Leadership Development Experiences Research Articles

Gender Differences in the Path to Medical School Deanship

Women account for only 28% of current US medical school deans. Studying the differences between women and men in their preparation to becoming deans might help to explain this discrepancy. To identify differences in the leadership development experiences between women and men in their ascent to the medical school deanship. In this qualitative study, volunteers from the roster of the Association of American Medical Colleges Council of Deans were solicited and interviewed from June 15 to November 9, 2023. Women deans were recruited first, then men who had been appointed to their deanships at a similar time to their women counterparts were recruited. Deans were interviewed on topics related to number of applications for deanships, prior leadership roles, leadership development, personal factors, and career trajectories. Interviews were coded, and themes were extracted through conventional content analysis. Career and leadership development experiences were elicited using a semistructured interview guide. We interviewed 17 women and 17 men deans, representing 25.8% (34 of 132) of the total population of US medical school deans. Most deans (23 [67.6%]) practiced a medicine-based specialty or subspecialty. No statistically significant differences were found between women and men with regard to years to attain deanship (mean [SD], 2.7 [3.4] vs 3.7 [3.7] years), years as a dean (mean [SD], 5.7 [5.2] vs 6.0 [5.0] years), highest salary during career (mean [SD], $525 769 [$199 936] vs $416 923 [$195 848]), or medical school rankings (mean [SD], 315.5 [394.5] vs 480.5 [448.9]). Their reports indicated substantive gender differences in their paths to becoming a dean. Compared with men, women deans reported having to work harder to advance, while receiving less support and opportunities for leadership positions by their own institutions. Subsequently, women sought leadership development from external programs. Women deans also experienced gender bias when working with search firms. This qualitative study of US medical school deans found that compared with men, women needed to be more proactive, had to participate in external leadership development programs, and had to confront biases during the search process. For rising women leaders, this lack of support had consequences, such as burnout and attrition, potentially affecting the makeup of future generations of medical school deans. Institutional initiatives centering on leadership development of women is needed to mitigate the gender biases and barriers faced by aspiring women leaders.

Developmental Relationships That Encourage Generativity

Early leader and leadership development experiences that develop generativity and therefore social responsibility will become increasingly imperative in preparing a young workforce to shoulder the burden of a substantial leadership transfer in the wake of Baby Boomer retirements. While generativity is considered a midlife construct, recent and emergent research is documenting an association between developmental relationships, such as mentoring, coaching, and advising, and generativity in young adults. The current article highlights the recent research and addresses its implications for leadership practitioners, scholars, and educators. The article concludes with a discourse on future research directions that considers the nuances of particular methodological approaches that will be needed to understand how developmental relationships encourage generativity over time.

Leadership identity development.

This article examines various applications of the leadership identity development (LID) grounded theory and model and explores the process used to apply LID to the construction of collegiate student leadership development experiences. Featured programs include those that use LID as a design element of the program, but do not explicitly teach it; those that explicitly teach the content of the LID theory and model in leadership programs and curricula; and those that use LID at the institutional level to inform university-wide leadership programming. The article concludes with critiques and considerations for leadership educators interested in applying LID in their leadership education and development programs.

Comparing Virtual vs In-Person Immersive Leadership Training for Physicians.

The COVID-19 pandemic caused a disruption of in-person workforce development programs. Our immersive physician-oriented leadership institute suspended in 2020, resumed in 2021 with a virtual program, and in 2022 reconvened in-person training. We used this opportunity to compare the participant experience, including reported knowledge acquisition and ability gains, between these nearly identical curricula delivered in vastly different circumstances and formats. We describe the differences in immersive leadership training implementation and adaptations made for virtual vs in-person engagement of two cohorts of OB-GYN physicians. Data were collected from virtual (n=32) and in-person (n=39) participants via post-session surveys. Quantitative data reported includes participant ratings for knowledge gain and ability gain. Qualitative data were obtained via open-ended feedback questions per session and the overall experience. Knowledge and ability scores indicated strong, statistically significant gains in both formats, with some reported learning gains higher in the virtual training. Qualitative data of participant feedback identified a number of positive themes similar across the in-person and virtual settings, with virtual participants noting how construction of the virtual program produced highly effective experiences and engagement. Constructive or negative feedback of the virtual setting included time constraint issues (eg, a desire for more sessions overall or more time per session) and technical difficulties. Positive comments focused on the effectiveness of the experience in both formats and the surprising ability to connect meaningfully with others, even in a virtual environment. However, there were also many comments clearly supporting the preference for in-person over virtual experiences. Immersive physician leadership training can be effectively delivered via virtual or in-person methods, resulting in significant reported gains of knowledge and skills. These programs provide valuable interpersonal connections and skills to support physician leadership. While both formats are effective, participants clearly prefer in-person leadership development experiences and interpersonal learning.

Preparing accounting students to be responsible leaders

ABSTRACT Accounting graduates progress to hold a variety of roles in society, often comprising positions of leadership. Yet studies continue to show that accounting graduates are underdeveloped in several competencies affiliated with leadership. These competencies are well-aligned with Responsible Leadership (RL) theory, and expectations of accounting education institutions globally. However, curriculum-level guidance targeting RL competency development in accounting students is lacking. The purpose of this study was therefore to identify guidelines for the accounting curriculum that support the development of RL competencies in accounting students. Thirteen interviews were conducted with South African CA leaders, to understand their post-university leadership development experiences and obtain their perspectives on how universities can better prepare accounting students to be responsible leaders. The study developed a model comprising seven core concepts which is named the RESPOND model. This model may assist accounting academics deliberating on adaptations to their curricula to achieve competencies synonymous with RL.

At the Intersection: The Influence of Race on Women’s Leadership Self-Efficacy Development

Leadership self-efficacy (LSE), one’s beliefs in their own ability, knowledge, and skills in leading others effectively, can play a large role in how individuals develop and perform as leaders. Understanding the dynamics of LSE growth may be particularly important when considering the development of female leaders. The institutional barriers and gender inequities experienced by women can change the trajectory of their course to leadership; however, the ways in which the course changes likely differ as a function of intersecting identities. Rather than presume all women share common leadership development opportunities and experiences, we contend that women’s LSE is informed by experiences unique to their racial and ethnic backgrounds. According to intersectionality theory, individuals are part of multiple social categories that can shape their experiences. In the current paper, we focus on how the intersection of gender and race influence the development of LSE across the life span for White, Black, Asian American women, and Latinas. Integrating social cognitive theory with intersectionality theory, we explore how gendered and racialized experiences prior to and during adulthood shape women’s leadership self-efficacy. We also discuss ways that organizations can help reduce and counteract negative consequences of barriers to LSE for different women.

Drivers and barriers in developing sustainability leadership – a case of natural scientists at Ugandan universities

PurposeAlthough natural science disciplines significantly contribute to sustainable development goals (SDGs), little research attends to how higher education institutions (HEIs) influence the development of leadership skills needed among sustainability leaders. This paper aims to examine the leadership development experiences of natural scientists at the forefront of disciplines associated with SDGs to identify barriers and drivers to sustainability leadership skills development at HEIs.Design/methodology/approachA mixed-methods comparative study was used, integrating qualitative interviews among 21 natural scientists and 11 non-scientists, two focus group discussions and a cross-sectional survey of 221 leaders. The theory of planned behaviour was used as the analytical frame to identify themes emerging from the data as facilitators or barriers to leadership development.FindingsThere was a statistically significant difference between scientists and non-scientists in the attitudes, beliefs and perceptions that drive participation in leadership development activities. Attitudes belittling leadership skills, limited integration of leadership skills in medical, engineering and agricultural curricula and a social identity of superior learning efficacy impede natural scientist students at HEIs from engaging in leadership development.Research limitations/implicationsFurther research using a larger sample could assess the prevalence and effect of the drivers and barriers on sustainability leadership effectiveness.Practical implicationsBeyond integrating leadership skills in HEIs curricula, the development of sustainability leadership requires deliberate elevation of the value of leadership skills within natural sciences, specifically by addressing attitudes, beliefs and workload challenges that impede scientists’ engagement in co-curricular activities.Originality/valueIntegrating multiple disciplines provides generalised insights into the context of leadership development among natural scientists at HEIs. This study identifies specific drivers and barriers affecting leadership development at HEIs in a developing country setting.

“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

PurposeThe purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.Design/methodology/approachThis study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.FindingsThe authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.Research limitations/implicationsThe study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.Originality/valueThe research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.

Being and becoming beginning military leaders: Implications for leadership learning

ABSTRACT The purpose of the study is to describe junior military officers’ leadership development experiences and to draw implications for leadership learning in their professional development. The research uses a systematic grounded theory design. Through in-depth interviews of 19 military officers, the data were coded and analyzed with a paradigm model that was developed to describe the development of military officers’ experiences as leaders. The findings show that military leadership development is a process that is defined by the experiences of establishing oneself as a vocational leader, developing confidence in leadership skills, and leading with mission clarity and genuine concern for their “subordinates.” The results reinforce the notion that leadership development is a continuous learning process beyond formal program and other transient events. Results also imply that fundamental assumptions for formal leadership development programs must be conceptualized and conceived as a process of “being, becoming, and belonging.” This non-positivist empirical study answers the call for more qualitative and interpretive approaches in leadership development research and contribute to the body of knowledge of leadership learning in military leadership development.

Emerging leaders: Leadership development experiences of counselor education doctoral students

AbstractCounselor educators often serve in leadership roles in professional organizations. These leadership activities often begin as graduate students through leadership development programs (e.g., Emerging Leaders) within professional counseling organizations. This basic interpretive qualitative study explored leadership development experiences of 24 counselor education doctoral students yielding themes informing leadership development.

School‐Based Leadership Talent Development: An Examination of Junior Reserve Officers’ Training Corps Participation and Postsecondary Plans

In 1972, the Marland Report included leadership as a domain of giftedness in the first federal definition. Although federal and state descriptions of gifted and talented services still include identifying and developing leadership talent, in many states, services are not mandated or funded. Consequently, leadership development is often left to extracurricular programs (e.g., student organizations, athletics). The Junior Reserve Officers’ Training Corps (JROTC) provides school-based military-focused leadership education and opportunities to apply emergent leadership skills. This qualitative study examined leadership talent development in JROTC and the postsecondary paths participants chose. A self-report survey was distributed to graduating seniors enrolled in JROTC in Texas public high schools. The findings highlighted characteristics of students who chose to pursue military-focused education or careers after high school and themes about their leadership development experiences in JROTC. Students benefitted from opportunities for career-related identity exploration, a culture that supported leadership development, and psychosocial skills coaching.

ACADEMIC PEER MENTORSHIP AS A LEADERSHIP DEVELOPMENT EXPERIENCE: Fostering Leadership Self-Efficacy

Undergraduate academic peer mentors gain a deeper understanding of the academic content and develop professional teaching and coaching skills. While the value of this high impact practice is well documented for academic outcomes, little is known about the leadership self-efficacy that results from serving as an academic peer mentor. In this initial quantitative study of a cross-disciplinary academic peer mentoring program for 79 American undergraduates, we found that after serving as an academic peer mentor, students reported higher self-efficacy for leading groups. Academic peer mentorship programs show promise as a leadership development opportunity for college students.

Leadership Experiences in a Healthy Work Environment.

To continue nursing leadership development experiences in a virtual world requires planning and perseverance. Given the current landscape of health care, a view toward healthy work environment experiences is critical to maintain participant engagement while meeting educational objectives. This article outlines the steps and key points important in developing healthy work environment nursing leadership experiences. [J Contin Educ Nurs. 2021;52(7):309-311.].

The Virtual Transformational Leadership Development Experience: Creating a Classroom of the Future

In response to a new set of challenges facing universities today—developing the next generation of leaders while integrating existing and emerging technologies to transform learning spaces—a team at Penn State University conducted research that culminated in the Virtual Transformational Leadership Development (VTLD) Experience, a course that addresses these challenges in a virtual format. The research examined the contribution of the arts, in conjunction with immersive technologies, towards promoting student engagement. Student interviews indicated that the creation of high impact practices revolving around the arts ultimately generates a memorable and involved experience that more frequently includes topics of social relevancy such as racial equity. Furthermore, the pairing of these methods with relevant and emerging technologies, such as artificial intelligence (AI) and virtual reality (VR), effectively creates an educational experience that more personally suits a student’s needs in this type of transformational course.

The social class barriers to engagement in leadership experiences.

This chapter examines the barriers that prohibit poor and working-class students from accessing and engaging in leadership development experiences. Suggestions to inventory these costs and reshape leadership education to be more inclusive to students from poor or working-class backgrounds are included.

Mentoring Mentality: Understanding the Mentorship Experiences of National FFA Officers

National FFA officers are propelled into a very public position when elected to serve the organization. With an expectation to serve as leaders, officers spend the year interacting with FFA members, sponsors, legislatures, parents, teachers, and others. In order to perform in the highest capacity, they often turn to mentors to guide them through personal and professional development. Little is currently known about what makes mentorship effective for students who undergo an extensive, culminating leadership development experience. This qualitative study examined the mentoring experiences of 12 past national FFA officers over the course of four life stages, beginning the year prior to election as national officer and concluding at least two years following their year of service. Using a phenomenological approach through a lens of mentor relationship theory and leader-member exchange, a journey map was created to better understand how these individuals describe mentorship and the quality of mentorship experienced over the course of the four life stages. Findings indicated effective mentorship must have high affect and professional respect, with contribution and loyalty being less important to the relationship. Implications exist for protégés, mentors, and leadership practitioners who facilitate mentorship programs or have direct mentor-protégé relationships with college-aged students.

The Perceptions of Librarians in Regional Universities in Texas Regarding Leadership Development Experiences

The purpose of this phenomenological narrative study was to examine Texas regional university librarians’ perceptions of leadership development experiences in order to provide better library services to patrons from all backgrounds. The selected ten academic librarians were interviewed either face-to-face or virtually with in-depth questions about leadership development. The interviews were analyzed to understand the essence of the participants’ experiences and divided into different themes to find patterns. The findings revealed the participants’ perceptions regarding the need for leadership development, their participation in leadership opportunities, and the obstacles to attaining leadership development. Implications included the need for more administrative support and for changes to library school curricula.

“Hybrid” medical leadership emergency medicine training for international medical graduates

PurposeThe purpose of this paper is to outline the “Hybrid” “International” Emergency Medicine (HIEM) programme, which is an ethical pathway for the recruitment, employment and training of Emergency Medicine doctors; with a rotation through the NHS on a two-year medical training initiative with a Tier 5 visa, “earn, learn and return” programme. The HIEM programme offers an advantage to the Tier 2 visa by combining training, education and employment resulting in new learning to help improve the health system in Nepal and provide continued cultural support, clinical and leadership development experience in the UK NHS. Finally, this programme also provides a Return on Investment to the NHS.Design/methodology/approachA shortage of doctors in the UK, combined with a need to develop Emergency Medicine doctors in Nepal, led to a UK Emergency Medicine Physician (PS) to facilitate collaboration between UK/Nepal partners. A mapping exercise of the Royal College of Emergency Medicine curriculum with the competencies for the health system and quality improvement leaders and partners with patients produced a “HIEM programme”. The HIEM programme aims to develop first-class doctors to study in Emergency Departments in the UK NHS while also building trainee capability to improve the health system in Nepal with a research thesis.FindingsThe HIEM programme has 12 doctors on its programme across years one and two, with the first six doctors working in the UK NHS and progressing well. There are reports of high levels of satisfaction with the trainees in their transition from Nepal to the UK and the hospital is due to save £720,000 (after costs) over two years. Each trainee will earn £79,200 over two years which is enough to pay back the £16,000 cost for the course fees. Nepal as a country will benefit from the HIEM programme as each trainee will submit a health system improvement Thesis.Research limitations/implicationsThe HIEM programme is in its infancy as it is two years through a four-year programme. Further evaluation data are required to assess the full impact of this programme. In addition, the HIEM programme has only focussed on the development of one medical speciality which is Emergency Medicine. Further research is required to evaluate the impact of this model across other medical and surgical specialties.Practical implicationsThe HIEM programme has exciting potential to support International Medical Graduates undertake a planned programme of development while they study in the UK with a Tier 5 visa. IMGs require continuous support while in the UK and are required to demonstrate continued learning through continuous professional development (CPD). The HIEM programme offers an opportunity for this CPD learning to be structured, meaningful and progressive to enable new learning. There is also specific support to develop academic and research skills to undertake a thesis in an area that requires health system improvement in Nepal.Originality/valueThis is the first time an integrated clinical, leadership, quality improvement and patient partnership model curriculum has been developed. The integrated nature of the curriculum saves precious time, money and resources. The integrated nature of this “hybrid” curriculum supports the development of an evidence-based approach to generating attitudes of collaboration, partnership and facilitation and team building in medical leadership with patient engagement. This “hybrid” model gives hope for the increased added value of the programme at a time of global austerity and challenges in healthcare.

West Point Women’s Views on Leadership: Perceptions From First Women Graduates Through Current Cadets

As the nation’s oldest service academy, the United States Military Academy (USMA) at West Point has provided U.S. Army officers since 1802. While women have attended West Point and the other military service academies since 1976, there is little published scholarly research on the lived experiences of these women and even less on their leadership development. In this qualitative study, women from across the 4-plus decades of coeducation at West Point discussed how their West Point experiences both positively and negatively informed their leadership development. In addition to sub-themes around leadership, themes involving sexism/misogyny and confidence/self-esteem emerged. In addition to being the first study to document the leadership development experiences of West Point women, this study adds to the literature on women and leadership in higher education in general.

Full Range Leadership and Leadership Development Experiences in Public Parks and Recreation Organizations

Full Range Leadership and Leadership Development Experiences in Public Parks and Recreation Organizations