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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.

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At least 37 records · Page 2Linked to original sources
PubMed1994

Leadership without bosses: shared leadership in the creation of a health network.

After province X's Minister of Health announced that health administration would be regionalized, administrators from two hospitals, a health unit and a nursing home planned a health network. In planning the network, the participants looked beyond their own facilities as being separately governed and separately funded organizations. This study investigates the exercise of shared leadership in order to increase the understanding of the nature of leadership and the meanings attributed to leadership activity by the various participants.

Canada↗
PubMed2002

Leadership in health care and the leadership literature.

Crossing the Quality Chasm, the Institute of Medicine's recently issued report on the quality of health care in America, is a call to arms for the urgent redesign of the U.S. health care system. The big question confronting health care organizations is how to mount new strategies that will enhance organizational effectiveness and reduce system failures as well as individual errors. Redesign implies organizational restructuring and engineering as well as serious steps in organizational development, with the emphasis on leadership enhancement strategies focused on performance excellence. This article addresses the state of the leadership literature and concludes that massive new investments will have to be made to tackle the issues of leadership training and accountability.

Delivery of Health Care↗
PubMedDate not supplied

Transactional versus transformational style of leadership--employee perception of leadership efficacy in public and private hospitals in Kuwait.

OBJECTIVES: To determine whether employees working for a transformational leader perceive their leader as more effective than do those working for a transactional leader. To assess whether employees in private hospitals are more likely to perceive their leaders as transformational than are employees in public hospitals. DESIGN: A questionnaire study of a random sample of employees working at 4 hospitals (private and public) in Kuwait; 266 respondents included. RESULTS: Analysis of varience and regression analysis showed that the transformational style of leadership was linked to high level of employee perception of leadership efficacy. Also, the employees in private hospitals were more likely to perceive their leaders as transformational than were employees in public hospitals. CONCLUSIONS: Hospitals in Kuwait may benefit by recruiting leaders with a transformational style, as it is directly related to quality, employee satisfaction, increased productivity, and employee perception of leadership efficacy.

Cross-Sectional Studies↗
PubMedDate not supplied

Changes in leadership styles as a function of a four-day leadership training institute for nurse managers: a perspective on continuing education program evaluation.

This study measured changes in knowledge acquisition and application of the Hersey and Blanchard model of leadership styles and leadership style adaptability among 144 registered nurses who participated in a four-day management institute. A pre- and post-institute administration of the LEAD-Self instrument was conducted. Although the findings demonstrated a significant change in the participants' leadership styles, the data revealed that outcomes were not as positive as had been assumed based on participants' self-reports. The discussion of findings reveals the complexity and the necessity of measuring learning outcomes for continuing education program improvement.

Education, Nursing, Continuing↗
PubMed1994

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

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.

Catholicism↗
PubMed2004

Leadership: a new look, a new time, and established leadership.

The executive director of the American Dental Association characterizes leadership as involving inspiration, vision, and hope in the service of change. The need is great and the opportunities of numerous. Leadership has been built at the ADA through identifying a shared set of core values and through a billion dollar national Campaign for Dental Education. Although the future of the profession is bright, the outstanding leadership challenges include: increasing access, the cost and faculty shortages in dental education, globalization, emerging biotechnology, licensure, increasing the public's perceived value of oral health, and workforce matters.

American Dental Association↗
PubMed2002

Neutralizing substitutes for leadership theory: leadership effects and common-source bias.

The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias.

Humans↗
PubMed2002

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

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

Accreditation↗
PubMedDate not supplied

On leadership. The new millennium and leadership: evolution or entropy?

Health care in the new millennium will be different. We have a wonderful opportunity to live in a new paradigm of leadership and management that opens up myriad possibilities for innovations in health care and leadership. If leaders stand still and don't quickly adapt to the new demands, they will be killed as leaders in this new millennium. The next 20 years are only for those who can act and adapt quickly.

Child↗
PubMed1994

A leadership profile of disadvantaged youth based on leadership strengths indicator.

The Leadership Strengths Indicator was administered to 42 boys and 47 girls, ranging in age from 10 to 15 years, who were identified as disadvantaged by their qualifications for the free or reduced lunch fee. The students' scores fell within the normal range of scores. A significant difference was found on Cluster scale III, High Level Participator in Group Activities, favoring the boys. Slight nonsignificant differences were found between the scores on Clusters I, Enjoys Group Activities, IV, Journalistic, and VI, Courageous.

Adolescent↗
PubMed1999

[Big differences in leadership and management training within health care services. Leadership and issues concerning cooperation should be more emphasized in basic medical education].

A recent survey of medical management programmes at universities across the country showed manifest national differences to exist, both quantitative and qualitative. Using a questionnaire, the Swedish Society of Medical Management examined the programmes for physiotherapists, occupational therapists, social workers, nurses and physicians, with respect to such issues as leadership, self-awareness and communication, health economics, and administration. It was concluded that knowledge acquired differs between fields; that physiotherapy programmes tend to have a very didactic approach; that nurses are taught the importance of participation in developmental processes; that doctors are exposed to somewhat the same approach but to a large extent on a voluntary basis; and that social workers obtain good insight into the administrative skills necessary to their work. In the article it is concluded that students would benefit from orientation in the diverse approaches used in the other fields than their own, and that pooling of resources among different programmes might be a more economic alternative to current practice.

Communication↗
PubMed2003

Clinical leadership: Part 2. Transforming leadership.

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

Education, Nursing, Continuing↗
PubMed2001

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

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.

Career Mobility↗