SEARCH · Search PubMed

Results for “LEADERSHIP”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 325 records · Page 18Linked to original sources

PubMed2006

Leadership in multiteam systems.

This study examined 2 leader functions likely to be instrumental in synchronizing large systems of teams (i.e., multiteam systems [MTSs]). Leader strategizing and coordinating were manipulated through training, and effects on functional leadership, interteam coordination, and MTS performance were examined. Three hundred eighty-four undergraduate students participated in a laboratory simulation modeling a 3-team MTS performing an F-22 battle simulation task (N = 64 MTSs). Results indicate that both leader training manipulations improved functional leadership and interteam coordination and that functional leader behavior was positively related to MTS-level performance. Functional leadership mediated the effects of both types of training on interteam coordination, and interteam coordination fully mediated the effect of MTS leadership on MTS performance.

Cooperative Behavior↗

PubMed2001

The lived experience of clinical development unit (nursing) leadership in Western Sydney, Australia.

BACKGROUND: A network of nine Clinical Development Units (Nursing) (CDU(N)) were recently created in the Western Sydney Area Health Service. These units are designed to develop patient-focused nursing practice through group process and action research, based on principles of transformational leadership. AIMS OF THE STUDY: Although there is documented evidence from Australia and the United Kingdom (UK) that CDUs and Nursing Development Units (NDUs) are very successful in improving both patient and staff satisfaction, there is also growing evidence that the stressors experienced by nurse leaders are threatening the survival of some of these units. This study set out to develop an understanding of the phenomena of Clinical Development Unit (Nursing) leadership when these stressors were likely to impinge. STUDY DESIGN: Hermeneutic phenomenology was employed in order to identify how these experiences changed over time. Two rounds of interviews were conducted: approximately 4--6 months after the launch and, again, 12 months later. FINDINGS: The Clinical Development Unit (Nursing) philosophy provided a framework on which these very motivated leaders began to enhance nursing accountability in their units through reflective practice and participatory governance. While reinforcing many previously published positive and negative aspects of Clinical Development Units and Nursing Development Units, this paper also highlights how the expectations and experiences of these leaders changed over time with unanticipated pressures of work, a high turnover of clinical leaders, a perceived diminution of management support and unrealistic self-expectations. A significant theme that emerged as these stressors began to impinge was the leaders' own need for leadership in order to sustain their confidence and motivation. IMPLICATIONS FOR NURSING: Insights harvested from this study have since been incorporated into a revised leadership preparation programme and support mechanisms for the leaders of eight new Clinical Development Units (Nursing) in the Western Sydney Area Health Service.

Attitude of Health Personnel↗

PubMed1998

The need for nursing leadership in uncertain times.

BACKGROUND: The world today is changing and being affected by advances in technology and communication, as well as changes in the political, economic, demographic and social environment. These changes also effect the delivery of health care services. AIM: A review of the literature was conducted to examine how the profession of nursing can ensure that it is involved in shaping the health care system of the future. KEY ISSUES TO EMERGE: The nursing profession requires leadership which empowers nurses, enabling them to lead the profession into the next millennium. Pressures for change in health care delivery make the move from bureaucratic management to effective leadership essential. Development of an appropriate model of leadership will ensure that nurses play a pivotal role in the process of change. CONCLUSION: Transformational leadership is the model that will assist nursing to develop into an empowered profession with the potential to be a dominant voice in reshaping the health care system of the future.

Ethics, Nursing↗

PubMed2003

Clinical supervision as a model for clinical leadership.

Clinical leadership and clinical supervision are topical areas of nursing development. A project was established to facilitate the growth of leadership ability with a group of ward sisters through individual clinical supervision. The work revealed that ward managers struggled to fulfil their leadership roles largely because of embodied ways of relating within a prevailing organizational culture that constrained them. The paper also reflects on the impact of supervision to develop leadership practice.

Female↗

PubMed2000

Schizotypy and leadership: a contrasting model for deficit symptoms, and a possible therapeutic role for sex hormones.

Associational loosening, slow and faulty information processing, poor gating of irrelevant stimuli, poor ability to shift attention, poor working memory, passivity, ambivalence, anhedonia, and impaired motor coordination are cardinal features of schizophrenia but, unlike delusions and hallucinations, they are related more to negative/deficit symptoms. As summarized by Bass, numerous studies have correlated leadership with 'ambition, initiative and persistence' (opposite of passivity), 'speed and accuracy of thought', 'finality of decision,' or decisiveness (the opposite of ambivalence), 'mood control, optimism and sense of humor' (opposite of anhedonia), etc. Andreasen et al postulate that a disruption in the circuitry among nodes located in the prefrontal regions, the thalamic nuclei, and the cerebellum produces 'cognitive dysmetria', meaning difficulty in prioritizing, coordinating, and responding to information, and that it can account for the broad diversity of symptoms of schizophrenia. A relationship between cognitive processes and cerebellar and basal ganglia functions, and a role of neocerebellum in rapidly shifting attention, have been demonstrated. The cognitive styles, including a proficiency to quickly shift attention, of several famous leaders are used as examples of this contrasting model. Julius Caesar and Napoleon, for instance, could dictate to up to six secretaries simultaneously, using their exceptional working memories, and proficiency in quickly and effortlessly shifting attention while flawlessly gating irrelevant external and internal stimuli. It is suggested that specific brain imaging studies could illustrate this contrast. Gray et al noted positive correlations between 'dominance', an important leadership trait, and serum levels of dehydroepiandrosterone (DHEA) and testosterone (T), but not of more potent dihydrotestosterone (DHT), in over 1700 older men. Though not scientifically rigorous, the author noted positive correlations (P = 0.0162) between the self-rated ratings of voice depth (promoted by T) and of leadership, but none between those of body hair (DHT dependent) and of leadership in 47 male US National Academy of Sciences members. And 43 male US Senators had deeper voices than 36 male House members (P<0.01) who, in turn, had deeper voices than either of two groups (numbers 102 and 72) of male scientists (P<0.01). Therapeutically, before chlorpromazine, DHEA had been used in young schizophrenics with modest success in improving deficit symptoms. DHEA, or other sex hormones, or some of their natural and synthetic derivatives may prove to be valuable to treat deficit symptoms of schizophrenia in both sexes.

Animals↗

PubMed2001

Developing nursing leadership in an ambulatory surgical center through shared responsibility.

As health care continues to change at an unprecedented pace, so must nursing models of leadership. Nurse managers must look at successful models of leadership from the past and build successful components into new models of nursing health care leadership. The bureaucratic hierarchical system of the past does not keep today's nurse satisfied, nor are there monies in our current health care system for multiple layers of management. The leadership skills inherent in every professional staff nurse must be used and developed within the new health care arena for fiscal responsibility as well as professional satisfaction. Presented is one model used at our ambulatory surgical center. It is based on the premise of "shared responsibility" in which each person functions as a manager and a leader instead of one individual functioning to lead all who must be managed. Duties and responsibilities are divided among staff members, and each person has authority, responsibility, and accountability for specific tasks and functions with the ambulatory surgical center (ASC).

Humans↗

PubMed1996

Leadership as a management competency in rural health organisations.

The management competency of leadership was measured on 34 middle and senior health managers from the Murray Health Service, using Situational Leadership Questionnaires. Using self-analysis, the managers found their leadership behaviours to be entrenched, inflexible and less effective than they might otherwise be. This conclusion was supported by results of the questionnaires completed on each manager by their followers. In almost half of the cases, followers had a different perception of their manager's leadership style than did the manager. This paper discusses these findings in the context of management assessment centres and the Charter for Change now facing all health organisations.

Administrative Personnel↗

PubMed1994

Structure of leadership among preschool children.

The purpose of the present study was to examine the structure of leadership among preschool children. Leadership behaviors of 18 five-year-old Japanese children were observed during free play and scored on the basis of a 15-item leadership scale. A factor analysis of the items indicated two factors: facilitation of play and consideration-evaluation of playmates. Children who had a central role in group play showed more leadership behaviors on the consideration-evaluation of playmates dimension than those on the periphery. For the dimension of facilitation of play, however, no significant difference was seen between the two groups.

Child Behavior↗

PubMed1997

The relationship between leadership and sociometric status among preschool children.

In the present study the relationship between leadership behavior and sociometric status among preschool children was examined. Leadership behaviors of 24 6-year-old Japanese children were observed during free play and scored on the basis of a 2-dimensional leadership scale (facilitation of play and consideration-evaluation of playmates; Fukada, Fukada, & Hicks, 1994). Participants were categorized into three sociometric-status groups. Children who had high sociometric status showed higher scores on both leadership dimensions than those with low sociometric status.

Analysis of Variance↗

PubMed2001

The relationships between self-leadership and enhanced psychological, health, and work outcomes.

Two cross-sectional studies were conducted to examine the correlations between the concept of self-leadership (as described within the framework of the internal family systems model) and enhanced psychological, health, and work outcomes. In Study 1, self-leadership was significantly related to higher psychological functioning (e.g., effective coping style, greater optimism and hardiness, and less ineffectiveness and interpersonal distrust) and better health status (e.g., greater perceived wellness, less perceived stress, and fewer symptoms of illness) in a sample of university students (N = 270). In Study 2, in which a sample of corporate employees (N = 160) was examined, self-leadership was significantly related to greater perceptions of work satisfaction, enhanced communication, quality management, effective work relationships, and in terms of health outcomes, greater perceived wellness and less work stress. Implications of the relationships between self-leadership and psychological, health, and work outcomes are discussed.

Adaptation, Psychological↗

PubMed2000

Chinese implicit leadership theory.

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

Adult↗

PubMed1979

Ward tension and staff leadership in a therapeutic community for hospitalized adolescents.

Mental health workers on inpatient units spend a great deal of time trying to cope with interpersonal tensions that disrupt ward life. We have focused our attention on two aspects of this problem. The first is clarifying the nature of the social processes that underlie periods of increased tension and conflict on wards. The second is clarifying the kinds of staff leadership required to manage these tensions. We are sure that those who have worked on interactive treatment wards will recognize this situation: for a period of weeks or more there is an uneasy tension; patient cliques form and disruption occurs between cliques and with the staff. Often there is a climax of disruptive behavior, such as a day or weekend when a large number of patients break ward rules. Trouble seems to be contagious. Throughout the period staff members disagree about how to manage the patients and the disruption, and usually this disagreement is tinged with old philosophical or personal differences. No one feels very confident about taking leadership initiatives, and the formal leaders are blamed for various failures and lacks. Eventually, often after a climactic disturbance is resolved, ward life returns to "normal" and people feel much better about living and working on the ward. In this paper we review previous work on this kind of ward process and discuss some of the problems involved in conceptualizing it. We report on two period of ward observation that illustrate the sequence from low to high tension and back to relative calm. We then discuss our ideas about the kinds of staff leadership needed to manage different phases of this sequence and the problems of developing and integrating multiple ward leadership roles.

Adaptation, Psychological↗

PubMed2005

Building leadership capacity in medical education: developing the potential of course coordinators.

The School of Medicine at the University of Southampton has undergone a process of consultation and staff development aimed at developing the leadership role of course coordinators. The paper reports on the negotiation of a generic framework of tasks and the development of a successful leadership training programme for course coordinators. The authors recommend a complex adaptive style of leadership based on whole systems theory and argue that leadership training for course coordinators is vital to the success of undergraduate medical programmes.

Adult↗

PubMedDate not supplied

Feminist leadership through total quality management.

Feminist leadership in nursing can be achieved through Total Quality Management. Total Quality Management (TQM) is a philosophy and technology that represents the foundation of a continuously improving organization. The feminist leadership ideas practiced by nurses, such as empowering staff and decision by consensus, are also central to TQM. Feminist leadership utilizing TQM enables employees to creatively contribute to the system without fear or intimidation. Employees at all levels in the organization are then empowered. The role of the feminist leader using TQM is one of facilitator rather than authority figure. Feminist leadership in nursing can spearhead the opportunity for improvement to provide high-quality, cost-effective health care in a troubled and complex economic environment.

Female↗

PubMed2006

Leadership in interprofessional collaboration - the case of childcare in Norway.

This study addresses leadership in interprofessional collaboration in childcare services (residential care). The aim was to explore the managers' (n = 6) experiences and present their views on how they exercised leadership in the residential institutions as well as how they organized and facilitated collaboration with relevant professionals and service users. Data was collected through open interviews. Qualitative content analysis was used to analyse the interviews, and three categories emerged; "external responsibility", "sustaining communication" and "internal responsibility". The overarching concept was identified as "facilitating interaction processes and ensuring cohesion". The main findings were related to the managers' experiences of linked processes of leadership and collaboration, perceptions of the structures of communication, their responsibility as well as the interaction processes. The managers exercised leadership in terms of self-governance and co-governance, and used strategies, such as governing images and influencing the voluntary aspect of collaboration.

Administrative Personnel↗

PubMed2001

What did we learn about leadership in medical education? Effecting institutional change through the Interdisciplinary Generalist Curriculum Project.

The Interdisciplinary Generalist Curriculum (IGC) Project required significant collaboration and cooperation at many levels of leadership to accommodate early clinical experiences in the curriculum. Three elements of institutional change are discussed: the context for desired early clinical experiences in medical education, structural elements required of the IGC Project schools, and leadership within the demonstration schools. Lessons learned from these interdisciplinary projects include the importance of supportive leadership from the top levels, establishing broad buy-in across sectors of the school, creating a team administrative structure that fosters participation by all groups, and central (rather than departmental) administration. The processes needed to establish collaborative leadership and full participation by the generalist departments and cooperation of diverse constituencies, such as basic science faculty, were labor-intensive and required more time to ensure successful program implementation. Uniformly, strong support at the highest levels of the organization, especially the medical schools' deans, was cited as a key element in the success of the IGC Project. An interesting unanticipated outcome of the project was the movement of the interdisciplinary course administration into a central location (dean's office) by the end of the project for all schools. This change may reflect a practical advantage for administration of interdisciplinary programs located at the level of the school or college, rather than housed within departments.

Administrative Personnel↗

PubMed1994

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

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

Curriculum↗

PubMed1992

Transformational leadership in nursing service. A test of theory.

What are the leadership dimensions that result in low turnover or work satisfaction? Intellectual stimulation, charisma, and individual consideration constitute aspects of transformational leadership that are suggested to enhance retention and staff satisfaction. In this study, the authors tested transformational leadership theory in one nursing department with an executive, 11 midlevel administrators, and 77 staff registered nurses. Findings support the predictions. Composed of teachable components, transformational factors are similar to leadership qualities described in magnet hospitals, offering positive implications for nursing administration and professional nursing practice.

Humans↗