Departmental Leadership Research Articles

Developing healthy and sustainable school food systems: A collaborative practice in the city of Madrid

Abstract Problem Eating habits and lifestyle during childhood and adolescence are key to achieving an adequate health status in adulthood. Malnutrition, in the forms of overweight and obesity, disproportionately occurs among vulnerable communities. The question is: How can cities develop strategies and policies to stablish and maintain healthy and sustainable school food systems? In Madrid, the Healthy and Sustainable Food Strategy started in 2018-22 with a revised phase 2022-25 for the promotion of healthy and sustainable policies. Within the public nursery system, local NGOs, food and nutrition researchers, the education department and city officials collaborated to develop healthy and sustainable menus and public food procurement. This collaborative practice can be useful to other European cities. Objective To describe the example of Madrid developing collaborative policies (e.g. public food procurement standards) and activities between city administration, civil society and academia (e.g. creation of school based Food Driving Groups) towards healthy and sustainable school food systems. Results We will share two specific sets of results: 1) Creation of school-based Food Driving Groups. 2) Establishment of public food procurement criteria. More results will be presented at the conference. Lessons Regarding school food procurement criteria, it is necessary to improve the knowledge of the different socio-environmental variables of food. The development of school-based Food Driving Groups as a fruitful and sustained collaboration is only possible with the education department leadership.

The importance of sustained professional development for diversifying leadership

As longtime professional development providers and program evaluators, we share what we have learned about individual and institutional gender equity impacts of faculty development programs over 20 years, through the lens of current departmental leaders. We’ll describe our lessons learned from 18 interviews of 2020 science, technology, engineering, and mathematics chairs connected to the ADVANCE program at the University of Washington (UW), where we helped grow the number of women STEM department chairs from one to nine over the last 20 years.

Antecedents and consequences of corporate social responsibility: a test of multilevel mediating processes

PurposeDrawing on social exchange theory and traditional Chinese leadership theory, this research examines employees' perceptions of corporate social responsibility (CSR) using a multilevel mediation model. It also examines the possibility that meaningful work mediates the relationship between perceived CSR and work engagement.Design/methodology/approachSurvey data were collected from 605 employees of 103 departments across 35 companies in Taiwan. Multilevel path models and hypotheses were tested using Mplus structural-equation modeling software.FindingsThe results show that department-level CSR perceptions were positively related to employee-level work engagement and that CSR was a mediating factor between department managers' moral leadership and employee-level work engagement. Additionally, meaningful work played a cross-level mediating role between CSR perceptions and work engagement.Practical implicationsFor organizational managers, these findings imply that enterprises should practice CSR and guide their employees in its correct interpretation. They also reinforce the idea that department leaders should behave ethically, because this will encourage their employees to develop positive perceptions of the company's CSR implementation and thus to be more engaged in their work. Lastly, incorporating CSR programs into training materials and encouraging employees to actively participate in such programs' development, deployment and evaluation should help make work meaningful for employees and further enhance their engagement with it.Originality/valueThis study explains how a cross-level mechanism connects department-level moral leadership to employee-level work engagement in a Chinese cultural context.

Effect of Leadership Transparency on Perceived Levels of Corruption in the Procurement Department in the Judiciary of Kenya

Corruption is a major impediment to the development of a nation because it impairs public services, distorts public spending, disrupts the natural law of the economy, and undermines trust in government. This study aimed to examine the effects of leadership accountability on perceived levels of corruption in procurement departments in the judiciary of Kenya. It made use of the concurrent triangulation design and targeted the population of 278 heads of procurement committees in 278 court stations of the Kenyan judiciary and key informants from six oversight organizations. From this population, a sample of 164 heads of procurement committees was selected using the stratified proportionate random sampling technique. Quantitative data was collected from the heads of procurement committees using questionnaires, while qualitative data were collected by interviewing 12 key informants that were purposefully selected from the six oversight organizations. The study found that leadership transparency has a statistically significant and negative effect on levels of corruption in the procurement departments in the Kenyan judiciary (chi-square (X2) = 42.016, df = 2, sig. =.000). Based on the findings, the study concludes that the transparency of leaders of procurement units reduces levels of corruption in government procurement. The study recommends the formulation of laws, policies, and strategies aimed at improving the transparency of leaders in government procurement departments.

Effect of Leadership Independence on Perceived Levels of Corruption in the Procurement Department in the Judiciary of Kenya

Corruption is a major obstacle to the development of any nation because it distorts markets, encourages crime, discourages investment, creates inequality, and destroys values. The aim of this study was to examine the effects of leadership independence on perceived levels of corruption in procurement departments in the judiciary of Kenya. It utilized the concurrent triangulation design and targeted the population of 278 heads of procurement committees in 278 court stations of the Kenyan judiciary and key informants from six oversight organizations. From this population, a sample of 164 heads of procurement committees was selected using the stratified proportionate random sampling technique, while 12 key informants were selected purposefully. Quantitative data was collected from the heads of procurement committees using questionnaires, while qualitative data was collected by interviewing 12 key informants. Quantitative data was analyzed using descriptive statistics as well as cross-tabulation with the chi-square method. Qualitative data was analyzed using thematic content analysis and presented using illustrative quotes. The study found leadership independence has a statistically significant and negative effect on levels of corruption in the procurement departments in the Kenyan judiciary (chi-square (X2) = 63.384, df = 2, sig. =.000). Based on the findings, the study concludes that leadership independence reduces levels of corruption in government procurement. It recommends the formulation of laws, policies, and strategies aimed at improving the independence of leaders in government procurement departments.

The Job No One Wants? A National Study of Department Leader Job Satisfaction

The Job No One Wants? A National Study of Department Leader Job Satisfaction

Uncovering the complex relationships among distributed leadership, departmental teacher leadership, and professional learning community in Chinese schools

AbstractProfessional learning community (PLC) has been widely recognized as an effective approach for promoting both student learning and teacher development. Existing research on PLC mainly focuses on the school‐level, and less attention has been given to the departmental‐level PLC. Given the complex nature of school structures, departmental PLC may be influenced by multiple leadership factors, including principal and teacher leadership (TL). This study investigates how the distributed leadership (DL) of principals and TL influence departmental PLC and individual teacher self‐efficacy. Drawing on a sample of 602 teachers in China, the results showed that TL had a direct impact on teacher self‐efficacy and had an indirect effect through PLC. Additionally, the DL of principals indirectly affects individual teachers through TL and PLC. The results indicate the complex leadership structure in schools with various levels of leadership exerting distinct influences on teachers and departments. It highlights the roles of principal leadership and TL in facilitating PLC and teacher development. Implications for school leadership and PLC development are discussed.

Characterizing Wellness Leadership in Academic Radiation Oncology Departments in the United States

Burnout is prevalent in radiation oncology (RO), with 56% of respondents in a 2020 survey reporting symptoms of burnout. This has led to an increased effort to promote physician wellness via formal wellness-directed initiatives in recent years. However, little is known about the specifics of wellness activities and their impact. We aim to characterize current wellness leadership positions and efforts within academic RO departments. A total of 120 US academic RO department chairs were contacted to inquire whether they had a departmental wellness leader, with a request for leader contact information, if applicable. Wellness leaders were invited to complete an anonymous survey in January and February 2023 via a survey platform. Questions assessed leader demographics, role structure, resources, current initiatives, and impacts to date. Descriptive statistics and summaries of free text responses are reported. Seventy-one chairs (59%) responded, among which 43 (61%) reported having departmental wellness leaders. On interim analysis, 11 (26%) responded to the survey. 82% were female and 73% were physician faculty. Leaders spanned career stages, and respondent ages ranged from 32-66. Wellness leaders were commonly in formal departmental committees (n = 4) or implemented hospital initiatives without independent departmental programming (n = 5). Committees had all been started since 2020. 5 respondents stated departmental wellness leadership was required by their institution. Some leaders were provided with administrative support (n = 4) and/or departmental program funding (n = 4), however only 1 had protected time for wellness work. Challenges included limited bandwidth (n = 7), lack of departmental interest (n = 4), and limited funding (n = 4). The most commonly completed initiatives include programming and education (n = 4) and improved support for caregivers (n = 3). No departments had hired physician coaches or created a peer support network. Of 14 initiatives, departments had, on average, implemented 2. 36% and 27% of respondents agree that because of wellness initiatives the department is more aware of the importance of wellness and wellness-promoting strategies, respectively. Only 9% and 18% felt initiatives changed a culture of constant availability and encouraged use of full PTO and limiting work off hours, respectively. Leaders highlight the importance of a dedicated individual to tangibly implement changes and the unique opportunity of someone within RO to understand the specific challenges faced by those in our field. Wellness leadership roles exist in many RO departments. However, these roles are new and evolving, with a limited number of fully implemented initiatives to date. Longitudinal data collection and follow-up will help establish the impact of these roles on bringing positive change to departments. Full results will be presented at ASTRO 23.

27 EDI Practices Amongst Academic Leaders at a Tertiary Paediatric Centre

Abstract Background Our university’s strategic approach to Equity, Diversity and Inclusion (EDI) includes institutional capacity and commitment. Embedded within this pillar is the establishment of “systems, structures and policies that sustain EDI commitments through leadership, governance and accountability”. 1.Objectives: To ascertain baseline EDI practices of Division Leaders and the Department Executive Team 2.To identify prioritized training/learning needs early in the tenure of the inaugural Associate Chair, EDI Design/Methods An anonymized, 10 question electronic survey was distributed to division leads and executive team members with the Department of Paediatrics. Results An electronic survey was distributed to 22 people and 14 responded (64% response rate). Only 21% of leaders included a land acknowledgement at the beginning of their division, portfolio, or committee meetings. Reasons for not doing so included: • Meetings are informal or have few people • Worried about tokenism/checking a box • Had not thought to do so 29% of leaders have a standing “EDI matters” agenda item for their division, portfolio, or committee meetings. Reasons for not doing so included: • Attempting to incorporate EDI principles into work • Addressing EDI items as they occur • Unsure how to engage in meaningful action • Had not thought to do so The majority of leaders who responded, 79%, completed bias education and/or training. All the respondents want more, or specific, EDI training for their division(s) or portfolio(s). Racism was identified as the #1 equity issue urgently impacting divisions or teams. Other priority areas identified included: 2SLGBTQIA+, gender equity, Indigenous reconciliation, and employment bias. Other themes that were raised included: • Equitable healthcare access • Representation at decision-making tables • Gender bias impact on career and work opportunities • Bias in the workplace • Becoming an antiracist organization • Engaging everyone in antiracist work • Systemically embedding EDI principles • Equitable opportunities and support for all employees That 36% of department leaders did not respond to our brief EDI survey may need to be explored further. Conclusion Most leaders are not routinely doing land acknowledgments or incorporating EDI into agendas as a standing item. All expressed a desire for more EDI training. Survey responses informed priorities for the first term of the Inaugural Associate Chair, EDI. An EDI-focused Grand Rounds Series and an EDI SharePoint site were created. Leaders are encouraged to make EDI awareness integral to daily tasks from initial recruitment. Our Anti-Racism Coalition’s version of the Power Flower (Figure 1) was shared to enhance awareness of various power differentials at play.

A survey of United States obstetric anesthesiologists’ perceived value of obstetric anesthesiology fellowship

IntroductionSubspecialty training in obstetric anesthesiology is associated with improved patient outcomes and reduced anesthesia-related morbidity and mortality. Despite this, the demand for fellowship-trained obstetric anesthesiologists far exceeds the supply. This survey study aimed to evaluate the perceived value of obstetric anesthesiology subspecialty training on career trajectory, job satisfaction, quality of life, and job autonomy. MethodsAfter Institutional Review Board approval, we conducted a cross-sectional study of fellowship-trained obstetric anesthesiologists in the United States of America. In March and April 2022, program directors of obstetric anesthesiology fellowships distributed an electronic survey link containing 29 multiple-choice questions to their program alumni. Survey content included respondent demographic characteristics, practice models, career information, and perceived value of an obstetric anesthesiology fellowship. ResultsWe surveyed 217/502 (43%) fellowship-trained obstetric anesthesiologists with a response rate of 158/217 (73%). Most worked in urban, academic, and level IV perinatal health centers. The majority believed an obstetric anesthesiology fellowship was “extremely beneficial” (77%), enhanced quality of life (84%), improved the quality of patient care (99%), and was influential in helping obtain their first post-training job (86%). The perceived value of the fellowship included an enhanced career trajectory, a sense of purpose, improved job satisfaction, a sense of work community, lower burnout, involvement in maternal health initiatives, increased mentorship, and departmental leadership. ConclusionIn this survey study, fellowship-trained obstetric anesthesiologists perceived a positive impact of fellowship training on career trajectory, job protection and autonomy, quality of life, and job satisfaction. This information may be meaningful to trainees considering pursuing a fellowship and a career in obstetric anesthesiology.

Establishment ofthe Clinician-Scientist Investigator Opportunity Network to Develop Military Medical Research Leaders.

The ability of military clinicians to conduct military medical research is often limited because of competing priorities and a lack of research mentorship. The Clinician-Scientist Investigator Opportunity Network (CSION) was developed with the intent of training clinicians how to engage in requirements-driven research within the DoD. Three to five academic medical faculties were selected from a pool of applicants each year to participate in a 2-year research fellowship. To be eligible for the CSION program, applicants had to meet the following criteria: (1) Completed residency graduate medical education training, (2) not be currently enrolled as a graduate medical education trainee, and (3) obtained permission from their department leadership to focus 25% of their duty hours on CSION participation to include didactic and research efforts. The remaining 75% of fellows' time was dedicated to clinical duties. Monthly didactics, intensive mentorship, and consistent support were offered to each fellow by the CSION leadership team. Metrics were recorded to include both research and clinical productivity. Between January 2019 and December 2022, 12 CSION fellows graduated from the program (four in the class of 2020, three in 2021, and five in 2022). From 2019 to 2021, the 12 CSION fellows initiated 204 research protocols, generated 489 publications/presentations, and secured 33 research grants. All graduates of the program remain active in clinical research with multiple graduates currently assigned to research positions. The CSION research education program is a 2-year additional duty research fellowship producing clinician-scientists conducting military-relevant medical research and publications and may be considered a low-cost/highly efficient alternative to achieve the reported benefits of the MD-PhD tract. The expansion of the CSION program may improve the quality of military medical research and health care.

Who is Sitting in the Chair? Job Satisfaction of Women and Men Department Leaders

This study explores an understudied yet critically important role in higher education: the academic department chair. Building on research related to the gendered organization of faculty life and using a national sample of department leaders per the COACHE Faculty Job Satisfaction Survey (n = 1,173), we use descriptive discriminant analysis to identify the set of factors that differentiate between the job satisfaction of women and men who hold department leadership positions at four-year colleges and universities. Findings indicate a clear difference between women and men department leaders in how satisfied they are with their jobs, particularly when it comes to time spent on research, salary, and beliefs about the importance of mentoring. Recommendations and implications for academic leadership are discussed.

Quality Management System in Clinical Digital Pathology Operations at a Tertiary Cancer Center

Digital pathology workflows can improve pathology operations by allowing reliable and fast retrieval of digital images, digitally reviewing pathology slides, enabling remote work and telepathology, use of computer-aided tools, and sharing of digital images for research and educational purposes. The need for quality systems is a prerequisite for successful clinical-grade digital pathology adoption and patient safety. In this article, we describe the development of a structured digital pathology laboratory quality management system (QMS) for clinical digital pathology operations at Memorial Sloan Kettering Cancer Center (MSK). This digital pathology–specific QMS development stemmed from the gaps that were identified when MSK integrated digital pathology into its clinical practice. The digital scan team in conjunction with the Department of Pathology and Laboratory Medicine quality team developed a QMS tailored to the scanning operation to support departmental and institutional needs. As a first step, systemic mapping of the digital pathology operations identified the prescan, scan, and postscan processes; instrumentation; and staffing involved in the digital pathology operation. Next, gaps identified in quality control and quality assurance measures led to the development of standard operating procedures and training material for the different roles and workflows in the process. All digital pathology–related documents were subject to regulatory review and approval by departmental leadership. The quality essentials were developed into an extensive Digital Pathology Quality Essentials framework to specifically address the needs of the growing clinical use of digital pathology technologies. Using the unique digital experience gained at MSK, we present our recommendations for QMS for large-scale digital pathology operations in clinical settings.

Interventional Radiology Peer Learning Platform and Adverse Event Reporting (IR-PEER): Initial Experience Implementing a Team-based Novel Peer Learning System in Interventional Radiology

Although the transition from peer review to peer learning has had favorable outcomes in diagnostic radiology, experience with implementing a team-based peer review system in interventional radiology (IR) remains limited. Peer learning systems benefit diverse IR teams composed of multiple clinical roles and could contribute value in archiving events that have potential educational value. With multiple stakeholder input from clinical roles within the IR division at our institution (ie, radiologic technologists, nurses, advanced practice providers, residents, fellows, and attending physicians), we launched a HIPAA-compliant secure IR complication and learning opportunity reporting platform in April 2022. Case submissions were monitored over the subsequent 24 weeks, with monthly dashboard reports provided to departmental leadership. Preintervention and postintervention surveys were used to assess the impact of the peer learning platform and adverse event reporting in IR (IR-PEER) on perceptions of complication reporting in the IR division across clinical roles. Ninety-two peer learning submissions were collected for a weekly average ± standard error of 3.8 ± 0.6 submissions per week, and an additional 26 submissions were collected as part of the division’s ongoing monthly complication review conference, for a total of 98 unique total case references. A total of 64.1% of submissions (59 of 92) involved a complication and/or adverse event, and 35.9% of submissions (33 of 92) identified a learning opportunity (no complication or adverse event). Nurses reported that IR-PEER made the complication-reporting process easier (P = .01), and all clinical roles reported that IR-PEER improved the overall process of complication reporting. Peer learning frameworks such as IR-PEER provide a more equitable communication platform for multidisciplinary teams to capture and archive learning opportunities that support quality and safety improvement efforts.

Lessons from Hurricane Ida: Addressing gaps in emergency preparedness planning to protect residents in independent living facilities

This paper describes how Hurricane Ida exposed gaps in emergency preparedness planning and coordination in New Orleans, particularly related to the health and safety of the residents of multi-storey independent living facilities designated for seniors and persons with disabilities, where at least ten lives were lost due to the power outages and extreme heat that occurred following the storm. As this paper discusses, New Orleans Health Department leaders responded by taking swift policy action, working with the mayor, city council and community stakeholders to ensure better coordination, preparation and accountability for owners and operators of certain independent living facilities. The article recommends that states and localities with individuals living in independent living facilities should consider similar policy interventions as part of their disaster cycle planning activities.

Perspectives From Public Health Practitioners and Advocates on Community Development for Active Living: What are the Lasting Impacts?

Evidence suggests differential impacts of community development, including gentrification and displacement. Public health practitioners and advocates are key stakeholders involved in the community development process related to active living, yet little is known about their perceptions of its impacts. We explored the perspectives of relevant leaders of public health departments and key community and advocacy organizations on community development, gentrification, and displacement. Purposive key informant interviews. CDC State Physical Activity and Nutrition (SPAN) funding recipients. CDC SPAN recipient leadership (n = 10 of 16) and advocacy organizations they partnered with (n = 7 of 16). Interviews were recorded, transcribed, coded, and thematically analyzed with direct quotes representing key themes. Both groups felt community development held important benefits, specifically by creating healthy living opportunities, but also potentially leading to the displacement of long-time residents. Practitioners reported the benefits were for all community members, whereas advocates noted the benefits were seen in those with privilege, and the consequences were disproportionately seen in disadvantaged communities. Both mentioned the importance and difficulty of getting diverse representation for community engagement. Learning how key stakeholders perceive and navigate the community development process can help inform recommendations for better equity in active living community improvements. More work is needed to further elucidate best practices for health and social equity in the community development process.

Resilienz deutscher Kliniken in Amok- und Terrorlagen

ZusammenfassungHintergrundKrankenhäuser müssen sich als kritische Infrastruktur (KRITIS) auf terroristische Anschläge sowie Amoklagen einstellen und mögliche Schadensabwehrmaßnahmen vorbereiten, da sie leicht zu treffende Ziele mit hoher Symbolkraft darstellen.MethodeIn der vorliegenden Arbeit wurde die terroristische Bedrohungslage anhand einer Auswertung der Terrorist Event Database (TED) für den Zeitraum 1970–2017 quantifiziert. Darüber hinaus wurden die Bedrohungsperzeption sowie die getroffenen Vorbereitungen mittels einer Online-Umfrage unter den Leitenden deutscher Notaufnahmen erfasst.ErgebnisseDie Auswertung der TED zeigt international einen Anstieg der terroristischen Angriffe auf medizinische Einrichtungen mit Schwerpunkt in Ländern im (Bürger‑)Kriegszustand sowie in den USA. Der Einsatz von Explosivstoffen führte im untersuchten Zeitraum zu einer hohen Anzahl an Verletzten und Toten. Die Online-Befragten empfanden eine Vorbereitung der Klinik auf terroristische Szenarien in ihren Krankenhausalarm- und -einsatzplänen (KAEP) überwiegend als wichtig. In den bestehenden KAEP waren entsprechende Maßnahmen dennoch häufig nicht etabliert. Nur in 59,4 % wurde die Verletztenversorgung im Rahmen eines terroristischen Angriffs und nur in 34 % die Sicherung der Infrastruktur behandelt.SchlussfolgerungDeutsche Kliniken sollten sich als kritische Infrastruktur sowie als mögliches Ziel terroristischer Anschläge verstehen und sich auf terroristische Bedrohungen vorbereiten. Viele günstig umzusetzende Maßnahmen sind in den Kliniken nicht ausgeschöpft und sollten zeitnah sowohl in den KAEP als auch in den Alltag integriert werden.

Made for Men: Political Science Departments in the United States as Gendered Institutions

Abstract This article examines women’s perceptions of and experiences with institutional norms in political science departments and their institutions. Conceptually, it builds on feminist institutionalism. Specifically, it examines the broad institutional norms, formal and informal, that define political science departments within their larger institutions, as well as potential avenues for change. I argue that a “critical mass” of women in academic departments and the presence of “critical actors” in departmental and university leadership positions sympathetic to the cause and powerful enough to implement change can bring about institutional reforms. To that end, I conducted a survey among 1,273 female PhD students and faculty members in political science departments across the United States. The survey questions revolve around women’s perceptions of institutional gender norms, the way they are judged by them, their ability to have professional success under them, and their (or others’) ability to change them. After discussing the survey results within the context of feminist institutional theory, I offer some conclusions about the positions of women in political science departments in the United States, the implications of this for the profession at-large, and some thoughts on avenues for future research on the issue.

For-Profit Businesses as Public Health Partners to Promote COVID-19 Vaccination: A Multiple Case Study.

This study aimed to describe the actions used by health professionals employed by large, for-profit businesses to promote uptake of COVID-19 vaccines, and factors that facilitated and hindered coordination with local public health leaders. In this qualitative multiple case study, we conducted telephone interviews with health professionals from businesses, health department leaders, and others who could provide information about local vaccination efforts (e.g., emergency managers, reporters). Businesses' self-interest (i.e., need to keep employees working), vaccine mandates, and characteristics of the businesses (e.g., ownership, expertise) facilitated leadership in COVID-19 vaccination efforts. Coordination with local health departments was influenced by the resources of the local health department and history of collaboration. Health professionals employed by large businesses can serve as key public health partners, but their role is shaped by characteristics of the businesses and communities.

Building Career Paths for Ph.D., Basic and Translational Scientists in Clinical Departments in the United States: An Official American Thoracic Society Workshop Report.

Rationale: To identify barriers and opportunities for Ph.D., basic and translational scientists to be fully integrated into clinical units. Objectives: In 2022, an ad hoc committee of the American Thoracic Society developed a project proposal and workshop to identify opportunities and barriers for scientists who do not practice medicine to develop successful careers and achieve tenure-track faculty positions in clinical departments and divisions within academic medical centers (AMCs) in the United States. Methods: This document focuses on results from a survey of adult and pediatric pulmonary, critical care, and sleep medicine division chiefs as well as a survey of workshop participants, including faculty in departmental and school leadership roles in both basic science and clinical units within U.S. AMCs. Results: We conclude that full integration of non-clinically practicing basic and translational scientists into the clinical units, in addition to their traditional placements in basic science units, best serves the tripartite mission of AMCs to provide care, perform research, and educate the next generation. Evidence suggests clinical units do employ Ph.D. scientists in large numbers, but these faculty are often hired into non-tenure track positions, which do not provide the salary support, start-up funds, research independence, or space often associated with hiring in basic science units within the same institution. These barriers to success of Ph.D. faculty in clinical units are largely financial. Conclusions: Our recommendation is for AMCs to consider and explore some of our proposed strategies to accomplish the goal of integrating basic and translational scientists into clinical units in a meaningful way.