Need For Leadership Development Research Articles

"It breaks your soul": An in-depth exploration of workplace injustice in nursing.

To understand nurses' experiences of injustice in the workplace and to identify the impact of injustice on well-being. Little is known about how nurses view injustice or its effects on their well-being, although research indicates that such perceptions are central to workplace practices such as performance management and outcomes such as employee well-being. A qualitative study was conducted with semi-structured interviews for nurses employed in Australian public hospitals. Data were analysed using content analysis. Experiences of injustice and unfairness negatively impacted on performance and the personal health of nurses. Unfair treatment was met with reduced effort and commitment. This study provides valuable insights into how nurses perceive and experience injustice at work and supports the link between injustice and nurses' decreased well-being and effectiveness. Implications for nurse managers include the need for managers to engage in regular conversations regarding systemic barriers to performance and implementing performance management as an ongoing dialogue designed for employee voice and relationship management. This process also suggests a need for leadership development in nursing management. Using such steps and strategies would significantly enhance best practice in nursing management.

Clinician-Investigator Training and the Need to Pilot New Approaches to Recruiting and Retaining This Workforce.

Clinician–investigators, also called physician–scientists, offer critical knowledge and perspectives that benefit research on basic science mechanisms, improved diagnostic and therapeutic approaches, population and outcomes medicine, health policy, and health services, yet few clinically trained health professionals pursue a research career. Sustaining this workforce requires attention to the unique challenges faced by investigators who must achieve clinical and research competence during training and their careers. These challenges include the duration of required clinical training, limited or discontinuous research opportunities, high levels of educational debt, balancing the dual obligations and rewards of clinical care and research, competition for research funding, and the need for leadership development after training. Women and individuals from underrepresented racial and ethnic groups comprise a small percentage of this workforce.The authors summarize the recent literature on training for clinician–investigators, emphasizing approaches with encouraging outcomes that warrant broader implementation. Using this overview as background, they convened three workshops at the National Institutes of Health in 2016 to identify and refine key priorities for potential new pilot programs to recruit and retain the clinician–investigator workforce. From these workshops emerged three priorities for future pilot programs: (1) support for research in residency, (2) new research on-ramps for health professionals at multiple career stages, and (3) national networks to diversify and sustain clinician–investigator faculty. Implementation of any pilot program will require coordinated commitment from academic health centers, medical licensing/certification boards, professional societies, and clinician–investigators themselves, in addition to support from the National Institutes of Health.

Women in Leadership: Why So Few and What to Do About It

The numbers of women in medical school and in medical training have increased dramatically and are near 50% overall, but the number of women who advance to senior and leadership positions is not nearly this high. There are many reasons why the number of women in leadership roles in academic medicine has not kept pace with the number of women entering the field of medicine. Two popular themes are the glass ceiling (referring to an invisible barrier to advancement) and the leaky pipeline (the loss of women faculty along the path, or pipeline, to advancement). I believe that both come into play. Glass ceiling issues tend to be of two types: those related to the institutional culture and those related to problems of bias, especially unconscious bias. Leaky pipeline issues include the challenges of work–life integration and the need for leadership development for women. There are solutions to all of these challenges. These include improving institutional culture; making sure women advance as quickly as men and are paid equitably; ensuring that there are resources to help with work–life balance, related not only to family but to all aspects of life; and providing adequate mentoring and leadership training. These measures will help all faculty, as factors that hamper women’s advancement may hamper men as well. Although these themes are broadly applicable, there are strategies that can address them all. We just need to be aware, and be proactive, and we will succeed in breaking the glass ceiling and patching the leaky pipeline.

Case Study: Developing, Implementing, and Evaluating a One-Day Leadership Conference to Foster Women's Leadership in Healthcare

Despite women increasingly entering the healthcare field, they still face barriers to advancing in leadership ranks within healthcare. To address the need for leadership development among women in healthcare, the Center for Leading Healthcare Change (CLHC) at the University of Minnesota College of Pharmacy piloted a one-day conference in November 2012 entitled "Women Impacting Healthcare: Decide to Make a Difference." This conference utilized an interactive agenda: each speaker's presentation was followed by hands-on leadership activities during which attendees developed their own personal leadership visions. Specific leadership activities were designed to build upon one another and help design a leadership pathway. All activities were consistent as they included personal reflection and interaction with others. Attendees were asked to complete two evaluations, one immediately at the conclusion of the conference, and another two-weeks post. The conference committee achieved the goal of delivering the conference objectives. As the Women Impacting Healthcare committee continues to look for ways to develop leaders in healthcare, the focus of future conferences will also evolve to include the needs of women currently in leadership roles, as well as ways women can grow into leadership roles.
 
 Type: Case Study

A Matter of Leadership: Connecting a Grantmaker's Investments in Collaborative Leadership Development to Community Results

Keywords: Collaborative leadership, cross-sector collaboratives, networks, effective grantmakingWhy leadership? Leaders create forward movement through executing strategies for organizational and community change that results in sustained and positive outcomes. Collaborative leadership is especially important in cross-sector collaboratives; it is a specific type of leadership that promotes strategic relationship building, resource-sharing, honest and open dialogue, and a deeper understanding of the important social issues that collaboratives work to address. These skills are crucial when striving for significant results for communities that require collaborative efforts across agencies and sectors. Leadership can and must be developed to promote a focus on results, to create effective strategies to address major social challenges, and to align resources and actions that lead to the execution of strategies at a scope and scale high enough to make a difference.As cross-sector collaboratives become the rule rather than the exception in addressing social change, growing attention has been paid to the specific components that lead to collaborative success (e.g., Bryson, Crosby & Stone, 2006; Thomson & Perry, 2006). We build on recent discussions of collective impact' (Kania & Kramer, 2011) and argue that grantmakers can support self-sustaining and independent cross-sector collaboratives by building the leadership capacity of those individuals participating in collaboratives. A successful and pragmatic method to leadership development is to build the capacity of collaborative leaders while focusing them on their work. In this model of development, collaborative members are supported by neutral, but skillful, facilitators who work to develop participants' collaborative leadership skills and promote both public accountability for the group and individual accountability within the group. We also argue that although a skillful facilitator is critical, through strong collaborative leadership skills and improved accountability, it is the collaborative itself, rather than the facilitator, that influences positive community change. Using data collected from past participants of the Annie E. Casey Foundation's Leadership in Action Program (LAP), we test a model of collaborative success put forth in the Theory of Aligned Contributions (TOAC) (Pillsbury, 2008).This research makes significant contributions to the literature, as researchers have yet to demonstrate the direct impact of collaborative leadership skills on the success of the collaborative process and community-level change. Importantly, the findings presented here can be applied to grantmaking strategies, as we are testing a model that addresses the main challenges noted in the literature around collaboratives - namely, the issues related to accountability, relationshipbuilding, and performance.We first discuss the need for leadership development in collaborations, then discuss TOAC, which incorporates collaborative leadership development as a key component of collaborative success; and then describe how TOAC is implemented through LAP. We then summarize our research and findings and make specific recommendations based on those findings. We point to the most important aspects of collaborative implementation in relation to performance, and inform grantmakers on the most essential areas for investment. We provide examples from one LAP implemented in Marion County, Indiana, to illustrate how these components can be put into practice.Collaborative Leadership Development: A Necessary Ingredient for SuccessCollaboratives are created when two or more organizations join to share information and resources in an effort to create solutions to social problems that could not be achieved by organizations working independently (Bryson, Crosby, & Stone, 2006). Collaboratives are often very loosely structured, without formal leaders and with members typically volunteering to work across sectors and represent their organizations. …

Leadership within the ambulance service: rhetoric or reality?

Just as part 1 of this article ( Armitage and Taylor, 2012 ) introduced the concept of management and leadership, specifically within the context of the ambulance service, part 2 will stimulate further discussion in connection with the development of leadership related knowledge, skills, experience and behaviours among paramedics. Throughout the piece, the need for leadership development at an organisational and professional level will be promoted, and the authors will explore why leadership and leadership development is a key component to paramedic practice, as well as considering how ‘human factors’ and ‘non-technical’ skills are central to a sucessful process of leadership. The NHS Leadership Framework will be reviewed and the authors will consider how it can be used by individuals, organisations and the paramedic profession as a whole to drive leadership development in the future.

Leadership within the ambulance service: rhetoric or reality?

Just as part 1 of this article (Armitage and Taylor, 2012) introduced the concept of management and leadership, specifically within the context of the ambulance service, part 2 will stimulate further discussion in connection with the development of leadership related knowledge, skills, experience and behaviours among paramedics. Throughout the piece, the need for leadership development at an organisational and professional level will be promoted, and the authors will explore why leadership and leadership development is a key component to paramedic practice, as well as considering how ‘human factors’ and ‘non-technical’ skills are central to a sucessful process of leadership. The NHS Leadership Framework will be reviewed and the authors will consider how it can be used by individuals, organisations and the paramedic profession as a whole to drive leadership development in the future.

Formally Developing Creative Leadership as a Driver of Organizational Innovation

The Problem: The need for leadership development, especially as it pertains to organizational innovation, has become more imperative over the last few years. Because creativity is an important process that precedes innovation, organizations can directly stimulate innovation through the formal development of creative leaders. The Solution: By training leaders in creative problem solving and related thinking skills, as well as creating an environment conducive to developing creative leaders, organizations can better equip themselves to develop and sustain innovation. Stakeholders: Academics engaged in the study of HRD; HRD professionals engaged in training for leadership creativity, developing creativity performance measures for leaders, and assessing creative leadership performance.

Personalisation Tipping Point Framework

The national programme for personalising adult social care represents a massive change management challenge for local government in England. The programme has entered its third year and this article presents evidence of councils struggling to deliver change on the scale required. In addition, councils now have to find savings at an unprecedented level as part of the new coalition government's emergency budget to tackle the financial deficit.This article demonstrates the need for leadership development to deliver change of a magnitude never before confronted by social care leaders. In particular, the report identifies a need for leadership capabilities to be developed in the two key areas of change management and financial management.The article introduces the Personalisation Tipping Point Framework as one tool to help leaders deliver personalisation programme changes and significant savings quickly. The article concludes that it is possible to deliver personalised services and the financial savings, provided that the right leadership and tools are in place.

Growing leaders in a professional membership organization

This study describes the background, development and delivery of an innovative approach to prepare elected state association leaders for their new leadership roles in their respective state organizations. State-based professional associations face unprecedented threats to scope of practice in the current volatile healthcare environment. In 2009 the American Association of Nurse Anesthetists (AANA) began offering a Leadership Development 'Boot Camp' for all nurse anesthetist state association presidents-elect designed with the intent of providing the participants with information, resources and tools they need in their new role. An organizational assessment examined the philosophy of and need for leadership development across the entire organizational structure. Recommendations from the assessment included the need for intensive leadership development at the state level. A 3-day intensive workshop was designed and implemented. Adult learning theory was used for its development. The success of this programme has lead to its implementation as part of leadership development of the AANA. Nurse managers and elected volunteer leaders in state-based professional associations face similar challenges requiring sound leadership ability. Principles applied to the development of the AANA programme can be applied to leadership development for new nurse managers.

Leadership development in social housing: a research agenda

Purpose – The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces.Design/methodology/approach – A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing.Findings – There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter‐organisational and cross‐sector collaboration, but further research is required to develop a clearer picture o...

Being the change you want to see: developing the leadership culture at Ernst & Young

PurposeThe article's aim is to describe a leadership development program that is being conducted internationally with over 500 partners in Ernst & Young. Globally Ernst & Young has 135,000 people in 140 countries with worldwide revenues of US$24.5 billion. In EMEIA it has over 60,000 people in 87 countries and a turnover of $11.4 billion.Design/methodology/approachThis article looks at specific issues relating to the Ernst & Young partner development program, including the need for leadership development at partner level, the leadership challenge of the program and the success of the initiative.FindingsLeadership resides in the relationships leaders create, not within the leaders themselves. Many leadership development programs in large organizations fail to deliver the hoped‐for value as they focus on developing leadership skills within individual leaders.Originality/valueMarket leadership depends on how an organization engages with its clients. How employees engage clients is affected by how they are engaged by their management and leadership. Moving towards market leadership, therefore, requires a change to internal culture, which requires a transformation of the leadership culture and the relationships being formed.

Leadership Development and Succession Planning

The construction industry is recognizing the need for leadership development and succession planning. Industry has typically responded to this need by enacting succession planning programs that identify a handful of high-potential personnel at an early stage in their careers, and expose these candidates to specialized leadership development and mentoring programs not available to their peers. Recent research at Clemson University by the authors compared the leadership behaviors of two groups of construction project managers within a major international, U.S.-based construction company. The top performers were also the best leaders, as proven by a 360-degree leadership analysis. The analysis also identified specific causal influences for achieving top performer status. This article provides justification for the “all-hands” approach to leadership development programs as a way of producing sufficient highly qualified professionals in the quest for succession planning in the construction industry.

The relationship between leadership styles and empathy among student nurses

Much of the nursing literature on leadership describes the qualities of existing nursing leaders, while emphasizing the need for leadership development in student nurses for both managerial and clinical practice. However, there is a lack of research literature on the characteristics of current students. Conducted by the University of Tennessee College of Nursing Empathy Research Group, this pilot study explores the relationship between leadership styles and empathy (cognitive and affective) levels. This correlational descriptive study involved self-report using 3 instruments. Hogan Empathy Scale (HES) and Emotional Empathy Tendency Scale (EETS) measured cognitive and affective empathy levels. The Multifactoral Leadership Questionnaire (MLQ-5x) was used to determine leadership style. Data analysis yielded evidence of a weak positive correlation between the predominant transformational leadership style and empathy levels in both junior and senior students. This correlation has implications for both nurse educators and future employers.

The art of rewarding and retaining staff, part 3

This article is the last in a 3-part series on rewarding and retaining your staff. Part 1 focused on why people leave organizations, what makes staff want to stay, and lessons from business leaders on building a culture of retaining staff. 1,2 Part 2 focused on ways to build relationships, reward and recognize staff, create flexible schedules, listen to your team, and develop action plans. 3,4 This article covers creating fun in the workplace, hiring for attitude, customer service, management rounding, and the need for leadership development and education.

The dynamics of curriculum design, evaluation, and revision. Quality improvement in leadership development.

The nursing shortage and specifically the shortage of new nursing leaders has fueled heightened recognition of the need for leadership development. This article considers the application of the quality improvement process to leadership curriculum development for the Center for Nursing Leadership's (CNL) Journey Toward Mastery program. Both the postmodernist approach and a commitment to scholarship are used as a framework to develop, evaluate, and revise the program. Further, the importance of symmetry between philosophical perspective and curriculum design are illustrated.

Understanding Four Dimensions of Leadership as Education Deans

This research attempts to identify characteristics of education deans who have survived in their role. Previously, 23 education deans were interviewed. In this study, four education deans responded to three vignettes by thinking aloud about ways to resolve problems with embedded intellectual, emotional, social, and moral issues. A conceptual model with 24 themes across four dimensions was proposed. Theoretical coding revealed that all four deans exhibited responses reflecting all four dimensions of the proposed model, with deans relying most frequently on the intellectual dimension to resolve problems, followed by the emotional dimension. The findings support a need for leadership development for education deans in order to understand how the four dimensions interact with the environment to determine decision-making.

Leadership development for the next generation

AbstractThis chapter addresses the critical need for leadership development, the current options, and recommended solutions for meeting the training needs of a new generation of community college leaders.