Leadership Of Late Research Articles

Message from the College President – Dr Neale Fong

Leadership and management spawn numerous catchphrases to assert what is important “right now”. Resilience. Leaning in, or out. Authenticity. Balance. Agility. As a College for health managers and leaders, our clear challenge is to look past the “right now” and create the best platform to support our members through what we hope will be their lengthy career and positive contribution to the health of their communities.
 In the past year the College has introduced a credentialling approach for health leaders which is inclusive of any and all of the latest leadership theories whilst acknowledging that real and substantial contributions to the health of the community is an iterative process requiring the commitment of individual leaders over long careers spanning decades. Our vision is “Better Leadership. Healthier Communities.” Our body of services is directed at supporting our members to achieve this vision.
 Why Certification? 
 At the very foundation of the notion of what constitutes a profession is a body of knowledge and skills that requires attainment and continuous improvement. The individual leader is supported by an external body (the College) that describes that body of knowledge and skills and creates a framework for the individual to point to how they personally are committing to lifelong learning and development.
 In the health sector certification in a profession is an employment currency that has traditionally excluded the leaders and managers. Through the introduction of these credentials, the College supports members and future members to have their body of knowledge and skills recognised and provides the platform for continuing development.
 The role of consumer expectation plays a role in the need for the College credentialling system. Consumers expect a professional and independent recognition of the capability of the senior people who develop, lead, manage and have responsibility for their health facilities and services.
 Our Challenge to our CHM’s and CHE’s
 Implicit in this Certification system is that it is very important that the College’s Certified Health Manager and Certified Health Executives use their postnominals in communications within the health sector, talk about the College’s work in supporting the profession and “live” the vision of committing to lifelong learning as part of a community of leaders.
 Over the past difficult 18 months the College itself has leaned into this attribute of community which goes beyond the triteness of “we are all in this together”. I have been proud and delighted to see how many of our members stepped up to support each other during this time and have been glad to harness that collegiate good will in developing both free and more importantly more opportunities for members to come together in small and large groups to listen and learn.
 This journal continues to be an excellent and informative part of health leaders’ journeys. We are thankful for the partnership with SHAPE and commend members’ contributions to this publication; another way to continue the life-long learning that is so necessary in meeting the challenges of the health and community care sectors.

Put Your People First

People are at the heart of any successful Industry 4.0 programme, heard delegates who attended MM’s latest Leadership Day, at JLR’s iconic Castle Bromwich factory

When History Meets Efficiency

MM‘s latest Leadership Day took place in September at the Morgan Motor Company, with delegates debating the future of energy on their site

China’s Foreign Strategy After the 18th Party Congress: Business as Usual?

Chinese foreign policy is still an undertheorized domain of international relations studies. One puzzle that preoccupies international observers is the impact of leadership changes on Chinese foreign behavior. Based on an in-depth reading of official statements made by China’s new political leaders and their first actions in office this paper analyses continuity and change in China’s foreign strategy. Following a combined multidimensional analytical approach the evaluation focuses on the interrelation between indigenous (leadership changes, subsystemic challenges) and exogenous factors (global crises, critical junctures) on the modeling of China’s international strategy. My main conclusion is that shifts and role changes in Chinese foreign policy should not be misread as the outcome of the latest leadership transition. Most “changes” that are now associated with the fifth generation have originally been introduced by their political ancestors. As a context-sensitive, historical-reflectivist analysis shows, China’s “new” approach to world affairs stands for a continuing, incremental adaptation of the PRC to socio-economic evolutions on the domestic and the global level.

Introduction: Remembering the Fundamentals in Research and Teaching

When reading an empirical article, have you ever skipped over (or just briefly glanced at) the table of descriptive statistics and correlations? If you answered “yes” to this question, this EDI essay may change how you look at this table and assess empirical research. In “‘More than Meets the Eye’: The Descriptive Statistics and Correlation Matrices Reported in Management Research,” Arthur Bedeian (Louisiana State University) posits that research methods education has emphasized learning the latest statistical techniques, often at the expense of learning data fundamentals. He argues that graduate programs should ensure that new researchers have a fine-grained knowledge of primary data analysis procedures in order to assess whether findings based on complex statistical analyses are situated on solid ground or quicksand. Bedeian supports this argument by providing a 12-point checklist that is an informative primer (or refresher) for those who conduct, teach, and review empirical research. This essay reminds us of the need to know the fundamentals not only of research methods, but also of contemporary theories and practices in management education. For instance, what are the conceptual and empirical heritages of the latest popular leadership theories that we research and teach? To what extent are these simply minor variations on the “consideration (people-oriented)” and “initiating structure (task-oriented)” leadership behavior dimensions identified in the early Ohio State University studies? Read the original works of these leadership researchers (e.g., Fleishman, 1953; Stogdill, 1950)—then be prepared for a sense of deja vu when reading about the latest leadership theory. Judge, Piccolo, and Ilies’ (2004) metaanalysis found substantial empirical support for the validity of these not-to-be “forgotten” leadership dimensions. That the source data for meta-analysis procedures is often correlations (Rosenthal & DiMatteo, 2001) further supports Bedeian’s call for researchers to closely examine these statistics. This essay encourages a greater appreciation of the fundamentals in research methods as well as the foundations of the theories that we teach. And after reading it, you will be more likely to do a critical analysis of the basic data statistics in empirical papers. REFERENCES

PHARMA LEADERSHIP CHANGES CONTINUE

IN THE LATEST leadership changes among big pharma firms, both Sanofi-Aventis and Merck KGaA have unveiled new appointments to their executive suites As of Jan. 1, 2011, former National Institutes of Health director Elias A. Zerhouni will take over for Marc Cluzel as head of RD ...

Relationships as the Key to Attracting and Keeping People

Finding and retaining good people has become the biggest challenge for Australian business. One in five Australian employees have applied for a job elsewhere in the last six months; and more than half are thinking about it. Both business leaders and senior managers agree it is becoming increasingly difficult to keep key people as employees seek greater mobility in the market place. A more than 100 per cent increase in staff turnover, difficulty in attracting staff, and a huge drop in being able to get acceptable performance and productivity from employees are among key findings in the latest Leadership, Employment and Direction (LEAD) Survey.