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PubMedDate not supplied

Career aspirations to higher leadership positions of nurse faculty middle managers.

The purpose of this study was to determine the attitudes of nurse faculty who worked full time in midlevel management positions in baccalaureate degree schools of nursing in order to identify those factors related to career aspirations to higher leadership positions such as deanship. Thirty-seven nurse midmanagers from 30 of the 40 baccalaureate degree schools of nursing in the Midwest completed the three-part questionnaire composed of a demographic profile, Johnson's Faculty Satisfaction Instrument, and Guilbert's Health Care Work Powerlessness Scale (revised). Selected results of this study indicated that the majority of nurse faculty middle managers did not view their current position as a career step to deanship (56.76 per cent) nor did they have career aspirations to a higher leadership position (62.16 per cent). The primary reason reported for this lack of career aspiration was family responsibilities. They did not perceive powerlessness or job satisfaction (P < .05) as an issue in their decision. Career aspirations to a higher leadership position was reported greater when the salary was higher and the perception was stronger that the current position was a career step to deanship (P < .05). They reported the lowest degrees of job satisfaction in reference to parking (SD = 1.79) and leadership of the dean (SD = 1.61).

Adult↗
PubMedDate not supplied

Leadership issues with multicultural crews on the international space station: lessons learned from Shuttle/Mir.

In isolated and confined environments, two important leadership roles have been identified: the task/instrumental role (which focuses on work goals and operational needs), and the supportive/expressive role (which focuses on morale goals and emotional needs). On the International Space Station, the mission commander should be familiar with both of these aspects of leadership. In previous research involving a 135-day Mir space station simulation in Moscow and a series of on-orbit Mir space station missions during the Shuttle/Mir program, both these leadership roles were studied. In new analyses of the Shuttle/Mir data, we found that for crewmembers, the supportive role of the commander (but not the task role) related positively with crew cohesion. For mission control personnel on the ground, both the task and supportive roles of their leader were related positively to mission control cohesion. The implications of these findings are discussed in terms of leadership on board the International Space Station.

Adult↗
PubMed2004

Evaluation of an alternative methodology for investigating leadership and binge drinking among sorority members.

Recent research suggests that leaders in Greek organizations use alcohol more frequently and more heavily than non-leaders in Greek organizations. These results carry considerable implications for the majority of existing alcohol education programs that rely heavily on peer modeling. The purpose of the present study was to determine whether a more complex and realistic assessment of leadership involvement produced different results than the previous study. Results from 327 women in five randomly selected sororities provide evidence that binge drinking is related to some negative academic outcomes, but that a significant relationship between binge drinking and leadership involvement in Greek organizations does not exist. Furthermore, the results provide evidence that leadership styles do not influence the leadership involvement-binge drinking relationship.

Adult↗
PubMed2004

Physician leadership is a new mandate in surgical training.

BACKGROUND: Traditionally, development of physician leadership has occurred at random in surgical training. One possible reason is that surgical educators have focused on detailed instruction on critical patient situations, resuscitation, and technical skills, but they have provided little formal training in the essential leadership skills. METHODS: To determine resident perceptions about the importance of these skills and individual strengths and weaknesses in these areas, a questionnaire was administered to 43 residents in our general surgery program. In part one of the questionnaire, the residents ranked 18 leadership skills on a scale of 1 to 4 in importance ("not important," "minimally important," "somewhat important," and "very important") for career development. The second portion of the questionnaire asked the residents to rate themselves on a similar scale with regard to their personal confidence and competence in these same areas. RESULTS: Twenty-three residents (53%) completed the entire questionnaire. The majority of the residents (92%) rated all 18 leadership skills "somewhat" or "very important" for career development. More than 50% of the residents rated themselves as not competent or minimally competent in 10 of the 18 areas. Ethics was the only area in which >75% of the residents believed themselves to be more than minimally competent. There were no significant differences between postgraduate training levels in any of the parameters calculated. CONCLUSIONS: We conclude that although residents see these nontraditional topics as an important part of their professional education, they do not necessarily feel confident or competent in these areas. Establishing a conscious effort to teach these topics and to emphasize their importance during training will enhance residents' self-image, performance, and potential as future leaders.

Adult↗
PubMed2004

The impact of a novel resident leadership training curriculum.

BACKGROUND: Today's complex health care environment coupled with the 80-hour workweek mandate has required that surgical resident team interactions evolve from a military command-and-control style to a collaborative leadership style. METHODS: A novel educational curriculum was implemented with objectives of training the residents to have the capacity/ability to create and manage powerful teams through alignment, communication, and integrity integral tools to practicing a collaborative leadership style while working 80 hours per week. Specific strategies were as follows: (1) to focus on quality of patient care and service while receiving a high education-to-service ratio, and (2) to maximize efficiency through time management. RESULTS: This article shows that leadership training as part of a resident curriculum can significantly increase a resident's view of leadership in the areas of alignment, communication, and integrity; tools previously shown in business models to be vital for effective and efficient teams. CONCLUSION: This curriculum, over the course of the surgical residency, can provide residents with the necessary tools to deliver efficient quality of care while working within the 80-hour workweek mandate in a more collaborative style environment.

Clinical Competence↗
PubMed2004

Infertility practice management. I. Leadership and management style: results from the 2002 survey of 374 Society for Assisted Reproductive Technology member centers.

OBJECTIVES: To identify current trends in management and leadership styles in Society for Assisted Reproductive Technology (SART) member infertility centers; and to understand the similarities and disparities that exist in physicians', administrators', and staff perceptions of management and leadership styles in these centers. MATERIALS AND METHODS: Questionnaires were developed to collect information on the leadership and management styles in place in SART member infertility centers. Survey instruments were distributed to the 374 SART centers. Survey instruments for one physician, the center administrator, and six staff members (two each in nursing, laboratory, and administration) were issued to the SART liaison in each of the SART member centers. Respondents included physicians, practice administrators, nurses, technicians, patient services, billing, and support staff. RESULTS AND DISCUSSION: Analysis of respondents' answers revealed that surveyed staff members reported a fairly high degree of job satisfaction. Physician and administrator management styles seemed to fall between interactive and directive styles; however, physicians and administrators perceived themselves as being more interactive than other staff members viewed them. Overall, extreme differences were unlikely, given the reported high degree of job satisfaction. Finally, survey outcome data were compared with responding centers' ART outcome rates as published by the Centers for Disease Control and Prevention (CDC). CONCLUSIONS: Overall, although employee job satisfaction seemed to be high, there were statistical differences between groups for several questions; the disparities in responses for these questions are indicators for potential management and leadership consideration. In addition, statistical correlations were found between the responses for several questions and the centers' respective CDC-published ART outcome rates.

Adult↗
PubMedDate not supplied

Appreciative inquiry and leadership transitions.

In times of accelerated change accompanied by leadership transitions, appreciative inquiry (AI) and sensemaking skills are necessary. AI is a philosophy, a model of change, and a set of tools and techniques that support discovery, dreaming, design, and creation of a vision that inspires people in an organization to move toward a collective destiny. Sensemaking involves sizing up a situation to create a framework for decision-making, creating a context for communication, linking with others, and focusing on what is and what could be. Sensemaking can be facilitated by applying appreciative leadership techniques. In this article, the story of the University of Utah College of Nursing's and the faculty's experience with an AI process illustrates the application of the AI leadership strategy to navigating organizational change and a leadership transition.

Education, Nursing↗
PubMed2004

Can leadership make a difference?

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

Canada↗
PubMed2006

The importance of process in building an executive leadership team: a case study.

In today's competitive, fast-changing world of healthcare, organizations cannot tolerate ineffective leadership over the long term if they are to remain successful. It is very common for leadership teams to come together and immediately begin to do business...at least to attempt to do what each team member believes the group's business should be. Unfortunately, each person probably has a different idea of what the team's business should be, and how they should go about conducting it. This is a certain recipe for ineffectiveness. The following case study examines how the executive team in a health sciences college approached the development of an effective leadership team, and discusses the importance of process to achieving the desired outcomes. The process so described can be used with any leadership team, but it should always be customized to suit the unique needs and desires of each team.

Efficiency, Organizational↗
PubMedDate not supplied

Transforming curriculum for a nursing leadership course: a collaborative approach.

The purpose of this project was to strengthen the transformational leadership competence of students by incorporating perceptions of all course participants in the curriculum of a nursing leadership course. Students and faculty collectively assessed each other's ability to communicate, associate, sanction, delegate, initiate, and achieve external legitimacy by completing a Leadership Performance Competence Profile. Profile results guided the teaching strategies and activities used during the course. At the beginning of the course the sanction competence was perceived as a mutual weakness; at the end of the course perceptions of all six leadership competencies were stronger. End-of-course student satisfaction was also examined. This project suggests collaborative teaching strategies can enhance perceptions of competence and satisfaction of course participants.

Curriculum↗
PubMed1999

Team leadership: network differences in women's and men's instrumental and expressive relations.

Recent studies have emphasised differences in leadership styles between women and men. Women have an "interactive" leadership style while men are more "directive" and "authoritative." Social network analysis is used to examine differences in eight mental health case management teams, half formally supervised by women and half by men. The techniques used are graphical displays and measures of centrality. Results show male leaders as the most central team member for both instrumental and expressive relations. Female leaders, however, do not adhere to a single leadership style. Team centralisation also differs with gender composition of teams influencing leadership differences.

Adult↗
PubMed2000

Psychiatric leadership and the clinical team: simulated in vivo treatment planning performance as teamwork proxy and learning laboratory.

Leadership is an important consideration at many levels within behavioral healthcare systems. The authors developed a training program in a large public hospital system that focused on psychiatric leadership and clinical team functioning. In a learning laboratory format, they used videotaped patient simulations as a stimulus for multidisciplinary treatment planning sessions. Structured self-assessments were performed using a preliminary Scale for Leadership Assessment and Team Evaluation (SLATE). Videotaping the sessions provided an additional team self-assessment tool. Other educational activities supplemented the sessions, and teams proposed steps for transferring their learning to other units. The authors emphasize that leadership must foster team learning, which involves developing adaptive capacities and applying them to new clinical situations.

Curriculum↗
PubMed2003

Interdisciplinary leadership training outcomes of Maternal and Child Health-funded pediatric pulmonary centers.

OBJECTIVES: To describe career paths, leadership accomplishments, and extent of incorporation of Maternal and Child Health Bureau (MCHB) values into professional activities of all previous long-term trainees. METHOD: In 1998 the Pediatric Pulmonary Centers (PPCs) completed a Leadership Training Outcomes Survey of all previous long-term trainees. The survey included 1) characteristics, 2) career paths, 3) current professional activities, 4) leadership roles and activities, and 5) career incorporation of MCHB values. RESULTS: There was a 63% response rate (N = 274) from 431 mailed surveys. Most respondents provided clinical care in varied health-related settings. Of the respondents, 44% (N = 120) served mothers, 87% (N = 239) served children, and 78% (N = 214) served children with special health care needs. Forty-seven percent of the mothers and children served were from racial or ethnic minority groups. Ninety-two percent (N = 252) of respondents had conducted training since graduation and 56% (N = 153) had provided technical assistance. Many provided leadership in the acquisition and dissemination of new knowledge through research publication (33%), advocacy (37%), and program administration/oversight (87%). Thirty percent of the respondents (N = 83) had received special recognition awards for professional activities. CONCLUSIONS: Most PPC graduates serve families and children as a central aspect of their career, providing or enhancing family-centered, community-based, culturally competent, comprehensive interdisciplinary care.

Career Choice↗
PubMed2007

The challenges of leadership in the modern world: introduction to the special issue.

This article surveys contemporary trends in leadership theory as well as its current status and the social context that has shaped the contours of leadership studies. Emphasis is placed on the urgent need for collaboration among social-neuro-cognitive scientists in order to achieve an integrated theory, and the author points to promising leads for accomplishing this. He also asserts that the 4 major threats to world stability are a nuclear/biological catastrophe, a world-wide pandemic, tribalism, and the leadership of human institutions. Without exemplary leadership, solving the problems stemming from the first 3 threats will be impossible.

Cooperative Behavior↗
PubMed2000

Trust in leadership and team performance: evidence from NCAA basketball.

This study empirically examined the relationship between trust, leadership, and team performance with 2 objectives. The 1st objective was to empirically examine an assumption found in several literatures--that a team's trust in its leader has a significant effect on the team's performance. The 2nd objective was to explore a more complex and dynamic relationship between trust and team performance whereby trust in leadership mediates the relationship between past team performance and future team performance. This relationship is derived by combining theories of trust with an attributional theory of leadership. Survey and archival data from a sample of men's college basketball teams provides support for both hypotheses, indicating that trust in leadership is both a product and a determinant of team performance.

Basketball↗
PubMed2001

A diagnostic-ratio approach to measuring beliefs about the leadership abilities of male and female managers.

This study departed from previous research on gender stereotyping in the leadership domain by adopting a more comprehensive view of leadership and using a diagnostic-ratio measurement strategy. One hundred and fifty-one managers (95 men and 56 women) judged the leadership effectiveness of male and female middle managers by providing likelihood ratings for 14 categories of leader behavior. As expected, the likelihood ratings for some leader behaviors were greater for male managers, whereas for other leader behaviors, the likelihood ratings were greater for female managers or were no different. Leadership ratings revealed some evidence of a same-gender bias. Providing explicit verification of managerial success had only a modest effect on gender stereotyping. The merits of adopting a probabilistic approach in examining the perception and treatment of stigmatized groups are discussed.

Adult↗
PubMed2004

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts.

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.

Adolescent↗
PubMed2005

Rewarding leadership and fair procedures as determinants of self-esteem.

In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.

Adult↗