facilitators improved the feasibility of, participant engagement in, and sustainability of the program. Future directions include an effectiveness evaluation and a "scale-up" to other institutions. The need for a pharmacy residency leadership certificate was met by designing, implementing, and evaluating such a program at UNC. Through its first 3 years, the program was feasible, sustainable, and valued by program participants. Copyright © 2017 by the American Society of Health-System Pharmacists, Inc. All rights reserved.

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

ERIC Educational Resources Information Center

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

2015-01-01

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

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…

Integrating Mentoring with Curriculum: Mentor Leadership Programs for Schools

ERIC Educational Resources Information Center

Townsend, Wayne

2015-01-01

Student "Mentor" and "Leadership" Programs impact the climate and culture of schools. Students are capable of outstanding leadership when given the opportunities and constructs to be successful. The evidence is clear that those schools that embrace student leadership and mentor programs have more positive events, activities,…

Program Quality in Leadership Preparation Programs: An Assessment Tool

ERIC Educational Resources Information Center

Campanotta, Linda; Simpson, Patricia; Newton, Jodi

2018-01-01

The leadership of school principals is widely considered to have a strong influence on the quality of teaching and learning in schools. University-based leadership preparation programs have the responsibility for preparing candidates to serve as school principals and in other leadership capacities. This qualitative study of educational leadership…

Effectiveness of nurse executives: measurement of role factors and attitudes.

PubMed

Fosbinder, D; Parsons, R J; Dwore, R B; Murray, B; Gustafson, G; Dalley, K; Vorderer, L H

1999-01-01

This article describes the outcome of a survey of 40 nurse executives and 56 influential colleagues. Both groups agreed that leadership was the most important quality for the executive role. The nurses' primary focus was resolution of patient care problems. Influential colleagues stated resource allocation and initiation of change were two qualities needing improvement. The nurses rated themselves high in confidence about their job responsibilities, scored relationships as the most satisfying attribute, and cited provision of quality health care as the greatest advantage of their position. The greatest disadvantage was lack of administrative support. The results suggest the educational preparation needed for nurse executives.

Evaluating community-based public health leadership training.

PubMed

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

2011-01-01

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

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

PubMed

Kim, Tae Hyun; Thompson, Jon M

2012-01-01

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

Executive Self-Assessment and Development in the United States Air Force

DTIC Science & Technology

1989-05-01

34 (Harvard Business Review, January-February 1988, pp.45-53) 056 Drucker , P. " Management and the World’s Work." (Harvard Business Review, September...professional military factors, general leadership and management factors, and functional/technical factors. The study also includes a critical review and...maintaining a comprehensive executive self-assessment and development system. The study concludes with specific recommendations for management action

Policy Perspective: Meeting the Challenge of the DOE Order 436.1 Departmental Sustainability - 12527

DOE Office of Scientific and Technical Information (OSTI.GOV)

MacDonald, Jennifer C.

2012-07-01

DOE's Sustainability Performance Office is working to meet sustainability goals at DOE by implementing Executive Orders, Departmental policy, the DOE Strategic Sustainability Performance Plan (SSPP) and legislation related to sustainability. Through implementation of Executive Orders, Departmental policy, the SSPP, statutory requirements and regular reporting, analysis and communication, DOE's SPO is working to maintain and expand DOE's leadership in sustainability. (authors)

Capturing Change: Creating a Template to Examine the Educational Experiences and Outcomes of the AONE Foundation Nurse Manager Fellowship.

PubMed

Mackoff, Barbara L; Meadows, Mary T; Nash, Alice

2017-03-01

The aim of the study is to create a mixed-methods evaluation template to examine the educational experiences and outcomes of participants in the Nurse Manager Fellowship (NMF) sponsored by the American Organization of Nurse Executives (AONE) Foundation. The focus was to capture change as reported by the nurse manager (NM) fellows and the senior leaders who sponsored them and to gain access to the participants' lived experiences as leadership learners. The AONE Foundation's NMF conducts a yearlong professional development program with a cohort of 30 fellows who meet 4 times a year in face-to-face sessions and complete a capstone project. Four data collection methods were used. Participants completed 2 quantitative leadership program outcome surveys, as well as 1 qualitative measure to focus on self-perceived change outcomes. Their sponsors completed a qualitative perception of change measure. The participants' reflections, self-reports, and the sponsor observations capture impactful changes in the NM fellows' increases in knowledge and application in the spheres of self, organization, and community. The enhancement of the participants' self-identification as leaders was also demonstrated. The variety of data collection methods suggests both distinct choices in creating future evaluation templates for the fellowship and approaches that might be adapted by other organizations.

The changing face of the leader.

PubMed

Culbertson, R A

2000-05-01

Leadership theory has identified leadership as a process or skill of transformation of organizations and society. Managerial theorists have seen leadership as a role within management, and have argued from a distinctly organizational perspective. During the last decade, mental health executives have gravitated from the leadership is policy emphasis to one of management accommodation to major changes in the health environment. The most noteworthy of these changes has been the dominance of private markets in health and the introduction throughout the mental health services sector of management techniques of managed care. Leadership is once again ascendant as a result of the failure of several of these initiatives, notably prior authorization of care, and a renewed public policy emphasis on needs of persons who are mentally ill. Major opportunities confronting the contemporary leader/manager include advocacy, diversity, and information management.

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

PubMed

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

2018-01-01

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

Sailing through Leadership Theory

ERIC Educational Resources Information Center

Northup, Kimberly R.

2006-01-01

The University of Tampa's Leadership and Sailing program introduces students to leadership and sailing simultaneously by situating their learning about leadership in the context of sailing. By combining outdoor adventure and leadership training, the program is designed to help students learn the basic components of a sailboat and operate the boat…

Leadership: the critical success factor in the rise or fall of useful research activity.

PubMed

Henderson, Amanda; Winch, Sarah; Holzhauser, Kerri

2009-12-01

To describe how momentum towards building research capacity has developed through aligning research activity with executive responsibility via strategic planning processes that direct operational structures and processes for research activity. Reflecting on the development of research capacity over many years at complex tertiary referral hospitals reveals that building nursing knowledge is too important to be left to chance or whim but needs a strategic focus, appropriate resourcing and long-term sustainability through infrastructure. A number of key approaches we uncovered as successful include: (i) articulation of questions consistent with the strategic direction of the health context that can be addressed through research evidence; (ii) engagement and dissemination through making research meaningful; and (iii) feedback that informs the executive about the contribution of research activity to guide policy and practice decisions. Leadership teams need to ensure that the development of research knowledge is a strategic priority. The focus also needs to be more broadly on creating research capacity than focussing on small operational issues. Research capacity is developed when it is initiated, supported and monitored by leadership.

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

ERIC Educational Resources Information Center

Trujillo, Tina; Cooper, Robert

2014-01-01

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

Learning and Leadership: Evaluation of an Australian Rural Leadership Program

ERIC Educational Resources Information Center

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

2014-01-01

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

Residency Programs and Clinical Leadership Skills Among New Saudi Graduate Nurses.

PubMed

Al-Dossary, Reem Nassar; Kitsantas, Panagiota; Maddox, P J

2016-01-01

Nurse residency programs have been adopted by health care organizations to assist new graduate nurses with daily challenges such as intense working environments, increasing patient acuity, and complex technologies. Overall, nurse residency programs are proven beneficial in helping nurses transition from the student role to independent practitioners and bedside leaders. The purpose of this study was to assess the impact of residency programs on leadership skills of new Saudi graduate nurses who completed a residency program compared to new Saudi graduate nurses who did not participate in residency programs. The study design was cross-sectional involving a convenience sample (n = 98) of new graduate nurses from three hospitals in Saudi Arabia. The Clinical Leadership Survey was used to measure the new graduate nurses' clinical leadership skills based on whether they completed a residency program or not. Descriptive statistics, correlation, and multiple linear regression analyses were conducted to examine leadership skills in this sample of new Saudi graduate nurses. A significant difference was found between residents and nonresidents in their leadership skills (t = 10.48, P = .000). Specifically, residents were significantly more likely to show higher levels of leadership skills compared to their counterparts. Attending a residency program was associated with a significant increase in clinical leadership skills. The findings of this study indicate that there is a need to implement more residency programs in hospitals of Saudi Arabia. It is imperative that nurse managers and policy makers in Saudi Arabia consider these findings to improve nurses' leadership skills, which will in turn improve patient care. Further research should examine how residency programs influence new graduate nurses' transition from student to practitioner with regard to clinical leadership skills in Saudi Arabia. Copyright © 2016 Elsevier Inc. All rights reserved.

Assessing Opportunities for Student Pharmacist Leadership Development at Schools of Pharmacy in the United States.

PubMed

Feller, Tara T; Doucette, William R; Witry, Matthew J

2016-06-25

Objective. To summarize student pharmacist leadership development opportunities delivered by pharmacy programs, to describe selected opportunities, and to assess how these opportunities meet leadership development competencies. Methods. A multi-method study was conducted that comprised a systematic content analysis of pharmacy education journals, pharmacy program websites, and telephone interviews with key informants, which included open-ended questions and scaled responses. Results. Review of six articles, 37 American Association of Colleges of Pharmacy (AACP) Annual Meeting abstracts, and 138 websites resulted in the identification of 191 leadership development opportunities. These consisted of courses, projects/programs, and events/speaker series. Interviews with 12 key informants detailed unique events that developed leadership competencies. Formal assessments of student leadership development were limited and primarily focused on informal feedback and course evaluations. Conclusion. Most US pharmacy programs offer their students an array of opportunities to develop leadership abilities. Pharmacy programs should consider expanding opportunities beyond elective courses, learn from the successes of others to implement new leadership development opportunities, and bolster the assessment of student leadership competencies and outcomes.

Assessing Opportunities for Student Pharmacist Leadership Development at Schools of Pharmacy in the United States

PubMed Central

Feller, Tara T.; Witry, Matthew J.

2016-01-01

Objective. To summarize student pharmacist leadership development opportunities delivered by pharmacy programs, to describe selected opportunities, and to assess how these opportunities meet leadership development competencies. Methods. A multi-method study was conducted that comprised a systematic content analysis of pharmacy education journals, pharmacy program websites, and telephone interviews with key informants, which included open-ended questions and scaled responses. Results. Review of six articles, 37 American Association of Colleges of Pharmacy (AACP) Annual Meeting abstracts, and 138 websites resulted in the identification of 191 leadership development opportunities. These consisted of courses, projects/programs, and events/speaker series. Interviews with 12 key informants detailed unique events that developed leadership competencies. Formal assessments of student leadership development were limited and primarily focused on informal feedback and course evaluations. Conclusion. Most US pharmacy programs offer their students an array of opportunities to develop leadership abilities. Pharmacy programs should consider expanding opportunities beyond elective courses, learn from the successes of others to implement new leadership development opportunities, and bolster the assessment of student leadership competencies and outcomes. PMID:27402982

Mental health team leadership and consumers satisfaction and quality of life.

PubMed

Corrigan, P W; Lickey, S E; Campion, J; Rashid, F

2000-06-01

The purpose of this study was to determine the association between leadership styles of leaders of mental health treatment teams and consumers' ratings of satisfaction with the program and their quality of life. A multifactor model has distinguished three factors relevant to leadership of mental health teams: transformational leadership, in which a leader's primary goal is to lead the team to evolving better programs; transactional leadership, in which the leader strives to maintain effective programs through feedback and reinforcement; and laissez-faire leadership, an ineffective, hands-off leadership style. Research has shown transformational leadership to be positively associated with measures of the team's functioning, but the effects of leadership style on consumers is not well known. A total of 143 leaders and 473 subordinates from 31 clinical teams rated the leadership style of the team leader. In addition, 184 consumers served by these teams rated their satisfaction with the treatment program and their quality of life. Consumers' satisfaction and quality of life were inversely associated with laissez-faire approaches to leadership and positively associated with both transformational and transactional leadership. Moreover, leaders' and subordinates' ratings of team leadership accounted for independent variance in satisfaction ratings-up to 40 percent of the total variance. Leadership seems to be an important variable for understanding a team's impact on its consumers.

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

PubMed

Chappell, Kathy B; Richards, Kathy C

2015-01-01

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

Connecting Leadership and Learning: Do Versatile Learners Make Connective Leaders?

ERIC Educational Resources Information Center

Robinson, Jill L.

2016-01-01

Recent failures in leadership, suggest that creating better-quality leadership development programs is critical. In moving from theory to practice, this paper examined the relationship between learning style and leadership style which may enable us to move away from one-size-fits-all leadership development programs. Utilizing Kolb's Experiential…

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

Hard facts about soft skills.

PubMed

Ray, Joel D; Overman, Angela S

2014-02-01

This is the third article in a series on leadership coordinated by the American Organization of Nurse Executives (AONE) that highlights how nurses are leading change efforts in hospitals. It describes work done in conjunction with the AONE's Care Innovation and Transformation initiative, which provides leadership development and educational opportunities to nurse managers and staff aimed at supporting nurses at the point of care in making changes to improve the quality and safety of patient care.

Energy Exascale Earth System Model (E3SM) Project Strategy

DOE Office of Scientific and Technical Information (OSTI.GOV)

Bader, D.

The E3SM project will assert and maintain an international scientific leadership position in the development of Earth system and climate models at the leading edge of scientific knowledge and computational capabilities. With its collaborators, it will demonstrate its leadership by using these models to achieve the goal of designing, executing, and analyzing climate and Earth system simulations that address the most critical scientific questions for the nation and DOE.

Addressing spiritual leadership: an organizational model.

PubMed

Burkhart, Lisa; Solari-Twadell, P Ann; Haas, Sheila

2008-01-01

The Joint Commission requires health systems to address spiritual care. Research indicates that spirituality is associated with better physical, psychological, and social health and that culturally diverse populations and individuals at end-of-life often request spiritual care. The authors report the results of a consensus conference of 21 executives representing 10 large faith-based health systems who discussed the input, process, and outcomes of a corporate model for spiritual leadership. Specific initiatives are highlighted.

Task Group on Increasing Diversity in DOD’s Flag and Senior Executive Ranks

DTIC Science & Technology

2004-03-01

marketplace. Therefore, the Department of Defense, given its own unique, strategic requirements for a diverse workforce and leadership, can benefit from...imperatives, societal and altruistic benefits , mission criticality, etc.? • Does the Department’s senior leadership, i.e., GS-13-15 managers and SES and...at Elite Schools . The DBB believes that recruiting/accessions efforts that simply focus on increasing the quantity of minority officers are not

The Effectiveness of Pre-Service Principal Preparation Programs on Instructional School Leadership in High-Stakes Testing Grades

ERIC Educational Resources Information Center

Pinder, Glen T.

2017-01-01

In today's world of accountability, the preparation of school leaders has never been more critical. Many states are now developing policies and processes that seek to enhance school leadership preparation programs. Enhancing school leadership preparation programs is particularly important in the area of instructional leadership because research…

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-07

.../V Youth and Leadership Survey Questions ACTION: Notice of request for public comment and submission... Leadership Programs: Pre Program Survey Questions. OMB Control Number: None. Type of Request: New Collection... focus on youth and leadership. Specifically the programs that bring students to the United States. For...

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

ERIC Educational Resources Information Center

Priest, Kerry L.; Donley, Sarah

2014-01-01

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

78 FR 56871 - Environmental Management Site-Specific Advisory Board, Portsmouth

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-16

... Register. DATES: Wednesday, October 2, 2013, 6:00 p.m. ADDRESSES: Ohio State University, Endeavor Center...] Annual Executive Planning and Leadership Training Session Update Subcommittee Updates Election of Chair...

Career Aspirations versus Career Actualizations of African American Executive Level Administrators in Higher Education at Historically Black Colleges and Universities in a State in the Southeast: An Exploratory Study

ERIC Educational Resources Information Center

McManus, Kristen LeToria

2013-01-01

Despite affirmative action, gender inequities persist at institutions of higher learning in the United States. The purpose of this qualitative research study was to explore the perceptions of African American women serving in executive-level leadership positions at historically black colleges and universities in a state the Southeast. Participants…

The American Organization of Nurse Executives and American Hospital Association Initiatives Work to Combat Violence.

PubMed

Wray, Karen

2018-04-01

Violence affecting healthcare workers and healthcare organizations continues to be a serious safety issue. In this Leadership Perspectives column, Karen Wray, an American Organization of Nurse Executives (AONE) member who has experienced a mass causality incident 1st hand, outlines AONE's continuing work to promote safety and combat violence. She discusses recent work on violence issues by the American Hospital Association, AONE's parent organization.

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.

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

Integration of leadership training into a problem/case-based learning program for first- and second-year medical students.

PubMed

Ginzburg, Samara B; Deutsch, Susan; Bellissimo, Jaclyn; Elkowitz, David E; Stern, Joel Nh; Lucito, Robert

2018-01-01

The evolution of health care systems in response to societal and financial pressures has changed care delivery models, which presents new challenges for physicians. Leadership training is increasingly being recognized as an essential component of medical education training to prepare physicians to meet these needs. Unfortunately, most medical schools do not include leadership training. It has been suggested that a longitudinal and integrated approach to leadership training should be sought. We hypothesized that integration of leadership training into our hybrid problem-based learning (PBL)/case-based learning (CBL) program, Patient-Centered Explorations in Active Reasoning, Learning and Synthesis (PEARLS), would be an effective way for medical students to develop leadership skills without the addition of curricular time. We designed a unique leadership program in PEARLS in which 98 medical students participated during each of their six courses throughout the first 2 years of school. A program director and trained faculty facilitators educated students and coached them on leadership development throughout this time. Students were assessed by their facilitator at the end of every course on development of leadership skills related to teamwork, meaningful self-assessment, process improvement, and thinking outside the box. Students consistently improved their performance from the first to the final course in all four leadership parameters evaluated. The skills that demonstrated the greatest change were those pertaining to thinking outside the box and process improvement. Incorporation of a longitudinal and integrated approach to leadership training into an existing PBL/CBL program is an effective way for medical students to improve their leadership skills without the addition of curricular time. These results offer a new, time-efficient option for leadership development in schools with existing PBL/CBL programs.

Hospital CEOs, CFOs, and nurse executives: opportunities for a new alliance.

PubMed

Dwore, R B; Murray, B P; Fosbinder, D; Parsons, R P; Smith, P; Dalley, K; Vorderer, L; Gustafson, G

1998-01-01

This article examines the involvement of Utah acute care hospital nurse executives (NEs) in financial management roles. The authors surveyed NEs and their career supporters and hinderers. Findings suggest that NFs: 1. lack financial management skills, support, involvement, and satisfaction; 2. recognize financial management's importance and desire to improve performance; and 3. consider chief executive officers (CEOs) as their major supporters and chief financial officers (CFOs) their major hinderers in financial management. These "supporters" and "hinderers" of NEs showed consensus regarding the primacy of NEs' leadership and patient advocacy roles. These findings contrast with major professional association policy directives and expert opinions that advocate expanded financial management roles for NEs that will enable them to fully realize their executive potential. CEOs are positioned to establish norms that balance the traditional leadership-patient advocacy roles of NEs with newer financial management roles. CEOs can offer NEs and CFOs opportunities to improve NEs' financial management participation and performance. CEOs can provide empowerment and encourage CFOs to offer NEs "power tools" (for example, information, expertise, resources, and support). The three groups, however, must negotiate reasonable expectations for NEs in financial management and adequate preparation for these consequent responsibilities. Together, CEOs, CFOs, and NEs can successfully take hospitals into the future by leading them in ongoing learning and change.

Defining and Applying Leadership: Perceptions of Teacher Leader Candidates.

ERIC Educational Resources Information Center

Whitsett, Glee; Riley, Jack

This study examined shifts in perceptions of the meaning of leadership and necessary leadership skills held by 18 teachers in a graduate program on teacher leadership. Participants were queried twice regarding their definitions of leadership; once at the outset of their degree program and again 1 year later. In between, they took classes in…

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…

At a Crossroads: The Educational Leadership Professoriate in the 21st Century. UCEA Leadership Series

ERIC Educational Resources Information Center

Hackmann, Donald G.; McCarthy, Martha M.

2011-01-01

This volume presents the results of a comprehensive study of educational leadership faculty and the departments and programs in which they work. It reports the characteristics, activities, and attitudes of educational leadership faculty members involved in university-based educational leadership preparation programs in 2008 and provides…

Teaching Leadership in Technical Programs at Community Colleges

ERIC Educational Resources Information Center

DeBlauw, Amanda L.; Daugherty, Jenny L.

2017-01-01

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

Expertise in ill-defined problem-solving domains as effective strategy use.

PubMed

Schunn, Christian D; McGregor, Mark U; Saner, Lelyn D

2005-12-01

Expertise consists of many different cognitive structures. Lemaire and Siegler (1995) have proposed a four-layered account of expertise from a strategies perspective: Experts have better strategies, tend to use strategies that are better overall more often, are better able to select the circumstances to which a strategy best applies, and are better able to execute a given strategy. Originally, this account came from work in simple, well-defined domains. We explored this account in the complex, ill-defined domain of platoon leadership. In Experiment 1A, we elicited free-text responses to leadership scenarios from novices, intermediates, and experts, finding expertise effects for strategy base rates and choice, but not for strategy existence or the number of strategies used. In Experiment 1B, we used a new group of experts to gather ratings of the execution accuracy of the responses in Experiment 1A and found expertise differences in the ability to execute the same strategies. We propose several elaborations to the original four-layered strategies account of expertise on the basis of these results.

Educational Leadership.

ERIC Educational Resources Information Center

Tollett, John R., Ed.

This document contains the following papers on educational leadership programs and technology: (1) "Technology Standards for School Administrators: Implications for Administrator Preparation Programs" (Warren C. Hope, Bernadette Kelley, and Janet A. Guyden); (2) "Information Technology and the Transformation of Leadership Preparation Programs: A…

Leadership training for undergraduate medical students.

PubMed

Maddalena, Victor

2016-07-04

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

Women and the vision thing.

PubMed

Ibarra, Herminia; Obodaru, Otilia

2009-01-01

Are women rated lower than men in evaluations of their leadership capabilities because of lingering gender bias? No, according to an analysis of thousands of 360-degree assessments collected by Insead's executive education program. That analysis showed that women tend to outshine men in all areas but one: vision. Unfortunately, that exception is a big one. At the top tiers of management, the ability to see opportunities, craft strategy based on a broad view of the business, and inspire others is a must-have. To explore the nature of the deficit, and whether it is a perception or reality, Insead professor Ibarra and doctoral candidate Obodaru interviewed female executives and studied the evaluation data. They developed three possible explanations. First, women may do just as much as men to shape the future but go about it in a different way; a leader who is less directive, includes more people, and shares credit might not fit people's mental model of a visionary. Second, women may believe they have less license to go out on a limb. Those who have built careers on detail-focused, shoulder-to-the-wheel execution may hesitate to stray from facts into unprovable assertions about the future. Third, women may choose not to cultivate reputations as big visionaries. Having seen bluster passed off as vision, they may dismiss the importance of selling visions. The top two candidates for the Democratic nomination for U.S. president in 2008 offer an instructive parallel. The runner-up, Hillary Clinton, was viewed as a get-it-done type with an impressive, if uninspiring, grasp of policy detail. The winner, Barack Obama, was seen as a charismatic visionary offering a hopeful, if undetailed, future. The good news is that every dimension of leadership is learned, not inborn. As more women become skilled at, and known for, envisioning the future, nothing will hold them back.

75 FR 39932 - Agency Information Collection Activities; Submission to OMB for Review and Approval; Comment...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-13

...; Comment Request; Recognition Application for Sustainable Water Leadership Program (Renewal) AGENCY... Sustainable Water Leadership Program (Renewal). ICR numbers: EPA ICR No. 1287.10, OMB Control No. 2040-0101... Sustainable Water Leadership Program, formerly the National Clean Water Act Recognition Awards Program and...