Leadership Development Opportunities Research Articles

A decade of shaping the futures of polar early career researchers: A legacy of the International Polar Year

AbstractThe Association of Polar Early Career Scientists (APECS) is an important legacy of the International Polar Year (IPY). APECS continues to foster engagement in education, outreach and communication (EOC) activities relating to the polar regions and provide training for early career researchers (ECRs). We highlight opportunities for training, leadership and skills development, such as the annual Polar Weeks and Antarctica Day celebrations. Participation and engagement in EOC activities actively contributes to career development by enabling ECRs to develop valuable soft skills such as networking, communication and interdisciplinary knowledge. A pilot survey on EOC engagement highlighted that those who organise events also gain leadership skills such as team management. We discuss several factors contributing to the success of APECS in training the next generation of polar leaders. These include the geographical rather than discipline-specific focus of the organisation, utilisation of online resources, including social media, and the strong links with partner organisations. These examples demonstrate how the EOC legacy of IPY has continued due to APECS’ targeted efforts to create EOC opportunities and provide skills and leadership training for ECRs.

Leader Possible Selves: A New Motivational Construct to Consider in College Student Leader Development?

Using Avolio and Vogelgesang’s (2011) Leader Possible Selves (LPSs) model as a guide, this research further defines LPS, explores predictors of LPS in college students, and determines if LPS is associated with development of the leader self-concept via participation in college leadership development opportunities. We tested hypotheses derived from the model using three secondary databases. Previous leadership experience and psycho-social development predicted LPS in all three studies. LPS was associated with leadership development in all three studies. This research suggests that LPS should be included in research geared towards understanding leadership development.

Entering into a Community-University Collaboration: Reflections from East New York Farms!

First paragraphs: I worked as the director of the East New York Farms! (ENYF) Project for seven years, from 2006 to 2013. As media interest and general excite­ment about sustainable food grew during that time, assessing potential opportunities for “partnership” and participation in the broader world of sustain­able food work (that is, outside East New York) became an increasingly important part of my role and an increasingly significant way in which we defined what we were, and were not, about. The route to participation by ENYF in Food Dignity started with Megan Gregory, a Ph.D. student at Cornell, inviting our then farm manager, David Vigil, and some of our youth leaders to speak at a conference in Ithaca, New York. I remember David coming back and telling me that “they treated us like royalty,” as he described being picked up in Ithaca, taken out to dinner at the world-famous Moosewood Restaurant, and generally welcomed and appreciated by Megan and the other hosts at Cornell. We accepted the invita­tion to this conference largely because of the leadership-development opportunity it afforded to our youth members to share their experiences in food justice work and hear from others. Had it been an invitation for just our staff to speak, we may not have felt that we could justify committing the time to this; invitations to food-related con­ferences were frequent, but we always prioritized our work on the ground.... See the press release for this article.

The Improving Global Health fellowship: a qualitative analysis of innovative leadership development for NHS healthcare professionals

BackgroundThe importance of leadership development in the early stages of careers in the NHS has been highlighted in recent years and many programmes have been implemented which seek to develop leadership skills in healthcare professionals. The Improving Global Health (IGH) Fellowship scheme is one such programme, it provides a unique leadership development opportunity through an overseas placement with a focus on quality improvement work. This evaluation examines the impact of completing an IGH Fellowship on the career and leadership development of participants, who are referred to as Fellows.MethodsFellows who had returned from overseas placement between August 2008 and February 2015 were invited to complete an anonymised online questionnaire, which collected information on: demographic details, motivations for applying to the programme, leadership development and the impact of the IGH Fellowship on their career. Fifteen semi-structured interviews were conducted to further explore the impact of the programme on Fellows’ leadership development and career progression. Interview transcripts were manually coded and underwent thematic content analysis.ResultsThe questionnaire had a 67% (74/111) response rate. The number of fellows who self-identified as a leader more than doubled on completion of the IGH Fellowship (24/74 pre-fellowship versus 58/74 post-fellowship). 74% (55/74) reported that the IGH Fellowship had an impact upon their career, 35 of which reported that the impact was “substantial”. The themes that emerged from the interviews revealed a personal development cycle that consolidated the fellows’ interests and values whilst enhancing their self-efficacy and subsequently impacted positively upon their career choices. Three interviewees expressed frustration at the lack of opportunity to utilise their new skills on returning to the United Kingdom (UK).ConclusionsThe IGH Fellowship successfully empowered healthcare professionals to self-identify as leaders. Of the 45/74 respondents who commented on the impact of the IGH Fellowship on their career, 41/45 comments were positive. The fellows described a process of experiential learning, reflection and evolving cultural intelligence, which consolidated their interests and values. The resultant increase in self-efficacy empowered these returned fellows in their choice of career.

Exploring UK health-care providers' engagement of trainee doctors in leadership.

The need for doctors at all levels to undergo some form of leadership development is well evidenced, but provision remains patchy and models underpinning such development are often inconsistent. This article sets out the findings of a literature review into leadership development opportunities for doctors in training in the UK.

Secondary school leadership preparation and development

In England, school leadership preparation has shifted from the National College and local authorities to teaching schools, their alliances and multi-academy trusts. Against this changing educational landscape, we investigate opportunities presented to men and women in secondary school leadership teams (SLTs). Drawing on interview data from a British Educational Leadership, Management and Administration Society funded investigation, we report on leadership preparation and development opportunities, aspiration to headship, headteachers’ support of ‘in house’, regional and national preparation programmes, coaching and mentoring involvement as well as access to formal and informal networks. Our analysis of SLTs as sites of potential for headship demonstrated some variability in women’s and men’s reported experiences. Accredited courses, higher degrees and workplace-based preparation provided access to leadership preparation and development opportunities; access was not transferrable from school to school. We identified a fragmented system and suggest policy and cultural changes to allow SLTs to offer inclusive and sustainable opportunities for succession planning.

Experience-Based Leadership Development and Professional Sport Organizations

In recent years, there has been a significant interest around leadership development practices within the field of management. Leadership development is particularly important within the highly competitive sport industry, where leadership performance is under constant and ever-increasing scrutiny. For sport organizations, strong leadership can be a source of significant competitive advantage, and hence, increased focus on leadership and investment into the development of talent has occurred. However, there has been a surprising lack of scholarly research into leadership and the associated processes within the sport management field, particularly from an Australian perspective. This paper addresses this gap as it examines the nature of experience-based leadership development practices within three of Australia’s leading professional sport organizations. Following a qualitative multicase study approach, the thematic analysis of 15 in-depth semistructured interviews with members of the senior executive of each case organization suggested that the national sport organizations placed significant emphasis on experience-based opportunities as a way of developing their workforce. Via the adoption of McCall’s experience-based leadership development framework, four main themes emerged: the importance of experience-based opportunities for leadership development; leadership development through involvement and exposure to experiences; networking opportunities gained from experienced-based exposure; and the relationship between on-the-job experience and formal leadership education. These findings extend our knowledge of current leadership development and practices implemented in national sport organizations and highlight the importance of effective leadership within highly competitive sport markets. Based on these findings, implications are provided for current practice illustrating the benefits that an experience-based approach to leadership development within sport organizations can have.

A Competency-Based Model for Youth Leadership Development

Whether they are in a leadership program, participate in an organization, or engage in school-based extra-curricular activities, there does not appear to be a shortage of leadership development opportunities for youth. Despite the prominence of these experiences, the lack of youth leadership development models available for educators can pose a challenge in creating opportunities intentionally designed to enhance leadership learning and development. This study uncovers prevalent leadership competencies embedded in four professional preparation frameworks, three research studies, and objectives of four large national youth leadership organizations to create a holistic youth leadership competency development model.

Leadership Development Through Peer-Facilitated Simulation in Nursing Education.

Baccalaureate nursing graduates must possess leadership skills, yet few opportunities exist to cultivate leadership abilities in a clinical environment. Peer-facilitated learning may increase the leadership skills of competence, self-confidence, self-reflection, and role modeling. Facilitating human patient simulation provides opportunities to develop leadership skills. With faculty supervision, senior baccalaureate students led small-group simulation experiences with sophomore and junior peers and then conducted subsequent debriefings. Quantitative and qualitative descriptive data allowed evaluation of students' satisfaction with this teaching innovation and whether the experience affected students' desire to take on leadership roles. Students expressed satisfaction with the peer-facilitated simulation experience and confidence in mastering the content while developing necessary skills for practice. Peer-facilitated simulation provides an opportunity for leadership development and learning. Study results can inform the development of nursing curricula to best develop the leadership skills of nursing students. [J Nurs Educ. 2018;57(1):53-57.].

Meeting Health Care Needs in Rural Alabama: The Power of Partnerships.

Recruiting and retaining rural primary care providers is challenging. The Graduate Nursing Education Primary Care Scholars (GNEPCS) is a partnership between a philanthropic organization and a school of nursing to recruit, educate, train, and retain primary care advanced practice registered nurses (APRNs) for practice in rural Alabama with a focus on improving the state's health outcomes. In its initial four years, the GNEPCS partnership has been successful in identifying 60 registered nurses interested in becoming rural primary care APRNs. These students have received mentoring, individualized content on rural health, preceptorships with rural providers, and opportunities for professional and leadership development. Pilot philanthropic funding has allowed us to develop sustainable curricula, attract additional complementary federal funds, and create a critical mass of practice-ready APRNs who are improving primary care access for some of the state's most rural and underserved populations.

Nurturing leadership experiences

With our schools' young workforce, promotion can happen quickly, leading – perversely – to a lack of genuine leadership development opportunities…

A Comprehensive Multi-Level Model for Campus-Based Leadership Education

Within this application brief, we propose a comprehensive model for mapping the shape and optimizing the effectiveness of leadership education in campus-wide university settings. The four-level model is highlighted by inclusion of a philosophy statement detailing the values and purpose of leadership education on campus, a set of skills and competencies that serve as learning goals, a map of formal educational and informal practice opportunities for leadership development, and a plan for assessment and evaluation of effectiveness in both formative and summative contexts. We provide the example of leadership education at the University of Illinois at Urbana-Champaign to illustrate how the model might look on one campus.

(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

Academic Library Department Experience Fosters the Development of Leadership Skills Relevant to Academic Library Directorship

A Review of:
 Harris-Keith, Colleen S. (2015). The Relationship Between Academic Library Department Experience and Perceptions of Leadership Skill Development Relevant to Academic Library Directorship. The Journal of Academic Librarianship, 41(3), 246-263. doi:10.1016/j.acalib.2015.03.017
 
 Abstract
 
 Objective – This study sought to identify if the perception of library leadership skill and quality development is equal across departmental experience, and what are the leadership skills and qualities most commonly perceived to be used in each department.
 
 Design – Quantitative online survey instrument. 
 
 Setting – Master’s colleges and universities from 728 institutions in the United States of America, as classified by the Carnegie Foundation. 
 
 Subjects – 666 academic library directors. 
 
 Methods – Selected participants, representing academic library administrative leadership, were contacted by email a maximum of four times and were invited to complete an online survey instrument composed of six sections. The first three sections contained the purpose and confidentiality statements, demographic information, and data on the past five positions held by respondents prior to their current directorship. The next two sections each had 25 statements on a 5-point Likert scale, to collect data on perceived leadership skills and qualities exercised by respondents in their most recent three positions. The final section had four open-ended questions to help explain the academic library directors’ responses and provide context for the ratings in previous sections of the instrument. 
 
 Main results – A total of 296 responses were received, for a 40.66% response rate, which was representative of the institution type demographics, including private non-profit, public, and private for-profit. 
 
 The first research question asked: is the perception of library leadership skill and quality development equal across departmental experience? The data used for this question involved all library departments: Access Services, Administration, Collection Development, Digital Library Services, Information Technology, Reference and Instruction, and Technical Services. When departments were compared pairwise on composite leadership skill scores, Administration was significantly higher than another department. Results showed that perceptions of leadership quality development appeared to be equal across departments, but leadership skill development was not, and in fact, there was a significant difference between the variances of the composite scores in the population. 
 
 The second research question asked: what are the leadership skills and qualities most commonly perceived to be used in each department? Results revealed that every leadership skill score except for time management was significant, indicating a difference among library departments based on individual leadership skill scores. Respondents perceived that there was a difference in leadership skill (but not leadership quality) development opportunity by department. 
 
 Departments were also compared pairwise on offering a greater opportunity to develop leadership skills, and overall, academic library directors perceived that there were significant differences in skill development by department. Furthermore, respondents overwhelmingly indicated that Administration was where they perceived the most leadership skill development opportunities. There was no perceived difference in leadership quality development by department. As well, some departments were reported to provide targeted, department-specific leadership skills, such as resource allocation and budget management. 
 
 Conclusion – This study offers strong evidence that development of many of the leadership skills necessary for success as an academic library director only present themselves to professionals once they enter the Administration department, the library director position, or the assistant director position.

The University of North Carolina Medical Center pharmacy resident leadership certificate program.

The development and implementation of a certificate program for pharmacy residents are described. University of North Carolina (UNC) Medical Center met the call for increased efforts in the area of pharmacy residency leadership training through the design, implementation, and evaluation of a leadership certificate program. The purpose of the UNC certificate program is to develop leaders who will serve others, improve their communities, and advance the profession. The program is designed to (1) foster self-awareness, social awareness, and altruism, (2) provide transferable and individualized leadership experiences, (3) enrich other residency components through integration of leadership development opportunities, and (4) create role models for departmental leadership. A team of preceptors and residents implemented the certificate program by integrating program components into the existing pharmacy residency infrastructure. The certificate program includes required and flexible components to allow residents to set and achieve their determined leadership development goals. Overall, residents are satisfied with the program and perceive it as worthwhile. During the first 3 years since implementation of the certification initiative, program facilitators improved the feasibility of, participant engagement in, and sustainability of the program. Future directions include an effectiveness evaluation and a "scale-up" to other institutions. The need for a pharmacy residency leadership certificate was met by designing, implementing, and evaluating such a program at UNC. Through its first 3 years, the program was feasible, sustainable, and valued by program participants.

Community leadership and engagement after the mix: The transformation of Toronto’s Regent Park

The CAD$1 billion transformation of Toronto’s Regent Park neighbourhood from Canada’s largest public housing site to a mixed income community is likely to inform the next several decades of public housing redevelopment policy both nationally and internationally. This paper focuses on the process and impacts of large-scale redevelopment, in the context of attempts to build a physically and socially inclusive neighbourhood incorporating non-market and market housing in downtown Toronto. Drawing from in-depth interviews with 32 Regent Park community leaders and other key decision makers, the paper explores how resident engagement and leadership development opportunities impact redevelopment processes in mixed income initiatives. Results focus on three key emerging areas of both strength and concern: (1) efforts to build community alongside the redevelopment as an integral, evolving and place-specific strategy; (2) the impacts and challenges of both a strong institutional environment in Regent Park and a sense of weak institutional memory; and (3) formal and informal leadership and mentorship opportunities and their contribution towards the development of engagement and cohesion in Regent Park. The opportunity for low-income housing initiatives to support knowledge building and learning, preservation of institutional memory and local leadership development is significant in the context of examining physical and social redevelopment.

Mentoring Faculty Women in Statistics: Exploring Challenges and Opportunities for Leadership Development

ABSTRACTThe problems for faculty women in statistics (FWIS) in the United States are complex and call for programs that aim to develop inclusive leadership competencies among both FWIS and faculty men in statistics (FMIS) regardless of whether they currently hold, or aspire to, administrative positions. Data indicate that, among faculty in doctorate-granting departments of statistics and biostatistics, there is a disparity between genders in numbers of role models or exemplars. Yet we note that there have been some innovative national initiatives over the years in mentoring, networking, or leadership that have been instrumental in advancing FWIS. Given current understandings of the role of implicit bias in sustaining a differential status for FWIS, this discussion emphasizes a new approach as a way to further advance FWIS: one that involves the development of inclusive leadership among both men and women toward promoting inclusive faculty cultures in statistics.

Enhanced Participation: Creating Opportunities for Youth Leadership Development

Enhanced Participation: Creating Opportunities for Youth Leadership Development

Positive Leadership, Legacy, Lifestyles, Attitudes, and Activities for Aboriginal Youth: A Wise Practices Approach for Positive Aboriginal Youth Futures

Adolescence is a dynamic and complex period in any society, but within the Aboriginal population this time is one of significant social pressures, critical decisions, and struggles to emerge healthy. The Positive Leadership, Legacy, Lifestyles, Attitudes, and Activities for Aboriginal Youth (PL3A3Y) project created youth and Elder teams to explore cultural practices that may inform the youth’s paths to living well. Using a community-based participatory research approach, Elder–youth dyads developed and delivered five modules to 78 students at a local elementary school in response to the research question: What are the critical components of a “Living Well” healing initiative for Aboriginal youth? Through a 4-step process that included engagement, module creation, co-delivery, and knowledge sharing, the project’s community-based research team innovatively and using culturally appropriate approaches brought forward critical topics of Leaders and Leadership, Legacy, Lifestyles, Attitudes, and Activities. Not only did the Elder–youth dyads develop a series of highly relevant, creative, useful products that were shared extensively with youth in the community, but the experience became a culturally appropriate leadership development opportunity for the youth researchers. The involvement of Elder–youth teams was a strength in linking past to present and in jointly envisioning a positive, healthier future for Aboriginal youth. With youth as co-researchers, the Elders as partners were highly effective in the development and delivery of culturally relevant teachings and knowledge that strengthened youth’s ability to achieve holistic personal and community wellness.

Assessing Opportunities for Student Pharmacist Leadership Development at Schools of Pharmacy in the United States

Objective. To summarize student pharmacist leadership development opportunities delivered by pharmacy programs, to describe selected opportunities, and to assess how these opportunities meet leadership development competencies. Methods. A multi-method study was conducted that comprised a systematic content analysis of pharmacy education journals, pharmacy program websites, and telephone interviews with key informants, which included open-ended questions and scaled responses. Results. Review of six articles, 37 American Association of Colleges of Pharmacy (AACP) Annual Meeting abstracts, and 138 websites resulted in the identification of 191 leadership development opportunities. These consisted of courses, projects/programs, and events/speaker series. Interviews with 12 key informants detailed unique events that developed leadership competencies. Formal assessments of student leadership development were limited and primarily focused on informal feedback and course evaluations. Conclusion. Most US pharmacy programs offer their students an array of opportunities to develop leadership abilities. Pharmacy programs should consider expanding opportunities beyond elective courses, learn from the successes of others to implement new leadership development opportunities, and bolster the assessment of student leadership competencies and outcomes.